PLUS+ Login


To log into your PLUS+ Account, complete and submit the information below.

Not a PLUS+ subscriber already? Become one now.


For assistance with your PLUS+ subscription, contact customer service.

Premium access to exclusive online content,
companion digital editions, magazine issues and
email newsletters. Subscribe Now.



Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2010.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $129/year*. Begin yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

For assistance with your PLUS+ subscription, contact customer service.

* Prices higher for subscriptions outside the USA.

You have been logged out of PLUS+

For assistance with your PLUS+ subscription, contact customer service

Need to access our premium PLUS+ Content?
Upgrade your subscription now.

Our records show that you are currently receiving a free subscription to Supply Chain Management Review magazine. To access our premium content, you need to upgrade your subscription to our PLUS+ status.

To upgrade your subscription account, please contact customer service at:

Email: [email protected] Phone: 1-800-598-6067 (1-508-663-1500 x294 outside USA)

Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2010.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $129/year*. Start yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

This content is available for PLUS+ subscribers.


Already a PLUS+ subscriber?
To begin or upgrade your subscription, Become a PLUS+ subscriber now.

Sorry, but your login to PLUS+ has failed.


Please recheck your login information and resubmit below.



For assistance with your PLUS+ subscription, contact customer service.

Subscribe to our free, weekly email newsletter!


The Socially Responsible Supply Chain: An Imperative for Global Corporations

Recent press reports about unsafe work conditions and the loss of life in apparel factories in Bangladesh have highlighted the need for greater oversight over sourcing in low cost countries. That is especially so for companies with a commitment to corporate social responsibility, or CSR. However, many Western enterprises are unsure how to manage a socially responsible supply chain and provide an umbrella for their brands in regions where regulatory standards are lax and monitoring suppliers is difficult.
By Andreas Wieland and Robert Handfield
Andreas Wieland, Dr. rer. oec., heads the Kühne Foundation Center for International Logistics Networks, Technische Universität Berlin. He can be reached at .(JavaScript must be enabled to view this email address). Robert Handfield, Ph.D., is the Bank of America University distinguished professor of supply chain management and co-director of the Supply Chain Resource Cooperative at the Poole College of Management, North Carolina State University. He can be reached at .(JavaScript must be enabled to view this email address).
September 01, 2013

On April 24, 2013, the deadliest garment factory incident in history occurred when the Rana Plaza manufacturing plant collapsed in Savar, Bangladesh, near the capital city of Dhaka, killing more than 1,120 people. This incident occurred just five months after another fire at a garment plant in Dhaka killed more than 100 people. That facility was operated by Tazreen Fashions Ltd. and produced sweater jackets for C&A, shorts for Walmart, and lingerie for Sears.

Had these incidents not occurred (See Table 1), these enterprises would be considered textbook cases for highly efficient global supply chains. In today’s market, supply chains compete against supply chains, global brands concentrate on their core competency (marketing activities) and suppliers in Bangladesh offer high flexibility and cheap labor costs. This has allowed global brands to create extremely responsive supply chains and bring lower priced apparel to store shelves. Further, the time to design and delivery of new garments to the market has been reduced from more than one year to just a few weeks.

More efficient processes, cheaper products, and happier consumers appear to be a winning combination. Yet something is wrong with this picture. As these cases demonstrate, best practice supply chain thinking seems to have overlooked the social aspects of running a global supply chain. Disasters such as these put companies at risk of damaging their reputations and tarnishing their brands. The recent incidents, for instance, led to rallies and protests against Walmart, Gap, Loblaws, and other retailers that are purchasing from these sources.

This complete article is available to subscribers only.
Click on Log In Now at the top of this article for full access.
Or, Start your PLUS+ subscription for instant access.

Not ready to subscribe, but need this article?
Buy the complete article now. Only $20.00. Instant PDF Download
.
Access the complete issue of Supply Chain Management Review magazine featuring
this article including every word, chart and table exactly as it appeared in the magazine.

Download Article PDF

On April 24, 2013, the deadliest garment factory incident in history occurred when the Rana Plaza manufacturing plant collapsed in Savar, Bangladesh, near the capital city of Dhaka, killing more than 1,120 people. This incident occurred just five months after another fire at a garment plant in Dhaka killed more than 100 people. That facility was operated by Tazreen Fashions Ltd. and produced sweater jackets for C&A, shorts for Walmart, and lingerie for Sears.

Had these incidents not occurred (See Table 1), these enterprises would be considered textbook cases for highly efficient global supply chains. In today’s market, supply chains compete against supply chains, global brands concentrate on their core competency (marketing activities) and suppliers in Bangladesh offer high flexibility and cheap labor costs. This has allowed global brands to create extremely responsive supply chains and bring lower priced apparel to store shelves. Further, the time to design and delivery of new garments to the market has been reduced from more than one year to just a few weeks.

More efficient processes, cheaper products, and happier consumers appear to be a winning combination. Yet something is wrong with this picture. As these cases demonstrate, best practice supply chain thinking seems to have overlooked the social aspects of running a global supply chain. Disasters such as these put companies at risk of damaging their reputations and tarnishing their brands. The recent incidents, for instance, led to rallies and protests against Walmart, Gap, Loblaws, and other retailers that are purchasing from these sources.

SUBSCRIBERS: Click here to download PDF of the full article.

Subscribe to Supply Chain Management Review magazine

Subscribe today. Don't miss out!
Get in-depth coverage from industry experts with proven techniques for
cutting supply chain costs and case studies in supply chain best practices.
Start Your Subscription Today!

Recent Entries

Join Industry Expert Adrian Gonzalez for this educational webinar on the tenets and the benefits of Closed-Loop Operational Management. You’ll learn how Closed-Loop Operational Management optimizes orders, inventory, and transportation concurrently, and how it is able to optimize large-scale problems on a daily basis.

One of the greatest supply chain challenges that companies face is to reliably and profitable meet global demand. Outsourced manufacturing, lengthy global supply chains, a large number of suppliers, and volatile demand all create an environment where supply chain decision-makers worry that they can't deliver on promises they've made. But companies with a strong assurance of supply program have confidence in their ability to fulfill demand. They're able to make dynamic, data-driven changes in the execution stage to counter disruption and volatility. These decisions are made possible by cloud-based supply chain technology.

Of special interest to readers of Supply Chain Management Review will be “Americas Update,” which will look into the future of the market in the Americas and assess how firms will be able to favorably position themselves to compete and win market share.

U.S. shippers have been assured by a variety of governmental agencies that cargo vessels of Liberian Registry are no more vulnerable to carrying the Ebola virus than vessels sailing under other Flags of Convenience.

0 Comments

Post a comment
Commenting is not available in this channel entry.


© Copyright 2014 Peerless Media LLC, a division of EH Publishing, Inc • 111 Speen Street, Ste 200, Framingham, MA 01701 USA