Supply Chain Management

Currently there are many optimistic expectations for the new and still little understood technology “blockchain”. This paper takes a critical stance and analyses the potential of blockchains in supply chain management (SCM). In the context of SCM, the application of blockchains promises transparency and traceability. It turns out that the expectations are not always met, because blockchains lose many of their positive characteristics when used in SCM. This is mainly due to the fact that both a digital level (information) and a physical level (goods) exist. In the original application area of blockchains - cryptocurrencies - only the digital level exists. In any case, blockchain technology (as well as every other technology) will not be able to solve the coordination problems within supply chain networks without the individual companies being willing to implement expensive IT interfaces and share their information.

Blockchain technology (BCT) is one of the most promising technologies of the present that will be of even greater importance in the future, especially for manufacturing companies, in order to improve cross-company collaboration and make processes more transparent to the customer. However, BCT is not yet widely used as a trusted tool to ensure a clean and unadulterated flow of information. In addition to the potential, this paper discusses the challenges for the use of BCT and derives a solution concept based on the St. Gallen Management Model that shows potential BCT users possible application scenarios.

Our production, logistics and communication networks are becoming increasingly complex. More and more information has to get from sender to receiver in an increasing speed. In this interconnected and digital world, more people, companies, machines and products interact with each other. Each of these network participants has specific characteristics that describe its identity. On the basis of these digital identity it is possible to connect the entities directly with each other.

Recent advancements in cyber physical systems (CPS) and industry 4.0 concepts are expected to result in a disruptive change of business processes in industry and commerce. In particular, this refers also to supply chain management (SCM) and logistics systems and processes. Methodically, maturity models can be used to determine the maturity level of SCM and logistics organisations. In this paper we present an extension for a maturity model being able to check the industry 4.0 compatibility of SCM systems and processes. Moreover, the aim is to provide a tool supporting the transformation towards SCM 4.0-ready systems and processes. The requirements for the digital transformation process are described and important fields of actions are discussed.

Guaranteeing the quality of products and processes within supply chains is essential. Nevertheless, quality management is still restricted to production processes while logistics processes are normally not considered. IT infrastructures for exchanging quality data are often missing. Those needs can be addressed by using sensor systems in combination with a cross company exchange of sensor data based on EPCIS. In order to realise this approach, sensor systems, the EPCIS standard, decision support systems and business models need to be further developed.

The integration of information technologies in the production environment proceeds and is summarized under the term ’Industry 4.0’. As a consequence, new challenges and opportunities transform the risk landscape of supply chains substantially. Acknowledging this, our article outlines the impact of Industry 4.0 and formulates first recommendations for practitioners especially in the field of supply chain risk management.

Supply chain management (SCM) within the researching pharmaceutical industry is characterized by specific requirements: Especially regulations, a high value of the products with corresponding requirements on (anti counterfeit -) security and long cycle times characterize this industry. This article shows which key performance indicators supply chain managers at the biggest researching pharmaceutical companies use currently, how they change in the future and which implications can be derived from that. The findings mainly base on an interview series with 11 of the global TOP20 highest-grossing, researching pharmaceutical companies (ranking according to [1]) as well as a literature analysis and a single case study conducted at one of the companies.

The networking between companies in a supply chain becomes tighter. This applies for manufacturing plants and the supply with manufacturing equipment as well. Hence, the complexity of the flow of information, in particular for tool management, increases. Currently the exchange of information is mostly paper-based and tool data is not available continuously along the supply chain. By using a digital and cloud-based tool management system, breaks in the flow of information along the supply chain for machining tools can be overcome. Herewith tool data can be called and updated ongoing and location-independent. Furthermore, after clearly identifying a tool, required tool data can automatically be transferred into the control system of the machine.