From the theoretical analysis we can conclude that the Supply Chain Finance concept is developing into a clear concept for the boardroom of companies, as a good system of supply chain finance can contribute to a higher EVATM. Standard theories of finance and management accounting might contribute to the development of new approaches in supply chain finance, as well as to the integration of supply chain management and procurement, and sourcing. From the case study we can conclude that there are a lot of possibilities to connect the different ERP systems of companies in the supply chain with EDI technologies. A point of attention is still on how to divide the gains of having a more efficient (lower costs of supply chain finance) supply chain performance, so business models have to be developed between partners to share the gain of lower costs (Jonker, 2012), (Osterwalder, 2010). Besides the technological solution, it is important to collaborate between companies and its managers; and to share the so-called `win-win` situations with each other. In figure 19 it is summarised how the new SCF paradigm might fit into existing subjects (as also was shown in the literature review), combined with new trends IT platforms (EDI and ERP) in the supply chain. Like in the case study, business can join the theoretical framework (often based on MNE cases) of SCF and/or SCF theorist has to adapt their theories to the business cases of SMEs.
Definitely, SCF is adding value to controlling (e.g. business controlling) by adding value to the company (lower working capital, reduction of the cash cycle, sharing the benefits of interest arbitrage, and reduction of risks), also the collaboration with other departments in the company to integrate their processes: Supply Chain Management, Purchases, Marketing, Finances, and IT.
Another challenge is to help SMEs with the introduction of SCF instruments, because SCF is not only about reversed factoring and dynamic discounting but a paradigm shift about collaboration in the supply chain and creating value by having better working capital management (lower working capital, because of sharing forecast in the supply chain, lower interest rates and a shorter cash cycle). This paradigm shift is also about the fact that departments like Controlling (or Finance), Supply Chain management, Production, Marketing & Sales and ICT have to cooperate more tightly in the future. This might be also a shift in a business culture especially for small and medium-sized companies.
The core audience is: Students in their last stage of their bachelor studies in (international) business administration, finance & accounting, finance & control or logistics management/ supply chain management. We can distinguish for each group of students the following four tracks: Finance & Control, Logistics Management / SCM, Industrial Engineering & Management, and Marketing
This textbook was produced in a team of 6 academics: Mrs O. Lyamina, Mrs E.A. Kaledinova, Mrs A Wolter, Mrs V. Budykina, Mr R. Pieters and Mr JH Jansen. From the periphery of the writing process the following colleagues played an important role: Professor S. Weijers and Professor M. Steeman.
Jan H. Jansen
The structure of this book is:
Chapter 1 Introduction to Supply Chain Finance
Chapter 2 Logistics and Supply Chain Management
Chapter 3 Purchase
Chapter 4 Finance and Control
Chapter 5 Working Capital Management
Chapter 6 Economic Value Added
Chapter 7 Advanced Planning and Scheduling (APS) in the Supply Chain
Chapter 8 ERP and IT
Chapter 9 Supply Chain Finance
Chapter 10 Supply Chain Finance & SCF Instruments
Chapter 11 Supply Chain Finance case studies
Chapter 12 Current issues in Supply Chain Finance
Chapter 13 Serious gaming Supply Chain Finance