DIGITAL SUPPLY CHAIN AND PROJECT MANAGEMENT PRACTICES FOR SMART INFRASTRUCTURE AND EPC ENGINEERING PROJECTS

This empirical study investigates three supply chain transformation projects in Sri Lanka. Building on two previous studies, this study attempts to discern the imperatives and essentials of a successful supply chain transformation project. In essence, this study retrospectively scrutinizes the outcomes of supply chain transformation projects commenced a minimum of 5 years earlier. By juxtaposing the outcomes with longitudinal data from of the said projects, the authors draw unique insights on the dynamics of managing a supply chain transformation project. Additionally, this study outlines critical factors that need to be taken into consideration when implementing supply chain transformation projects. Furthermore, this study improves and outlines the supply chain project management process outlined in previous studies [1]. In sum, this study connects the two growing fields of Supply Chain Management and Project Management in order to posit the importance of expanding the understanding of supply chain project management.

Organizations undertake strategic supply chain initiatives through project implementation. However, selecting the right supply chain projects can be difficult due to high levels of organizational risk and technical complexity. Although the literature is rich in quantitative and qualitative methods for project management, prior research into best management practices specific to supply chain management (SCM) project selection is limited. This paper examines the methods used in evaluating and selecting SCM projects used by the management at three publically held multi-national organizations. The primary objective of this research is to identify a set of generalizable good practices in the selection and evaluation of SCM projects. Nine useful business practices in SCM project selection have been identified based on cross-case comparisons and a close examination of the literature. Eight practices had been previously identified, but were scattered throughout the literature on ERP, IT management, and R&D management. A new practice calls for the consideration of supply chain partners’ return-on-investment (ROI) in the project selection process. Highest preference should be given to win-win projects for the organization and its partner(s). The practices identified here sho`uld provide the foundation of practical guidelines that can be used during the planning stage of SCM projects. This paper reduces the knowledge gap in SCM project management by analyzing organizations with significant supply chain experience and synthesizing these results with the current related literature.

OF THE DISSERTATION Essays on the Interface of Supply Chain and Project Management by Xin Xu Dissertation Director: Yao Zhao This thesis focuses on the interface of project and supply Chain Management. Supply chain decisions (e.g., material planning, network design, supply management) and project management decisions (e.g., resource planning, expediting, and project scheduling) are intertwined in many firms. The objective of this thesis is to construct and analyze new models and methods that can help firms integrate supply chain and project management. Specifically, we addressed the following issues: (1) Joint optimization of inventory and project planning decisions for recurrent projects subject to random material delays (Chapter 2), often found in construction industries. (2) Designing and managing the development chain for one-of-a-kind R&D projects with an extensive workload outsourced (Chapters 3-4), representing the recent trend in the aerospace and defense industries. In Chapter 2, we study a new class of problems – recurrent projects with random

PurposeThe purpose of this paper is to examine how e-procurement (EP) and supply chain technology internalization (SCTI) influence supply chain performance (SCP) through supply chain integration (SCI).Design/methodology/approachThis research analyzed 214 survey responses from project managers who have prior experience in the field of supply chain management. Structural equation modeling was used to analyze the data.FindingsThe results show that EP and SCTI positively influence SCI and SCP. The effects of EP and SCTI on SCP are found to be mediated by SCI in the context for the construction industry.Research limitations/implicationsFuture studies should focus on quantitative measures of SCP like budget overrun, supply chain efficiency and project success. Further research can be done through the exploration of moderating interactions of the proposed model.Practical implicationsFirst, the study highlights the importance of SCTI. Supply chain managers should first focus on effective utilization of different technologies used to support supply chain. Second, the research gives the guidelines to the supply chain managers and project managers about the benefits of EP. They should focus on proper implementation of EP in their organizations.Originality/valueThis paper contributes to the literature by proposing and testing the influences of EP and SCTI on SCI. This allows a strategic viewpoint when implementing SCTI, EP systems and SCI, intended to improve SCP.

Similarities and contrasts of complexity, uncertainty, risks, and resilience in supply chains and temporary multi-organization projects

Strategic procurement enables companies to develop and enhance their advantage over its competitors –both by cost advantage or differentiation advantage. Accordingly, modern and future procurement is highly strategic in comparison to traditional and e-procurement practices. However, the extent to which the graduates are prepared on procurement strategies for digital supply chains is scarcely known in Tanzania. In other words, very little is known on the competence level of graduates on digital supply chain management. Therefore, this study evaluated the competence level of graduates on procurement strategies for digital supply chains in Tanzania. It specifically determined the level of awareness of graduates on procurement strategies for digital supply chains; the extent to which the graduates are prepared on procurement strategies for digital supply chains while at educational institutions studying, and ranking of skills on digital supply chains acquired by the graduates in relation to hard and soft supply chain skills. This study used quantitative approach with descriptive cross-sectional survey design. The data were collected from 500 graduates of Procurement and Supply in Arusha, Dar es Salaam, Mbeya, Mwanza and Dodoma who were sampled using multi-stage sampling techniques. The collected data were analyzed using descriptive statistics. The findings reveal that, majority of the graduates had low level of awareness on procurement strategies for digital supply chains. In addition, the majority of graduates were prepared on procurement strategies for digital supply chains to the very small extent. Moreover, skills on digital and soft supply chains were ranked thirdly/low in acquisition when at the education institutions compare to hard supply chain skills. The graduates acquired digital and soft supply chain skills in lower rate (rank) compare to hard supply chain skills acquired in moderate rate. It is generally concluded that, the graduates had low level of competence on procurement strategies for digital supply chains in Tanzania. This study advocates for serious engagement of both private and public stakeholders in collaborating with colleges/institutes in training on procurement strategies for digital supply chains in Tanzania in order to produce competent labour force for the digital world of work.

Improving supply chain efficiency, especially in an unsettled business climate, requires that managers go beyond doing business as usual. They must apply inspiration and perspiration in a structured, collaborative, and measurable approach that blends project management with supply chain management knowledge and practice.Supply Chain Project Ma

Improving supply chain efficiency, especially in an unsettled business climate, requires that managers go beyond doing business as usual. They must apply inspiration and perspiration in a structured, collaborative, and measurable approach that blends project management with supply chain management knowledge and practice.Supply Chain Project Ma

1 Introduction to the Challenge of Cost and Value Management in Projects. 1.1 Importance of Cost and Value Management in Projects. 1.2 Keys to Effective Project Cost Management. 1.3 Essential Features of Project Value Management. 1.4 Organization of the Book. 2 Project Needs Assessment, Concept Development, and Planning. 2.1 Needs Identification. 2.2 Conceptual Development. 2.3 The Statement of Work. 2.4 Project Planning. 2.5 Project Scope Definition. 2.6 Work Breakdown Structure. 3 Cost Estimation. 3.1 Importance of Cost Estimation. 3.2 Problems of Cost Estimation. 3.3 Sources and Categories of Project Costs. 3.4 Cost Estimating Methods. 3.5 Cost Estimation Process. 3.6 Allowances for Contingencies in Cost Estimation. 3.7 The Use of Learning Curves in Cost Estimation. 4 Project Budgeting. 4.1 Issues in Project Budgeting. 4.2 Developing a Project Budget. 4.3 Approaches to Developing a Project Budget. 4.4 Activity-based Costing. 4.5 Program Budgeting. 4.6 Developing a Project Contingency Budget. 4.7 Issues in Budget Development. 4.8 Crashing the Project: Budget Effects. Crashing Project Activities-Decision Making. 5 Project Cost Control. 5.1 Overview of the Project Evaluation and Control System. 5.2 Integrating Cost and Time in Monitoring Project Performance: The S-Curve. 5.3 Earned Value Management. 5.4 Earned Value Management Model. 5.5 Fundamentals of Earned Value. 5.6 EVM Terminology. 5.7 Relevancy of Earned Value Management. 5.8 Conducting an Earned Value Analysis. 5.9 Performing an Earned Value Assessment. 5.10 Managing a Portfolio of Projects with Earned Value Management. 5.11 Important Issues in the Effective Use of Earned Value Management. 6 Cash Flow Management. 6.1 The Concept of Cash Flow. 6.2 Cash Flow and the Worth of Projects. 6.3 Payment Arrangements. 7 Financial Management in Projects. 7.1 Financing of Projects Versus Project Finance. 7.2 Principles of Financing Projects. 7.3 Types and Sources of Finance. 7.4 Sources of Finance. 7.5 Cost of Financing. 7.6 Project Finance. 7.7 The Process of Project Financial Management. 8 Value Management. 8.1 Concept of Value. 8.2 Dimensions and Measures of Value. 8.3 Overview of Value Management. 8.4 Value Management Terms. 8.5 Need for Value Management in Projects. 8.6 The Value Management Approach. 8.7 The VM Process. 8.8 Benefits of Value Management. 8.9 Other VM Requirements. 8.10 Value Management Reviews. 8.11 Relationship between Project Value and Risk. 8.12 Value Management as an Aid to Risk Assessment. 8.13 An Example of How VM and Risk Management Interrelate. 9 Change Control and Configuration Management. 9.1 Causes of Changes. 9.2 Influence of Changes. 9.3 Configuration Management. 9.4 Configuration Management Standards. 9.5 The CM Process. 9.6 Control of Changes. 9.7 Change Control Procedure and Configuration Control. 9.8 Responsibility for the Control of Changes. 9.9 Crisis Management. 9.10 An Example of Configuration Management. 10 Supply Chain Management. 10.1 What Is Supply Chain Management? 10.2 The Need to Manage Supply Chains. 10.3 SCM Benefits. 10.4 Critical Areas of SCM. 10.5 SCM Issues in Project Management. 10.6 Value Drivers in Project Supply Chain Management. 10.7 Optimizing Value in Project Supply Chains. 10.8 Project Supply Chain Process Framework. 10.9 Integrating the Supply Chain. 10.10 Performance Metrics in Project Supply Chain Management. 10.11 Project Supply Chain Metrics and the Supply Chain Operations Reference (SCOR) Model. 10.12 Future Issues in Project Supply Chain Management. 11 Quality Management in Projects. 11.1 Definition of Quality in Projects. 11.2 Elements of Project Quality. 11.3 Total Quality Management (TQM) in Projects. 11.4 Quality Management Methods for a Project Organization. 11.5 Quality Standards for Projects. 12 Integrating Cost and Value in Projects. 12.1 The Project Value Chain. 12.2 Project Value Chain Analysis. 12.3 Sources and Strategies for Integrating Cost and Value in Projects. 12.4 Integrated Value and Risk Management. 12.5 The Project Cost and Value Integration Process. Index.

Studies that have examined the digital transformation’s association with supply chains have been actively conducted for over 10 years, and studies on digital supply chain management have been increasing. However, there is a lack of consensus on the definitions of or views about the digital supply chain; thus, researchers in the academic or industrial fields propound various concepts of digital supply chains, which results in confusion during the exchange of opinions or transmission of concepts in many cases. The purpose of this study is to identify the research trends from various articles on the digital supply chain that have been published so far, summarize and analyze the theories and concepts pertaining to it, and review future topics of research. Network text analysis was conducted by extracting information from unstructured text data to identify research trends. The results of the analysis showed that many studies have examined the digital supply chain in terms of sustainable management. “Sustainability” was the most influential word in the keyword network, and the digital transformation of supply chains is essential for the sustainable viability of firms in the era of Industry 4.0 and digital transformation. Many studies have focused on technology for big data analysis and the IoT as technologies to fulfill digital supply chains and maintained that COVID-19 has increased risk factors such as global supply chain disruptions, which is why global firms must monitor the supply chain in real time by securing end-to-end visibility and making corporate-level efforts to build a digital supply chain to instantly detect and deal with related risks. The common groups of keywords were related to “supply chain integration”, “resilience”, “digital technologies”, and “digital transformation”.

Contributors

Currently on the market in the country’s capital, cash flow strategy projects in oil, gas and petrochemical industry based on debt and capital instruments carried through. However, the definition instruments such as bonds, securities, leasing, bonds and other securities order in recent years in the capital market to some extent been able to manage the needs of this segment. Supply chain management strategies project actually includes measures that will lead to project supply chain challenges and goals of the project. The opportunity to create a supply chain with the lowest cost and most flexible provides. Given the importance of oil and gas industry as well as the importance of the strategic management of financial flows of the industry projects, in this study to provide financial flow management in supply chain management projects in oil projects in Hormozgan province are discussed. Hence, in the first step, identifying indicators and factors influencing financial flow management and to determine priorities and the effectiveness indices of Fuzzy DEMATEL been done. Then with the help of Fuzzy ANP method is to calculate the index weight.

The work is devoted to the consideration of the information system components, which can be used for effective organization and This study is devoted to the reseach of supply chain strategies in project activities. Considered strategies for supply chains, through which better customer service will lead to increased supplies and reduced costs, will bring benefits to all supply chain stakeholders. An illustrative example of a long-term project in the supply chain is provided - the project of the ship acquisition. The ship's life cycle is specified from the standpoint of various participants involved in fleet renewal (replenishment) project. Analyzing each phase of the shipping company's life cycle, risks are examined for each phase of the life cycle, including strategic, economic, commercial, credit, informational, ecological. Alternative supply chain strategies are identified. Taking into account the main objectives of supply chain management, a hybrid strategy can be identified that uses both lean and flexible supply chains. When implementing such a strategy, it is possible to reduce the total order fulfillment time; ensure reliability, correct frequency of delivery, quality and flexibility of delivery; optimize inventory levels throughout the supply chain and minimize total costs. Phases of the life cycle of a supply chain management project are highlighted, as the relationships and obligations between various stakeholders require the construction of a flexible supply chain. Such a supply chain involves solving a series of tasks to meet the requirements of stakeholders and customers; before the project reaches the completion phase. The preparation and implementation of individual projects, taking into account the life cycle stage, are carried out based on the selection of supply chain development strategies.This need is realized with the help of formalized methods for selecting projects that most correspond to the company's development strategy and the stage of its life cycle. Depending on the goals of the management, the strategies for further development implemented through individual projects will be different. Based on what development strategy the company sets for itself, this will be the main list of projects that have the greatest value for the company. This research holds both theoretical and practical significance. Theoretically, it contributes to the development of the theory of supply chain management, project management, and strategic management, particularly in the domain of project planning and execution. Practically, it serves as a decision-making tool in the development and implementation of strategies through projects within the supply chain.

The objective of this article is to assist the reader in understanding the journey from traditional Supply Chain Management to Digital Supply Chain Management. It aims to augment the concept of Digital Supply Chain Management with blockchain technology and create an extensive literature review to assist in formulating the gaps and discovering the variables that contribute towards the efficiency of a Blockchain-Based Digital Supply Chain. Moreover, this article aims to validate the impact of specified parameters resulting in customer retention and market leadership for an organization. Digital technologies such as the Internet of Things, blockchain, etc., are disrupting the traditional ways of doing business and creating value propositions for customers. Supply Chain Management is a key business process for an organization that helps them compete in the market. Organizations have seized competition not as individual brands but as supply chains. Digital Supply Chain Management is the implementation of digital technologies to capture customer data at every interaction to create customer engagement strategies. This article provides an empirical analysis of parameters influencing a Blockchain-Augmented Digital Supply Chain resulting in customer retention and market leadership and shows how, through a Blockchain-Based Digital Supply Chain, the business objective of being a customer-centric organization is assisted with the customer data generated at each interaction that is enabled.

This paper presents a hybrid method for modeling and solving supply chain optimization problems with soft, hard, and logical constraints. Ability to implement soft and logical constraints is a very important functionality for supply chain optimization models. Such constraints are particularly useful for modeling problems resulting from commercial agreements, contracts, competition, technology, safety, and environmental conditions. Two programming and solving environments, mathematical programming (MP) and constraint logic programming (CLP), were combined in the hybrid method. This integration, hybridization, and the adequate multidimensional transformation of the problem (as a presolving method) helped to substantially reduce the search space of combinatorial models for supply chain optimization problems. The operation research MP and declarative CLP, where constraints are modeled in different ways and different solving procedures are implemented, were linked together to use the strengths of both. This approach is particularly important for the decision and combinatorial optimization models with the objective function and constraints, there are many decision variables, and these are summed (common in manufacturing, supply chain management, project management, and logistic problems). TheECLiPSesystem with Eplex library was proposed to implement a hybrid method. Additionally, the proposed hybrid transformed model is compared with the MILP-Mixed Integer Linear Programming model on the same data instances. For illustrative models, its use allowed finding optimal solutions eight to one hundred times faster and reducing the size of the combinatorial problem to a significant extent.