Article Review Paper: Warehousing

Article Review must be at least 825 words or more not including references which should be supported by citing at least 2 new peer-reviewed journal articles between 2017-2022 and 1 reference from required text and a biblical reference.

Biblical verse needs to cited (King James Bible), in current APA format.

Discussion must be in current APA format and must include a reference list.

Reference sample make sure to include DOI-Drollinger, T., Comer, L. B., & Warrington, P. T. (2006).

Development and validation of the active empathetic listening scale.

Psychology & Marketing, 23(2), 161-180. https://doi.org/10.1002/mar.20105

Assignment Details below and Article is attached:

The following headings are required for the article reviews: authors purpose, application to supply chain management, background of the issue, managerial implications, and summary (do not say conclusion).

Have a titled managerial implications section.

Begin sentences with “managers should”, or “advice to managers would be” throughout this section.

This is your direct advice to other managers, so quotes should be minimal.

Cite the article being reviewed early (at least once in your first paragraph).

Continue citing it throughout the review.

Provide a citation.

Integration of faith and learning assignment (IFL).

Include an actual scripture verse early in the writeup.

Your paper must show scriptural integration specifically with supply chain management, not business, management, or marketing in general.

Each Journal Article Review assignment must include these sections:

• Title page
• Article caption at top of first page of text (current APA style) to identify the article
• Statement of the author’s purpose (100 words)
• Background of the issue (175 words)
• Application of supply chain management theory relevant to article(150 words)
• Managerial implications of article findings (350 words)
• Summary of the article and its context (50 words)
• References (Current APA style) 1 Required reference Liberty University Custom (2020). Supply chain management (Custom ed.). New York, NY: McGraw-Hill Create. ISBN Loose Leaf Print: 9781307611601. ISBN eBook: 9781307611458

ANSWER

Article Review/Warehousing

Authors Purpose

Although many operators acknowledge the value of integrating customers into supply chains, very little is known about DCM. Research in the area is limited, and Bumblauskas et al. (2017) aimed to fill this gap by contributing knowledge. The authors’ purpose was to figure out how the term “Demand Chain Management” came to be, how the term has evolved, what was happening in the research field at the time of its creation, and the major issues past companies faced when using DCM, and the DCM methods modern-day firms use in terms of DCM in practice.

Background of the issue

Historically, supply chains (SC) focused on suppliers, manufacturers, transporters, wholesalers, retailers, etc. Little attention was given to customers or end-users. However, recently, many managers have come to appreciate the value of integrating customers into the supply chain. Demand Chain (Channel) Management (DCM) is a practice that involves integrating end-users or customers into a company’s supply chain strategy (Bumblauskas et al., 2017). Many believe it will disrupt existing supply chain operations, business practices, and customer relationships.

As the business industry becomes increasingly competitive, organizations must strive for a competitive advantage to succeed. Bumblauskas et al. (2017) believe organizations can achieve this competitive advantage by allowing customers to drive their business decisions. Knowledge on this subject is still limited despite the concept dating back to the 1990s. According to Bumblauskas et al. (2017), findings on who coined the term are inconclusive, and most articles are redundant. Also, there are many research gaps in the field, justifying the need for the study.

Application to Supply Chain Management

The goal of supply chains is to provide value according to customer demands, but most focus on the supply side instead of customers. Therefore, DCM helps bridge the SCM gap and customer relationship management. It helps the company integrate and implement marketing and strategic assets to improve its overall performance. The resource-based theory (RBV) posits that companies can leverage their internal assets, including human and non-human assets, to increase the value of their products and services. According to the RBV theory, companies can achieve superior performance and competitive advantage when their resources are rare and valuable (Vitorino & Moori, 2020). DCM emphasizes the value of customer relationship management in the supply chain, and Bumblauskas et al. (2017) recommend doing this by hiring an end-user. This strategy can leverage the end-user (human asset) to increase value of their products/services. This will increase the chances of gaining competitive advantage.

Managerial implications

Managers should work closely with their end-users to evolve their companies into demand-centric organizations. One way to do this is by hiring an actual end-user into your supply chain team. Bumblauskas et al. (2017) reveal that their partner company increased sales by 5.9% when they included an end-user in their team. These sales generated profits worth $144,081, suggesting that you might gain similar results if you hire an actual end-user. Therefore, you must endeavor to have an employee who is an actual customer or end-user in your team. Because the employee is also a customer, they know how best your company can fulfill and satisfy other customers’ needs and demands.

Managers should avoid the traditional recruitment strategies when hiring end-users. A better hiring method involves integrating what the end-user values the most in the job offer. For example, John (the end-user in Bumblauskas et al.’s (2017) study) valued family, trust, and a clear career path. The authors were able to hire him by integrating these values into his job offer. Maslow’s Hierarchy of needs states that organizations that help employees meet their self-actualization needs achieve better performance. When employees’ needs are met, they feel connected and may have feelings of completeness and joy. 2 Corinthians 9:10 states: “Now he who supplies seed to the sower and bread for food will also supply and increase your store of seed and will enlarge the harvest of your righteousness.” This verse means that we will also reap substantial benefits when we give the sower/farmer (the employee) what they need (seeds).

Managers can also use intuition during the hiring process. Moleka (2021) refers to intuition as spiritual intelligence, the ability to make accurate judgments based on non-rational or non-conscious decisions. Intuition means doing what you feel is right without deliberate or logical analysis. Joseph, Jacob’s son, knew how to use intuition to seize business opportunities. He did not have any skills other than wisdom, spiritual intelligence, and the ability to interpret dreams. He accurately predicted the nation’s future economy because he knew its economy and had spiritual gifts and abilities.

However, one does necessarily need a spiritual gift to predict. Julmi (2019) says you can predict or forecast when you have intuition, which stems from your personal experiences. Intuition helps us recognize familiar patterns in a given situation. Managers can seek an end-user with exceptional forecasting abilities or people who consider themselves intuitive. According to Moleka (2021), these abilities will help the organization avoid supply chain disruptions and continue delivering products during crises. Because the end-users purpose is to help the organization understand how to satisfy their customers, it will help if they have predicting or intuitive abilities.

Summary

This article contributes knowledge to DCM by informing managers on how to evolve their companies into demand-centric organizations. The authors recommend hiring an actual end-user as part of the company’s supply chain team. This user will provide insights on how the company can best meet or satisfy its customers’ wants and demands.

References

Bumblauskas, D., Bumblauskas, P., Sapkota, K., Misra, P., & Ahsan, M. (2017). Is demand chain management the new supply chain management? Will the demand channel trump the supply channel? Journal of Strategic Innovation and Sustainability, 12(1), 30-40.

Julmi, C. (2019). When rational decision-making becomes irrational: a critical assessment and re-conceptualization of intuition effectiveness. Business Research, 12(5), 291–314. https://link.springer.com/article/10.1007/s40685-019-0096-4

King James Bible. (2020). King James Bible Online. https://www.kingjamesbibleonline.org

Moleka, P. Impact of Spiritual Intelligence in Leadership: Some Biblical Cases. Preprints. https://www.preprints.org/manuscript/202108.0066/v1

Vitorino F., & Moori, R. G. (2020). RBV in a context of supply chain management. Gestão & Produção, 27(4), e4731. https://doi.org/10.1590/0104-530X4731-20

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