Mar 22
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The IUP Journal of Supply Chain Management
ISSN: 0972-9267
A 'peer reviewed' journal indexed on Cabell's Directory,
and also distributed by EBSCO and Proquest Database
It is a quarterly journal that focuses on Purchasing, Manufacturing, 3PL, E-procurement, Reverse supply chain inventory, Warehousing, Planning and forecasting, Collaborative commerce, Data analytics, E-supply chains, Risk management and sustainability of supply chains, Value chain management, etc.
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Developing a Sustainable Coastal Aquaculture Value Chain for the Rural Communities of Bangladesh
Over the last three decades, aquaculture production and technologies for culture system upgradation have become a revolutionary development in Bangladesh, especially in the coastal areas. The study was conducted to assess aquaculture development along with sustainable value chain for aquaculture business purposes in the southern coast of Bangladesh. The authors found that small-scale aquaculture and inland fisheries sector in the study areas is facing some environmental, technological and socioeconomic challenges that may lead to production failures and make it unstable in the near future. Additionally, farm-raised fish quality and their safety for human consumption are becoming a serious concern to local and international food markets. These challenges could have severe impacts on earnings and the rural economy of the southern coast of Bangladesh. To overcome the challenges, sustainable and environment-friendly aquaculture practices are required to be taken up to maximize environmental and economic sustainability and reduce the likelihood of outbreak of diseases in the aquaculture farms. However, adopting Good Aquaculture Practices (GAPs) requires a combination of strategies and policies. A top-down and bottom-up holistic approach to aquaculture planning and management may help to sustain this sector.
How to Assess the Governance Efficiency of Farming Enterprises?
Despite the fundamental progression of the theory of economic organizations, farm continues to be studied as a "production structure" and its efficiency is assessed with "factors productivity". This study incorporates the New Institutional Economics and adequately defines and assesses the economic efficiency of Bulgarian farms. If inputs supply and marketing transactions of a farm are governed effectively (equal or fewer costs compared to another farm/organization), it is considered to be efficient, and vice versa. First in kind quantitative evaluation of governance efficiency of Bulgarian farms is made on the basis of assessments of managers of typical farms. "Nature of the problems in effective organization of major type of farm transactions for securing the needed factors of production and output realization" is used as an indicator for the comparative transaction costs. The study has found that the governance efficiency of farms in general is at a good level, but 60% of all farms have low efficiency and will likely cease to exist in the near future. The major factors behind inferior governance efficiency of farms are unsatisfactory efficiency in the supply of necessary labor, innovations and know-how, and funding. There is a huge variation in the governance efficiency of farms with different specializations, as holdings in field crops, vegetables, flowers and mushrooms, and mixed livestock demonstrate the lowest levels. There is a big discrepancy between the new assessments and traditional approach to farm efficiency. The suggested framework has to be improved and widely applied in economic analysis at various levels, which requires the collection of a novel type of microdata on farms' governance and transaction costs.
Supply Chain Transformation at Dell
The case presents the supply chain transformation strategy of Dell, which involved moving away from its legendry make-to-order model to make-to-stock model. It highlights why Dell decided to adopt make-to-stock model from which it had distanced itself for decades. Once known for several benefits such as no finished goods or parts inventory, flexibility, and negative cash-to-cash cycle, it started adding great complexity and cost. Dell decided to move to make-to-stock model while operating the make-to-order model for customers who value it, but at a much reduced level.
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