EDITORIAL

As stated by Foster, Wallin, and Ogden (2011): « Quality has always been one of the most important performance criteria, even with a conventional purchasing strategy ». In a cumulative capabilities logic, the improvement of quality in all supply chain processes enhances resource utilization, process efficiency and overall profitability (Wang, Du, and Li 2004).

The recent Toyota recall of 1 million vehicles is the last illustration of resounding – and costly – recalls due to supply chain quality problems, in automotive, pharmaceutical or food industries; according to analysts and the firms themselves, the bill for such recalls can reach billions, due to their impact on turnover, firm reputation and stock exchange prices.

Integration between quality management and supply chain management is two-way:

• On the one hand, quality management supports supply chain performance: research has given evidence that organizations with mature quality management systems achieve better integration, leading to an improved supply chain performance, product quality, and customer service (Flynn & Flynn, 2005).

• On the other hand, quality management, since its early beginning, is grounded on an open systems approach and thus intervenes within the supply chain perimeter; Deming (1986), highlights the importance for quality management to focus on interfaces with suppliers and customers. Concerning downstream processes, customer orientation remains central among ISO 9001 management principles, for quality is defined as « ability […] to satisfy requirements »; moreover, by applying an end-to-end process approach, modern quality management necessarily considers all activities from need to satisfaction. Concerning upstream processes, quality systems traditionally include Supplier Quality Assurance programs and integration of key QM practices in supplier participation programs enhances organizational performance (Lin et al. 2005).

Thus, the field of SCQM (Supply Chain Quality Management) has emerged fifteen years ago to deal with this integrative potential, in order to create managerial synergies. Through literature, two kinds of definitions of SCQM can be found:

• Definitions where SCQM is a quality-oriented extension of SCM, as in (Kuei, Madu, and Lin 2011): «SCQM is an extension of SCM that is designed to prepare firms to build supply chain competencies through tailored quality management practices. » or in (Quang et al. 2016): « SCQM is the orientation, coordination and implementation of all activities smoothly taking place in the supply chain. It is helpful to improve operational quality as well as to increase customer satisfaction ».

• Definitions where SCQM is an externalization of QM on the SC perimeter and actors: « a mechanism for governing quality of resource flows between interdependent organizations »; « Essentially, SCQM externalizes an organization’s quality management practices to assist in governing the exchange between buyers and sellers. » (Ford 2015)

Consequently, in today’s VUCA (Volatile, Uncertain, Complex and Ambiguous) environments, SCQM principles and practices, even though not sufficiently understood (Quang et al. 2016) are not only useful, but compulsory.

To remain efficient, quality’s playground must extend to the Supply Chain; in quality standards such as IATF 16949:2016 for instance, requirements reach an inter-organizational level: companies must be compliant with requirements such as §8.4.2.3 (companies must contribute to their external suppliers QMS improvement), or §8.4.3.1 (companies must require external suppliers that they cascade all applicable requirements to the rest of the supply chain). In ISO 9001:2015, control upon externalized processes has been given prominence. Moreover, globalization has so drastically complexified supply chains that collaborative problem-solving initiatives within a continuous improvement approach are required to keep supply chains agile, innovative, resilient, sustainable, etc.

Research has demonstrated SCQM relevance in that spirit; its application among and between supply chain organizations impacts product quality, customer service, organisational performance and SC performance (Flynn and Flynn, 2005; Lin et al. 2005). Yet SCQM maturity levels vary according to industrial sectors (Dellana and Kros, 2014) and SCQM intensity and core/infrastructure orientation are contingent to the supply chain environmental uncertainty (Ford 2015).

This special issue contains five papers that provide insights into how SCQM can present original answers to various supply chain problems.

Mayounga provides an in-depth analysis of existing research on product recalls; the author takes note that the issue is mostly approached in a reactive mode rather than in a preventive mode. By providing a qualitative study of 76 peer-reviewed articles through a summative approach to content analysis research methodology, this article elaborates a concept matrix which identifies four constructs/antecedents of recall prevention, namely product, equipment, process and intervention (PEP-I). The proposed framework aims at offering a foundation for recall prevention in order to nurture adapted SCQM strategies across industries.

Mouaky, Berrado and Benabbou contribution describes their participation in the Moroccan Public Pharmaceutical Supply chain overall redesign and improvement. They propose to apply quality tools and a DFSS (Design For Six Sigma) approach in order to design an improved inventory management system for a pharmaceutical supply chain. Through the use of such quality tools as QFD, Kano model, FMEA or Adaptive Kanban, implemented within a DMADV (Define Measure Analyze Design Verify) participative approach, the authors propose a one product/two echelon model and use discrete-event simulation to validate it. Simulation, based on a set of inventory management metrics, reveals a significant performance improvement. Success factors for the Adaptive Kanban System implementation are then discussed.

Chorfi, Benabbou and Berrado give prominence to supply chain performance measurement systems defined as the cornerstone of SCQM improvement programs. Grounded on a literature review on Supply Chain Performance Measurement, the research project they have led introduces an integrated performance measurement framework and associated methodology, based on the Balanced scorecard (BSC) and the SCOR model for managing public healthcare supply chains’ performance against its strategic objectives and customized to fit with decision makers’ preferences. The paper also presents an application; the framework is implemented to the development of a performance measurement system dedicated to the pharmaceutical products supply chain for the Moroccan public sector.

Navarro, Cronemyr and Huge-Brodin intend to clarify the relationship between process management and environmental sustainability in the freight transport. A conceptual model is built and used to structure an extensive literature review of the intersections of process management, freight transport and environmental sustainability. Initial theoretical findings are completed by a two-companies case study conducted through semi-structured interviews, document studies and field observations. The project also includes an action-research approach through workshops in the two companies. This article illustrates how quality management principles (process approach/management) can contribute to greening logistics.

Lavissière and Desoutter have focused on high reliability organizations and their supply chains; they argue that, despite their great ability in risk management, even those companies have to cope with supply crises once they have occurred. A literature review first clarifies crises characteristics, typologies and existing crises response strategies. Then five French companies in the aerospace industry have been involved in a case study; assumptions from the literature survey have been tested and data collection allowed to identify specific and shared crisis management needs, approaches and practices. This research work results in the proposal of a practical managing model for companies facing supply crises situations in order to recover as soon as possible.

This special issue gives evidence of the increased interest brought by SCQM principles and practices in a wide number of managerial situations. Two underlying trends seem to be particularly conducive to SCQM development:

• as well as traditional quality management has evolved within organizations towards QHSE integrated management, the same phenomenon should happen for SCQM as there is a growing interest for diminishing the environmental impact of global SC and developing sustainable supply Chains;

• the disruptive dimension of digital transformation (Big Data Analytics, Cloud, RFID, Virtual Reality, etc.) obviously concerns Supply Chains, and SCQM will be required to implement it properly.

J.C. Tarondeau (1993) wrote: « Today, quality management is simply management»; to paraphrase him, let us conclude by proposing that ‘today, SCQM is simply Supply Chain Management’.