Table of Content:

1. Article Review 1 PRINCIPLES IN HALAL SUPPLY CHAIN

MANAGEMENT
1.1 Abstract
1.2 Introduction
1.3 Halal Supply Chain Model
1.4 Conclusion
1.5 References & Appendix
2. Article Review 2 A REVIEW OF MODELLING APPROACHES
FOR SUSTAINABLE SUPPLY CHAIN MANAGEMENT
2.1 Abstract
2.2 Introduction
2.3 Modelling Approaches for Sustainable Supply Chain Management
2.4 Conclusion
2.5 References & Appendix
3. Article Review 3 GREEN SUPPLY CHAIN MANAGEMENT
PRACTICES: IMPACT ON PERFORMANCE
3.1 Abstract
3.2 Introduction
Table of Content:
3.3 Performance Impact by GSCM
3.4 Conclusion
3.5 References & Appendix
4. Article Review 4 - INTERACTION: A NEW FOCUS FOR SUPPLY
CHAIN VS SUPPLY CHAIN COMPETITION
4.1 Abstract
4.2 Introduction
4.3 Interaction: A New Focus for Supply Chain vs. Supply
Chain Competition
4.4 Conclusion
4.5 References & Appendix

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ARTICLE REVIEW 1:
PRINCIPLES IN HALAL SUPPLY CHAIN MANAGEMENT
Author: Marco Tieman, Jack G.A.J. Van der Vorst & Maznah Che Ghazali
1.1 Abstract
Principles in halal supply chain management are very vital and important to be implemented to
ensure that all foods or products are fully aligned with the true manifestation of Islamic
principles. Its important to maintain the halal integrity throughout the supply chain process to
ensure we fulfil the promise of halal products to the end-consumer. What makes halal supply
chain process different with the conventional supply chain process is the considering factors of
ethics, sustainability and human values throughout the supply chain process. The article inputs
are based on literature review, large discussion group and various focus group conducted in
Malaysia, Netherlands and China.

1.1 Introduction
Current complexity of supply chains and more focus on cost reduction are the major contributors
that trigger the needs of the halal supply chain management in the industry. Authors discuss
about the consumption of Halal (lawful), Toyyib (wholesome) and Haram (unlawful) are
essential according to Syariah. They also discuss about the grey areas (matters that fall between
halal and haram) where the local Fatwas (religious rulings) and local customs will play a big
role in judging the situation.
Halal supply chain management can be defined as the management of a halal network with the
objective to extend the halal integrity from source to the point of consumer purchase. The

foundation of halal supply chain consist of three major elements, namely: direct contact with
haram, risk of contamination and perception of Muslim consumer.
1.2 Halal Supply Chain Model
The authors have come out with very good halal supply chain model that cover all aspect and
elements according to Syariah (refer to figure 1 in the article). The model cover, Halal policy,
Supply chain objectives, Logistics control, Supply chain resources, Supply chain business
process, Supply chain network structure and even up to the Halal Supply Chain Performance
measure.(Maznah Che Ghazali, 2013).
Halal policy with involve organization like Department of Standards Malaysia that will act as the
basis for the organization and as a certified body. Supply chain objective will be designed
according to the parameters of halal food supply chain. Logistics control is very vital which
involve the planning and control of all the goods flow from source to end-consumer.(Maznah
Che Ghazali,2013). Procurement and purchasing of goods, manufacturing process and
distribution process, all must follow accordingly to Syariah and all this fall in the logistics
control division.
Supply chain resources must ensure that all information and practices are halal compliance
according to the halal standard. It is highly recommended that they get an independent party to
audit all their process in line with the halal compliance standard. Supply chain network structure
involves many parties internal and external along the process from source up to end-consumer.
Its very important to ensure all parties involve are endorsed or followed halal compliance
standard.
Supply chain business processes are responsible in managing the business flow and transaction
from upstream to downstream of the business. It cover purchasing, manufacturing and up to

customer service department. The business process must follow Syariah and the halal compliance
standard. (Mohamed Syazwan, 2014). Example, all process of buyer-supplier engagement must
follow halal values as stated by Syariah. The final element in this model will be the halal supply
chain performance. Its important to measure the performance in terms of efficiency and the
effective in protecting the halal integrity and robust in its supply chain execution. Two key
aspects are process quality and waste can be used as the indicator for the performance
measurement.

1.3 Conclusion
Base on the article and some other cross reference articles that we had read, below are some of
my conclusion points that we gathered:
a) Halal supply chain management (HSCM) should be applied to all Muslim countries to
ensure the Halal and Toyibban products are produce and consume by the enduser.
b) Non-Muslim countries should take the advantage of implementing the HSCM to
broaden their market potential and most important is the quality of the end products.
c) HSCM will help all manufacturers to improve their output, reduce waste and
indirectly will help them in reducing their operation cost.
d) HSCM cover the whole spectrum of the business process from upstream to
downstream.
e) HSCM will improve and develop more positive relationship between supplier, buyer,
manufacturer and end-consumer.
f) The performance measurement in HSCM will help company to increase productivity,
reduce cost and future development planning.
1.4 References & Appendix

1. Marco Tieman, Jack G.A.J. van der vorst, Maznah Che Ghazali, (2012), Principles in
Halal Supply Chain Management, Jounal of Islamic Marketing, Vol. 3 Iss 3 pp. 217
243.
2. Marco Tieman, Maznah Che Ghazali , (2013),"Principles in halal purchasing", Journal
of Islamic Marketing, Vol. 4 Iss 3 pp. 281 293.
3. Mohamed Syazwan Ab Talib Abu Bakar Abdul Hamid , (2014),"Halal Logistics in
Malaysia: A SWOT Analysis", Journal of Islamic Marketing, Vol. 5 Iss 3
Appendix - Article

Principles in halal
supply chain management.pdf

ARTICLE REVIEW 2
A REVIEW OF MODELLING APPROACHES FOR SUSTAINABLE SUPPLY CHAIN
MANAGEMENT
Author : Stefen, Seuring
2.0 Abstract
Past 15 years, sustainable Supply Chain Management (SSCM) became one of the favourite
topics by the researchers to publish the papers. However, from 300 papers published, only 36
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papers apply quantitative models. SSCM is related to managing resources along the line while
integrating goals from all three dimensions of sustainable development derived from customer
and stakeholder requirements. This article review papers summarized quantitative modelling
approaches towards sustainable supply chain management (SSCM) which take social,
environmental and economic dimensions. Environmental aspect is widely covered as opposed to
social aspect. This article summarized the findings and it limitations as well as suggested for
more research in this topic.
Keywords: supply chain management, quantitative modelling
2.1 Introduction
Globalization lead to change of government terms to adopt free-market systems and
improvement technology usage especially in information technology had dramatically
transformed the economic life around the world.(S. Seuring,2004)
SCM also towards sustainable manner more increasingly concern by sizes of companies across
wide range of industries. Many researches have done in this field that discuss different
dimension and modelling of sustainable SCM. According to the author from the overall sample
of 309 papers (status papers published up to 2010), only 36 of them apply quantitative models.
These models are more appropriate and useful for supporting the decision making in the supply
chain. Thus, quantitative models tools are essential for making decision in todays business
environment. This article also aimed to focus on quantitative modelling approach that may
provide directions for future research.
2.2 Modelling Approaches for Sustainable Supply Chain Management
The categorized a set of criteria in choosing the sample of existing researches to meet the
objective of the article. There are a) SSCM basic terminology applied on paper, b) Quantitative
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Modelling applied and c) Sample and Descriptive analysis made from the research, d) Finally,
Criteria applied in the content analysis.
The author also analysed and categorized the criteria of 36 papers into various types of
modelling approaches. The categorization based on how it relates sustainable development. 34
papers address on the environmental issues, however none of it focuses on social issues and
integrating other dimensions such as economic, environmental and integrations of all three
dimensions(S. Seuring,2004). Through this analysis, the author point out the research gap social
aspects and overall integrations of three sustainability dimensions. The author had group the
research analysis into different type of models. Overall objective is to minimize the cost. Other
objective classified in detail as follows:

Life Cycle Assessment (LCA) - 11 papers assessing environmental impact in supply

chain and minimizing them.

Equilibrium Model- 9 papers focus on balancing environmental and economic factors

and find optimal solution

Multi-criteria decision- highlight on optimization of economic and environmental

criteria
Analytical hierarchy process (AH) - 8 papers include the element of structuring a
decision process based on semi quantitative methods.

2.3 Conclusion
The author addressed the limitation of the research made. Too little sample size papers (36)
presented on quantitative method in sustainable supply management. However, from this paper,
only a number of quantifiable criteria are used for the content analysis instead of different
variables. Based on the article and other reference article that we had read, a few conclusions can
be drawn as below:

a) Discussions pertaining to sustainable supply chain management involve the economic,

environmental and social dimensions and all three dimensions should be extensively
made the research.
b) Only a small number from the existing researches in this literature take quantitative
modelling approach, as addressed by the author this should be improved by researchers.
c) Wider areas should be discuss instead of environmental impact mostly been discussed as
compared to social impact of sustainable supply chain management. Wider aspect of
empirical data may be used more to support the future related research.
d) Wider Quantitative modelling is the most useful and applicable in sustainable supply
chain management
Thus, we agreed with author proposal to have further research, more data expansion and further
analysis on quantitative method especially to emphasize on the other dimensions like social and
economic. Apart from that, more empirical research may be used to link between sustainability
and quantitative model in this literature developing further developing sustainable supply chain.

2.4 References & Appendix

1. Guide Jr., V.D.R., Jayaraman, V., Srivastava, R., Benton, W.C. Supply-chain management for
recoverable manufacturing systems.
2. S. Seuring. Integrated chain management and supply chain management comparative
analysis and illustrative cases Journal of Cleaner Production, 12 (810) (2004), pp. 1059
1071 [case, environment]

Appendix - Article
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A review of modeling
approaches for sustainable supply chain management.pdf

ARTICLE REVIEW 3
GREEN SUPPLY CHAIN MANAGEMENT PRACTICES:
IMPACT ON PERFORMANCE
Author: Kenneth W. Green Jr | Pamela J. Zelbst | Jeramy Meacham and Vikram S. Bhadauria
3.0 Abstract
Green Supply Chain Management (GSCM) has appeared as an environmental innovation which
integrates environmental concerns into supply chain management. This is a review for article on
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significant contribution of empirical investigations related to the impact of green supply chain
management (GSCM) practices on performance. Data for the article were collected from 159
manufacturing manager that provide data reflecting the degree to which their organizations work
with suppliers and customers to improve environmental sustainability throughout the supply
chain. This article review also will review how the adoption of GSCM practices by
manufacturing organizations leads to improved environmental performance and economic
performance, which, in turn, positively impact operational performance. Operational
performance enhances organizational performance.
Keywords: Green supply chain management, Environment, Economic, Operation, Organization
Performance
3.1 Introduction
The growing concern in the global market for green issues and the insufficient of natural
resources have forced executives to view supply chain from an environmental perspective. It is
important to note that the growth in adoption of green practices is, in part, due to the effect of
institutional pressures driven by market and regulatory demands. Economic performance remains
top priority for manufacturers and, in particular, those in developing economies (Zhu and Sarkis,
2007). The Green Supply Chain Management (GSCM) practices performance in the article are
defined and described with a focus on manufacturing organizations. Data collected from a
sample of managers level working for US manufacturing organizations.
3.2 Performance Impact by GSCM
Referred to the hypotheses table and result of the methodology in the article, overall overview
show that the organizational performance measured by three dimension of performance which is
environmental, economic and operational performance.

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Organizations that implement GSCM practices will improve environmental performance in the
areas of reduction of air emission, reduction of waste water, reduction of solid wastes, decrease
of consumption for hazardous/harmful/toxic materials, decrease of frequency for environmental
accidents, and improve an enterprises environmental situation, which all improve the company's
environmental situation (Zhu et al. 2012a).
An organizations take GSCM practices to reduce costs, promote market shares, and increase the
profits.
The central goals of the green supply chain are primarily centred on those process operations that
influence environmental performance (Beamon, 2008)
Here we would like to add of some example of company that already practices the GSCM.
Xerox, GE, GM, Volvo, HP, 3M and Dow Chemical have made environmental sustainability a
part of their corporate mission. 3Ms Pollution Prevention Pays (3P) and Dow Chemicals Waste
Reduction Always Pays (WRAP) programmes have saved the respective companies millions of
dollars and prevented thousands of tonnes of pollution over a number of years.
3.3 Conclusion
The practice of GSCM leads to improvement and positive impact on performance of the
organization.
Observation in the article show that green supply chains tend to improve their performance by
developing specific green capabilities and by building collaborative supply chain relationships.
Supply chain improvement towards the green practices is enhanced through competitive pressure
from the market or customers, regulatory certification schemes, incentives, and direct
involvement.
The adoption of GSCM practices by manufacturing organizations leads to better economic
performance. Environmental performance and economic performance leverage improved
operational performance which leads to improved organizational performance.
However in addition, we felt the following measure should be included as well in the article corporate image, first-mover advantage, long-term benefits, patenting of products and processes,

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and influencing policy makers. Adoption of environmentally sustainable practices provides a

first-mover competitive advantage including patenting of products and processes, and
influencing policy makers to frame rules and regulations to the advantage of the organization.
The awareness of end users towards environment-friendly products and processes now has
increased. The need for taking back used products and packaging for recovery has not only
provided manufacturers with economic opportunities but also projected their environmental
responsibility and enhanced corporate image.
3.4 References & Appendix
1. Beamon, B.M. (2008). Sustainability and the Future of Supply Chain Management.
Operations and Supply Chain Management, 1(1), 4-18.
2. Green Jr, K.W., Zelbst, P.J., Meacham, J. and Bhadauria, V.S., 2012. Green supply chain
management practices: impact on performance. Supply Chain Management: An International
Journal, 17(3), 290-305.
3. Zhu, Q. and Sarkis, J. (2007), The moderating effects of institutional pressures on emergent
green supply chain practices and performance, International Journal of Production Research,
Vol. 45 No. 18/19, pp. 4333-4355.
Appendix - Article

Green supply chain

management practices_impact on performance (2).pdf

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ARTICLE REVIEW 4
INTERACTION: A NEW FOCUS FOR SUPPLY CHAIN VS SUPPLY CHAIN
COMPETITION
Author: Imoh Antai | Hans Olson
4.0 Abstract
Competition is an immensely important area of study in economic theory, business and strategy.
This article review papers summarized, it is important to recognize that supply chains has
changed the way companies deal with each other both in confrontational or conciliatory terms.
As such, with the rise of global markets and outsourcing destinations, increased technological
development in transportation, communication and telecommunications has meant that
geographical barriers of distance with regards to competition are a thing of the past in an
increasingly flat world.
Keywords: Supply chain management, supply chain vs. supply chain competition, competition,
interaction, logistics centres
4.1 Introduction
Supply chain competition and its burgeoning development continue to attract global attention.
Given the conceptualization of competition based on interactions between supply chains. The
purpose of this article is to investigate logistics centres as an essential source of interaction for
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supply chains. According to the author, this article that has points where supply chains meet
provides a potential for competition between such supply chains. However, it is only when
resources and services are known to be critical to a business survival and scarce that competition
is most likely to occur at these points. This article is undertaken as a case study of the
Katrineholm Logistics Centre (KLC) whose idea of recasting the way logistics centres function
can shed new light to the idea of competition between supply chains.

4.2 Interaction: A New Focus for Supply Chain vs. Supply Chain Competition
The main findings of the article show that logistics centres represent interaction points as well as
important resource points for supply chains and hence a possible point of competition for supply
chains. The purpose of this article is to propose the concept of interaction (of supply chains) as
the means through which competition can be practically operationalized between supply chains.
As an essential source of interaction, logistics centres are used to illustrate the rivalry that might
exist between supply chains given the finite nature of service capabilities at such points. It
investigates a case logistics centres located in Sweden based on the ecological niche theory
(Antai, 2011). The article also argues that interaction points also represent locations where value
creation can be achieved by supply chains.
The empirical aspect to this research cover an interaction point as conceptualized in the body of
the body of the thesis work in the form of a logistics centres. Because the basis for competition
in the current business environment is always changing, competition between supply chains will
be limited to points where resources are obtained, capabilities are built and services are obtained
to enable the supply chain meet the demands of an ever-changing marketplace. As such,
interaction points will provide the basis upon which competition will be carried out, whether it is

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resource points, services points or manufacturing points. In its results, this part sought to show
that it is possible that supply chains interact at logistics centres and when they do so they
inevitably attract the same resource at these centres. It also tries that it is possible that when
supply chains attract similar resources at such interaction points, they can become competitors.
In this article, several bases for competition between supply chains have been identified. Because
the surrounding environment within which the supply chain operates changes quickly the
different bases of competition upon which a supply chain would have to compete can also very
quickly change. Thus, this article contributes to supply chain management practice by bringing to
the fore techniques with which the competition may be identified and measured. It also points
out the most likely basis of rivalry for similar supply chains, even though these bases may be as
variable as the weather and as such can quickly expire. The article, therefore also contributes to
the supply chain management literature by adapting and applying the ecological niche theory of
competition to the operationalization of supply chain vs. supply chain competition.
4.3 Conclusion
The author addressed the limitation of the research made sought to develop further the concept of
supply chain vs. supply chain competition, for use within supply chain management. Thus, the
overarching objective of the study was to develop an empirical understanding of the critical
operational factors within supply chain vs. supply chain competition. The study was based on the
analysis of literature, modelling and a case study around the themes of competition, competitive
advantage and competitiveness. As such one of the major achievements of this article is that it
has effectively assisted in contributing to the process of development and understanding of the
concept of supply chain vs. supply chain competition.

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The interaction principles investigated within the logistics centres reveals that supply chains not
only converge at such points, they also use the resources, services and facilities available and
provided by the logistics centres. Hence, if two or more supply chains target the same resources
at the logistics centres to a significant extent, it is then likely than competition ensues. But
because supply chains are regarded as business entities, they can decide to compete or diversify.
4.4 References & Appendix
1. James B. Rice, Jr, Richard M. Hoppe., 2001. Supply Chain vs. Supply Chain: The Hype &
the Reality. Supply Chain Management Review.
2. Imoh Antai, 2011, Operationalizing Supply Chain vs. Supply Chain Competition. Publication
of the Hanken School of Economic. Nr.234, Edita Prima Ltd, Helsinki 2011.
3. Cox, A. (2001), The Power Perspective in Procurement and Supply Management, Journal
of Supply Chain Management, Vol. 37 No. 2, pp. 4-7.
4. James B. Rice, Jr, Richard M. Hoppe., 2001. Supply Chain vs. Supply Chain: The Hype &
the Reality. Supply Chain Management Review.
5. Imoh Antai, 2011, Operationalizing Supply Chain vs. Supply Chain Competition. Publication
of the Hanken School of Economic. Nr.234, Edita Prima Ltd, Helsinki 2011.
6. Cox, A. (2001), The Power Perspective in Procurement and Supply Management, Journal
of Supply Chain Management, Vol. 37 No. 2, pp. 4-7.

Appendix - Article

A new focus for

supply chain vs supply chain competition.pdf

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