Managing 'downstream' supply network: A process and tool

A review of literature shows that little is available to assist managers to manage the 'downstream' end of a supply network involving manufacturers, dealers, and end-users. The interaction of important strategic factors in this respect is vital to companies but is not well understood by managers. This research proposes a process and tool, i.e. supply network analysis process (SNAP) to assist managers in addressing this issue. SNAP enables managers to visualise the inter-plays of downstream supply network strategic decisions, and to monitor network performance. SNAP was developed through a series of case studies in one specific region. Research was carried out in one industry sector, a 'downstream' supply network that consists of a number of manufacturers, dealers, and end-users. Semi-structured interviews and site visits were used to explore and understand the interaction of network decisions. The process discovered many unique interactive relationships among manufacturers, dealers, and end-users. This paper describes the development of SNAP, and explains its functions in a longitudinal case study. The paper concludes by discussing the implications of this research to academics and industrialists.