Leadership Model for Supply Chain Management in Business Schools

Leadership Model for Supply Chain Management in Business Schools

Ramakrishna Yanamandra (School of Business, Skyline University College, Sharjah, UAE)
DOI: 10.4018/978-1-7998-2867-9.ch008


Supply chain management has brought sweeping changes in the way organizations achieve profit and competitive advantage in the recent past. But the rapid changes occurring in the business environment due to globalization and emergence of new markets have created many new opportunities as well as challenges for organizations in supply chain. Effectiveness of management institutions can be improved if they focus on changing needs of SCM and provide dynamic leadership in line with the changing needs of students and other stakeholders. This created the need for acquiring a completely different kind of supply chain skill sets and competencies among the leaders of these institutions, which they were hitherto unfamiliar with. This chapter attempts to develop a supply chain leadership model for business schools and management institutions to align themselves with the changing needs of the emerging markets of management education. It will enable the management institutes to redesign their strategies to suit the required changes.
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During the last two decades extensive research has been done on Supply Chain Management (SCM) and its positive influence on organizations. Though SCM is found to be applicable for both manufacturing and service industry, most of the supply chain (SC) related developments took place in manufacturing sector and little less in wholesaling and retailing, the downstream aspect of it and practically very less in service sector, especially in the management education sector (Cláudia S. Sarrico et al., 2016; Govindaraju Basu, 2016). SC concepts, frameworks, strategies, and models are found to be providing positive results in manufacturing, service industry and also in educational sector (Gopalakrishnan, 2015; Govindaraju Basu, 2016; Ramakrishna Yanamandra, 2018). But, to achieve positive outcomes in education sector, especially, the management institutes, the SC leadership strategies of these institutions should play a major role. Effectiveness of education sector can be improved if these institutions focus on SCM and provide dynamic leadership in line with the changing needs of students and other stakeholders (Mason, 2008; Mourshed et al., 2012; Snyder, 2013). The leadership styles, competencies, traits and skills required for SC leaders in general and in management educational institution, in particular, are fundamentally different compared to SC leadership in business (Marion Spendlove, 2007).

Management institutions and educators in management education face several challenges today due to changing institutional environment (Granit Almog-Bareket, 2012), increasing competition (Lorange, 2002), changing needs of management students and placement companies, attitude and behaviour of present generation of students, emergence of online technologies, availability of knowledge through online resources etc. All these factors have totally redefined the way the management education is taught in B-Schools and other management institutions. In addition to these factors, other factors like globalization, scarcity of talented management faculty, mushrooming of management institutes, emergence of online management programs and provision of equal rigor for those programs has also impacted the way management is taught (Granit Almog-Bareket, 2012; Pallabi Pal Sarkar & Rajendra Prasad, 2015; Govindaraju Basu, 2016).

Key Terms in this Chapter

Educational Supply Chain: Application of supply chain management practices to an educational institution.

Stakeholder: In education, the term stakeholder typically refers to anyone who is invested in the welfare and success of a school and its students, including administrators, teachers, staff members, students, parents, families, community members, local business leaders, and elected officials such as school board members, city councilors, and state representatives.

Leadership Competency: Leadership competencies are leadership skills and behaviors that contribute to superior performance. By using a competency-based approach to leadership, organizations can better identify and develop their next generation of leaders.

Supply Chain Management: The design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand, and measuring performance globally.

Service Supply Chain: A process of managing all the activities related to providing services at different stages and levels of supply chain for effective delivery of products to customers. It also includes services involved in order management, provision of timely and accurate information to the customer, management of delivery and returns, repair and maintenances.

Supply Chain Leader: A responsible manager, generally at a top-level position in the hierarchy of organization, who develops the vision and commits to implement it through leadership skills and competencies.

Business School: A high-level educational institution in which students study subjects relating to business and commerce, such as economics, finance, and management.

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