As competition moves beyond a single firm into the supply chain, researchers are beginningrnto explore quality management (QM) in a supply chain context. The literature suggests thatrnsupply chain management (SCM) consists of internal practices, which are contained within arnfirm, and external practices, which cross organizational boundaries integrating a firm with itsrncustomers and suppliers.rnThis research assess the current practice of supply chain quality management in Ethiopianrnmanufacturing industries using questionnaire survey, guided interview and authorâ€™s directrnobservation. The investigation showed that some companies have begun the concept of SCMrn& QM practices independently, but most of them are doing in traditional manner. Among 54rnrespondent companies for the survey only 27.8% defined SCQM on the context of theirrncompany, this shows manufacturing industries are poorly practicing QM along their SC. Thernmajor problems identified in the manufacturing firms include: under capacity production,rnlagging to fill market demand, lack of quality raw material supplier, absence of long-termrnrelation with supplier/customers, occurrence of bottle neck partner along the SC, usage ofrntotal cost as the only performance measurement system and did not give due consideration forrnemployee satisfaction, product quality, on time delivery and customer satisfaction.rnFurther, the study tried to investigate how supply chain management-related quality practicesrnlead to improved organizational performance and examined the practices that precede andrnmediate those relationships. After assessing current level of practice, general supply chainrnquality management model for Ethiopian manufacturing firms is proposed.rnFinally, to make this research practical and realistic, actual case study was conducted on FaffarnFoods Sc. The current system was analyzed and areas for improvement are identified. Thernimprovement areas include: supply system, to save cost of materials rejected due to lowrnquality i.e. suppliers cost 44,265.32Birr for transportation as well as companies incur labourrncost, equipment cost and time for checking impurities, and distribution system, to minimizerncustomer complain due to delay. Then the general SCQM model was customized for the caserncompanyâ€™s supply chain and it decomposes into sub sections. At the last, conclusion,rnrecommendation and future works are provided.