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Software Configuration Management
Published in Leanna Rierson, Developing Safety-Critical Software, 2017
Good SCM helps to prevent problems such as: missing source code modules, inability to find the latest version of a file, reappearance of corrected mistakes, missing requirements, inability to determine what changed and when, two programmers overwriting each other’s work when updating a shared file, and many more. SCM reduces these issues by coordinating the work and effort of multiple people working on the same project. When properly implemented, SCM “prevents technical anarchy, avoids the embarrassment of customer dissatisfaction, and maintains the consistency between the product and the information about the product” [3].
Software Quality Domain
Published in Marvin Gechman, Project Management of Large Software-Intensive Systems, 2019
SCM establishes and maintains the integrity of specified software work products, controls and promotes stable baselines, maintains status accounting of the baselines throughout the life of a project, and controls the build process through product delivery. Responsibility for SCM should reside with the Software Group Lead. The principal SCM performers within subsystem and development sites are the SCM Lead and the SCM Librarian.
SECURE CONFIGURATION MANAGEMENT
Published in James A. Scholz, Enterprise Architecture and Information Assurance, 2013
Secure configuration management (SCM) is the root of your security program. Using SCM will demonstrate how everything else that goes on within an organization is a by-product of security. The SCM program manages security features and assurances through control of changes made to the hardware, software, firmware, documentation, test, and test documentation throughout the life cycle of an information system.
An organizational framework for sustainable supply chain management: An integrated theoretical perspective
Published in Quality Management Journal, 2022
Xianghui Peng, Xinyu Wei, Lu Xu, Ying Cao, Victor Prybutok
When integrated into QM, SCM allows addressing SSCM. SCM and QM share a philosophy that requires organizations to operate internally and integrate strategic initiatives with both upstream suppliers and downstream customers to achieve organizational excellence. As a result of this connection, QM and SCM share some common practices, including customer focus, supplier management, and process management (Peng, Prybutok, and Xie 2020). This shared philosophy and operational depth facilitate the integration of sustainable development into internal processes and external supply chain systems (Bastas and Liyanage 2019). SSCM requires sustainability to be achieved to satisfy the important internal and external stakeholders. Zink (2007) further emphasized the high potential of QM approaches in stimulating the corporate change toward sustainability development via the alignment of goals, strategies, and practices with the triple bottom line development. Not surprisingly, organizations attempt to seek the quality, supply chain, and sustainability goals simultaneously, improving the development of cumulative capabilities, which help them obtain and sustain competitiveness in a dynamic and competitive environment (Flynn and Flynn 2005; Alkalha, Reid, and Dehe 2019).
Systematic review of adopting blockchain in supply chain management: bibliometric analysis and theme discussion
Published in International Journal of Production Research, 2023
A transparent supply chain largely depends on the flow of materials, funds and relevant information in the whole supply chain (Dubey et al. 2020). With the arrival of the fourth industrial revolution, emerging digital technologies such as the Internet of Things (IoT), cloud computing, radio frequency identification (RFID) and big data have become important drivers of effective SCM (Yadav et al. 2020). These technologies can integrate people, processes and equipment, and ensure the authenticity and transparency of the transmitted information (Ben-Daya, Hassini, and Bahroun 2019). Among the above-mentioned digital technologies, due to its tamper-proof, trustworthy, transparent, secure and traceable characteristics (Wang et al. 2020b; Yan et al. 2022), blockchain technology (BT) provides a real-time, immutable ledger of informational, financial, and physical transactions (Sangari and Mashatan 2022), which can be effectively deployed in SCM (Salah et al. 2019). Blockchain technology-based supply chain management (BT-SCM) alleviates risks through efficient management of demand and supply, available supply chain resources and reducing inventory costs (Kamble, Gunasekaran, and Sharma 2020). Focusing on the point-to-point network, supply chain members can interact transparently and accurately, resulting in a more coordinated and efficient supply network (Shi et al. 2022). By tracking the flow of products in the supply chain in real time, BT enhances the confidence in the reliability and authenticity of products (Kouhizadeh, Saberi, and Sarkis 2021). In addition, BT provides better flexibility for capital exploitation to obtain business value (Chang, Chen, and Lu 2019), and information sharing allows all supply chain members to be integrated and involved in any transaction (De Giovanni 2020).
Integration of supply chain management and quality management within a quality focused organizational framework
Published in International Journal of Production Research, 2020
Xianghui Peng, Victor Prybutok, Heng Xie
Customer focus, supplier management, and process management form the critical components of the SCM construct. Following the construct naming convention within the Baldrige award, we rename supplier management as supplier focus and process management as operations focus. The consistency of the naming convention can potentially benefit the Baldrige Award revising team to utilize this study to improve the Baldrige framework. We separate the operations focus category in the original Baldrige model into supplier focus and operations focus categories after examining the detailed criteria in the original Baldrige model. In the restructured framework, the criteria on supplier focus, which are those on the operations focus category in the original Baldrige model, assess the organizational supplier management practices; the criteria on operations focus, which is from the operations focus category in the original Baldrige model, cover the process management dimension of SCM. For consistency with the categories of the Baldrige award, we maintain the leadership, strategic planning, workforce focus, MAKM, customer focus, and results constructs as defined in the MBNQA framework. Previous research has consistently demonstrated that customer focus, supplier management, and process management are identified as important to successful SCM implementation and significantly influence the organizations’ performance (Forker, Mendez, and Hershauer 1997; Samson and Terziovski 1999; Talib and Rahman 2010; Fernandes et al. 2017). We group customer focus, supplier focus, and operations focus into the SCM triad, and hypothesize thatwithin the organizational framework, SCM triad has a positive influence on results.