The effects of organisational decision making on supply chain execution : a case study of the NZDF light armoured vehicles supply chain : submitted in partial fulfilment of the requirements for a Master of Supply Chain Management thesis, Massey University / New Zealand Defence Force
The purpose of this research is to examine how organisational management models, outside of traditional corporate supply chains, drive supply chain success. Corporate supply chains have applied supply chain improvement theories and practices, which have resulted in supply chain success and, ultimately, organisational success. Supply chains for military industries and non-commercial industries are not sufficiently unique to be able to discount the advances that have occurred in corporate supply chain management (SCM) concepts. This lack of uniqueness has seen the military industry commence implementing supply chain improvement theories and practices to its supply chains. Limited research has been conducted into the rationale for non-commercial industries delaying the implementation of advances in SCM concepts or, when they have been implement, why they have not had the desired level of success. Research in the field of organisational management and its influence on supply chains may provide insight into how advances in SCM concepts can be successfully transferred from commercial organisations to other industries. The New Zealand Defence Force (NZDF) provides a non-commercial context with sufficient complexity regarding its drivers for implementing changes that are likely to result in observable performance trade-offs with respects to SCM and organisational management models.
This research will examine existing and previous supply chain and organisational management scenarios to determine the level of success achieved. It will also identify strengths and weaknesses with the existing models and propose an alternative organisational management model.
The following Figures were removed for copyright reasons but may be accessed via their sources: Figs 1 (=Lambert, Cooper & Pagh, 1998 Fig 2), 2 (=Tan, 2001 Fig 1), 3 (=Tan, 2001 Fig 3), 4 (=Lambert, Cooper & Pagh, 1998 Fig 10), 5 (=Christopher & Towill, 2001 Fig 5).