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Article
Publication date: 9 August 2022

Mohd Rizaimy Shaharudin, Mohammad Iranmanesh, Suhaiza Zailani, Keah Choon Tan and Morteza Ghobakhloo

The aim of this study is to investigate the impact of integration capabilities on reverse supply chain (RSC) adoption and, consequently, RSCs' effectiveness. Thus, supply…

Abstract

Purpose

The aim of this study is to investigate the impact of integration capabilities on reverse supply chain (RSC) adoption and, consequently, RSCs' effectiveness. Thus, supply chain (SC) integration capabilities and their types in relation to internal, supplier and customer integration capabilities are investigated.

Design/methodology/approach

In this paper a quantitative survey was conducted with Malaysian manufacturers with a certified the International Organization for Standardization (ISO) 14001 environmental management system. The entire population was utilized through census sampling; 150 useable survey responses were received. The partial least squares technique was used for the data analysis.

Findings

The results indicate that internal integration improves external integration. In addition, supplier and customer integration have a positive direct effect on the adoption of RSC activities. Though internal integration has no significant direct effect on the adoption of RSC activities, it has an indirect impact through both supplier integrative capabilities and customer integrative capabilities.

Practical implications

The findings of this study suggest that the managers of manufacturers whose internal integrative capabilities are the base and whose SC integrative capabilities and external integrative capabilities are reinforcing SC integrative capabilities should adopt RSC activities.

Originality/value

The paper offers in-depth insight into this issue and has shed light on the ambiguities in the literature regarding the role of SC integration in RSC adoption.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 28 June 2022

Emilio Ruzo-Sanmartín, Alaa Abdelaziz Abousamra, Carmen Otero-Neira and Göran Svensson

This study aims to show how to improve supply chain performance through the relationship between firms and their customers. In doing so, this study examines the impact of…

Abstract

Purpose

This study aims to show how to improve supply chain performance through the relationship between firms and their customers. In doing so, this study examines the impact of a firm’s relationship commitment and customer integration on supply chain performance. The aim is to detail a way to increase supply chain performance through the relationship between companies and their customers.

Design/methodology/approach

The empirical analysis was based on a survey on 205 corporate-Egypt multi-industry businesses including manufacturing, retailing, wholesaling and shipping services firms. Data collection was through a questionnaire survey distributed to 1,264 senior managers with responsibilities in the field of supply chain, logistics, purchasing, marketing and operations and with a 16% response rate. A conceptual model was designed, and hypotheses were analysed with covariance-based structural equation modelling.

Findings

This study makes a significant contribution to the supply chain management (SCM) literature by examining the influence of firms’ relationship commitment on supply chain performance in the supply chain management context by means of the disaggregation of customer integration into two dimensions: integration with customer (IWC) and integration by customer (IBC). The findings indicate that firms’ relationship commitment does not relate directly to supply chain performance, but rather indirectly through integration both with and by customers.

Research limitations/implications

This paper outlines a conceptual model in which firms’ relationship commitment relates indirectly to supply chain performance. The model also sheds light on the fact that IWCs precedes IBCs in supply chains. This finding suggests that firms should focus on customer integration to improve supply chain performance.

Practical implications

This study offers a particularly refined understanding of the reasons behind and situations in which supply chain integration (SCI) enables firms to gain superior supply chain performance. In fact, firms focusing on customer integration may improve their supply chain performance, thus enhancing the value of the supply chain.

Originality/value

This study contributes to the literature by considering a relational view of the SCI-Performance path. In particular, by disaggregating customer integration into IWCs and IBCs, this paper verifies customer integration acting as a mediator between relationship commitment and supply chain performance in supply chains.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 3 March 2022

Benjamin Agyei-Owusu, David Asamoah, Dorcas Nuertey and Ishmael Nanaba Acquah

The study aims to examine the relationship between dimensions of supply chain integration (SCI), operational performance and firm performance of firms. The study proposes…

Abstract

Purpose

The study aims to examine the relationship between dimensions of supply chain integration (SCI), operational performance and firm performance of firms. The study proposes that internal integration serves as the basis for supplier integration and customer integration and all three dimensions directly enhance operational performance and firm performance. Additionally, operational performance is proposed to mediate the effect of dimensions of SCI on firm performance.

Design/methodology/approach

A research model grounded on the resource-based view and the extended resource-based view was developed to examine the proposed relationships between the dimensions of SCI, operational performance and firm performance. A survey of manufacturing and service firms in Ghana was conducted, with 120 usable responses received. The research model was analysed by using partial least squares structural equation modelling. Robustness tests were conducted by using logistic regression and the Kruskal Wallis test.

Findings

The findings showed that internal integration had positive and significant effects on customer integration and supplier integration. Internal integration had a positive and significant effect on firm performance whilst customer integration had positive and significant effects on operational performance and firm performance. Additionally, operational performance mediated the effect of customer integration on firm performance.

Originality/value

This is one of the few studies that examine the interrelationships between dimensions of SCI. Additionally, to the best of the researchers’ knowledge, this is the first study to empirically examine the mediating role of operational performance in the relationship between dimensions of SCI and firm performance.

Article
Publication date: 28 February 2022

Alexander Otchere Fianko, Dominic Essuman, Nathaniel Boso and Abdul Samed Muntaka

Prior research assumes that customer integration enhances customer value. However, the mechanisms and conditions under which customer integration contributes to customer

Abstract

Purpose

Prior research assumes that customer integration enhances customer value. However, the mechanisms and conditions under which customer integration contributes to customer value are less understood. This study aims to draw insight from the resource-based view (RBV) to conceptualize customer integration as an input resource that triggers product and process innovation capabilities to enhance customer value. The study further draws on the contingent RBV to examine supply chain network complexity (SCNC) conditions under which customer integration contributes to customer value through product and process innovation capabilities.

Design/methodology/approach

This study’s conceptual framework is tested on primary data from 335 firms in Ghana. PROCESS and ordinary least square regression analyses were used to test the study hypotheses. Additional analyses were conducted using structural equation modeling and two-stage least square regression analysis.

Findings

This study finds that, beyond the significant direct positive association between customer integration and customer value, product and process innovation capabilities mediate the association between customer integration and customer value. Evidence further shows that the indirect associations between customer integration and customer value through product and process innovations are strengthened when SCNC increases.

Originality/value

This research validates the presumed relationship between customer integration and customer value and provides theoretical arguments and empirical evidence to demonstrate how process and product innovation capabilities uniquely and in interaction with SCNC transform this relationship.

Details

Supply Chain Management: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 29 April 2021

Ai-Hsuan Chiang and Ming-Yuan Huang

Rapid response is often the cornerstone of success in many industries, especially manufacturing. In the authors’ opinion, organizational structure will also affect the…

Abstract

Purpose

Rapid response is often the cornerstone of success in many industries, especially manufacturing. In the authors’ opinion, organizational structure will also affect the construction of a fast-response supply chain system. The main purpose of this research examines whether different levels of organizational structure have different effects on the relationship between external integration and firm performance.

Design/methodology/approach

This study applied questionnaires to collect data. This study collected 818 questionnaires from manufacturers in China, Hong Kong and Taiwan to verify our proposed model using structural equation modeling.

Findings

Results show that response speed perfectly mediates the relationship between external integration and firm performance. Different levels of organizational structure will also affect external integration. Strict organizational structure requires customer integration, while loose organizational structure requires supplier integration to quickly meet customer needs.

Practical implications

Companies can probably determine whether their organizational structure is higher or lower than that of their competitors. If firms can determine that their organization structure is high or low, they can adopt suitable external integrations to enhance quick response and operational performance.

Originality/value

In the relationship between supply chain integration and performance, we consider a mediating variable and moderating variable together. Results explain the reason that the relationship between supply chain integration and performance are inconsistent in previous studies. We have addressed external integration in alignment with organizational structure to provide better service and enhance performance by providing empirical evidence.

Details

Journal of Manufacturing Technology Management, vol. 32 no. 8
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 11 August 2021

Ayman Bahjat Abdallah, Omar Mohammad Rawadiah, Walaa Al-Byati and Salah Alhyari

The purpose of this study is to examine the effect of supply chain integration (SCI) in terms of supplier, customer and internal integration on supply chain performance…

Abstract

Purpose

The purpose of this study is to examine the effect of supply chain integration (SCI) in terms of supplier, customer and internal integration on supply chain performance (SCP) and export performance (EXP). The effect of SCP on EXP is also explored. This study further seeks to examine the mediating effect of SCP on the relationship between the types of SCI and EXP.

Design/methodology/approach

The population of this study consists of manufacturing companies in different industries in Jordan. Data were gathered using self-administered questionnaires; managers from 271 companies responded to the survey. The study constructs were assessed for validity and reliability, and it was ensured that acceptable levels of these tests were obtained. Structural equation modeling (SEM) was used to test the study hypotheses.

Findings

The findings showed that supplier and customer integration were not drivers of EXP, but internal integration positively impacted EXP. In addition, internal and customer integration positively affected SCP, while supplier integration did not. Also, SCP positively impacted EXP. Furthermore, customer integration and internal integration indirectly impacted EXP through SCP.

Practical implications

Manufacturers should establish both intra- and inter-organizational collaborations to improve their performance. Specifically, managers in developing countries need to pay substantial attention to internal integration, as it is the key antecedent of both SCP and EXP. Furthermore, managers must be aware of the essential role of customer integration in improving SCP and subsequently EXP. Therefore, they should make long-term plans to integrate and incorporate key customers. In addition, managers are advised to reconsider their current relationships with suppliers. By failing to take advantage of the valuable expected contribution of supplier integration, manufacturers may lose export opportunities to international competitors.

Originality/value

The present study addresses an evident gap in the available literature regarding the effect of SCI on EXP. It tests a comprehensive model underlining the role of SCP on the relationship between SCI types and EXP. This study is also valuable because it was conducted in a developing country. Generally, manufacturing companies in developing countries face more SC-related difficulties than those in developed countries; these challenges can limit the export abilities of manufacturers in developing countries. The study offers important implications for the managers of manufacturing companies to improve their SCP and, subsequently enhance their EXP.

Details

International Journal of Productivity and Performance Management, vol. 70 no. 7
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 1 October 2018

Nikhat Afshan and Jaideep Motwani

Even though supply chain integration (SCI) has been considered as a vital contributor to business performance, the research shows inconsistency in its finding. Accounting…

Abstract

Purpose

Even though supply chain integration (SCI) has been considered as a vital contributor to business performance, the research shows inconsistency in its finding. Accounting for these inconsistencies, researchers (Fabbe-Costes and Jahre, 2007; Van der Vaart and van Donk, 2008) have highlighted the need to relate the level of integration in a single relationship to the performance outcomes of that relationship. The purpose of this paper is to make an effort in this direction and investigate the impact of customer integration (an important dimension of SCI) on customer-related performance outcome (CRPO) and financial performance of the firm.

Design/methodology/approach

Based on an extensive literature review, a research model has been developed hypothesizing the relationships between customer integration, CRPO and financial performance. The research model is then tested using data collected from 214 Indian manufacturing companies. Structural equation modeling was used to test the hypothesized relationship between constructs of interest.

Findings

The result showed that there is no direct effect of customer integration on financial performance instead the relationship is fully mediated through CRPO.

Originality/value

This study conceptualizes and develops scale for the specific performance outcome resulting from a high level of integration between manufacturer and key customers and labels it as CRPOs. It further investigates the mediating role of this immediate performance outcome on the relationship between customer integration and firm performance.

Details

Benchmarking: An International Journal, vol. 25 no. 7
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 12 January 2021

Yubing Yu, Baofeng Huo and Zuopeng (Justin) Zhang

Based on the resource-based view and organizational capability theory, we examine the effect of information technology (IT) on company performance through supply chain…

2502

Abstract

Purpose

Based on the resource-based view and organizational capability theory, we examine the effect of information technology (IT) on company performance through supply chain integration (SCI) from the upstream and downstream perspective of the whole supply chain.

Design/methodology/approach

Based on data collected from 296 cross-border e-commerce (CBE) companies in China, we used structural equation modeling with LISREL to test the conceptual model.

Findings

The results show that supplier and customer IT significantly promote supplier and customer system and process integration. Supplier system and process integration enhance operational performance. Meanwhile, IT indirectly affects financial performance through operational performance. Customer system integration has positive effects on operational and financial performance, with an indirect effect on financial performance through operational performance. However, customer process integration only improves financial performance.

Research limitations/implications

We only use cross-sectional data from Zhejiang province of China to investigate relationships of related constructs. Future studies can also use longitudinal data in combination with secondary data from other provinces, regions and countries.

Practical implications

The results provide important managerial insights for CBE companies to sustain their competitive advantages by improving their performances through IT and SCI practices throughout the upstream and downstream data-driven supply chain.

Originality/value

This study contributes to the IT and SCI literature by exploring the effectiveness of IT in improving SCI and company performance from the upstream and downstream perspective and the perspective of IT.

Details

Journal of Enterprise Information Management, vol. 34 no. 1
Type: Research Article
ISSN: 1741-0398

Keywords

Article
Publication date: 30 October 2018

Elisa Martina Martinelli and Annalisa Tunisini

The purpose of this paper is to explore the topic of customer integration into supply chains. Particular attention is focused on literature concerning customer-driven and…

2015

Abstract

Purpose

The purpose of this paper is to explore the topic of customer integration into supply chains. Particular attention is focused on literature concerning customer-driven and customer-centric supply chains. The aim is to provide a deeper understanding of these two approaches, clarify the differences, compare them and provide a conceptual model and research propositions, leading to theoretical and managerial implications.

Design/methodology/approach

The paper presents a systematic literature review conducted using a consolidated methodology. The protocol used allows for the identification, analysis, synthesis, reporting and discussion of the results stemming from the literature on customer integration into the supply chain. This analysis enables us to summarize the results in a conceptual framework and introduce new research propositions.

Findings

Using the results of the literature review, the authors first systematized the literature on customer-driven supply chain and on customer-centric supply chain in the conceptual framework. For each of the two sets of studies, the authors highlighted three main streams of research concerning customer integration into the supply chain. The authors analyzed three different topics: why customer integration is needed, how customer integration takes place and which intra-organizational issues are necessary to implement customer integration into the supply chain. Second, the authors developed a conceptual framework to confront customer-driven and customer-centric approaches to supply chain management in an evolutionary perspective. The authors thus formulated research propositions aimed at entering in greater depth the management of the shift from the customer-driven to customer-centric supply chain.

Research limitations/implications

The systematic literature analysis developed in the paper contributed to more integrated and comprehensive knowledge of customer integration into the supply chain. The paper identifies and describes the characteristics of different supply chain approaches through the organization and interpretation of academics’ contributions. The paper suggests the need for further research in at least three areas: the study of variables supporting customer-driven or customer-centric approaches, the relevant intra-organizational issues underscoring the customer-centric supply chain and the impact of digitalization on supply chain processes.

Practical implications

The paper outlines the main structural elements that compose the customer-driven and customer-centric supply chains. The results of the systematic analysis of the literature can be used to inform managers about the different levels and approaches for achieving customer integration. These diverse configurations of customer integration imply administrative and organizational considerations. Major issues to be considered when managers want to integrate the customer into the supply chain are identified. In addition, conditions underscoring different options – namely, customer-driven and customer-centric supply chains – are provided.

Originality/value

The originality of this work lies in the systematic review of literature examining customer integration into supply chains, which highlights two main levels of customer integration: customer-driven and customer-centric. The main contribution is the formulation of a conceptual framework and new research propositions from the comparison and merger of these two configurations. The information presented in this paper enhances the literature on recent developments in customer integration, thereby enabling managers to select the most suitable configuration for the supply chain structure.

Details

Journal of Business & Industrial Marketing, vol. 34 no. 1
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 3 April 2017

Heba Fawzi Ayoub, Ayman Bahjat Abdallah and Taghreed S. Suifan

The purpose of this paper is to investigate the effect of supply chain integration (SCI) in terms of supplier integration, customer integration, and internal integration

1662

Abstract

Purpose

The purpose of this paper is to investigate the effect of supply chain integration (SCI) in terms of supplier integration, customer integration, and internal integration on knowledge management (KM) and technical innovation (TI). The study also investigates the effect of KM on TI. Furthermore, the mediating effect of KM on the relationship between SCI and TI is investigated.

Design/methodology/approach

Study model and hypotheses were developed based on literature review. The study is based on survey data collected from 217 Jordanian manufacturing companies in electrical, electronics, machinery, and mechanical appliances industries. Exploratory factor analysis and confirmatory factor analysis were applied to assess construct validity. Direct and indirect effects were tested using structural equation modeling and bootstrap re-sampling technique.

Findings

The results reveal that supplier integration and customer integration have positive effects on KM and TI, while internal integration has not. Also, KM has a positive effect on TI. In addition, KM mediates supplier integration-TI and customer integration-TI relationships, while does not mediate internal integration-TI relationship.

Originality/value

Most existing studies examined the effect of KM on SCI and supply chain management. This study argues and empirically demonstrates that SCI contributes to KM capability of manufacturing companies. Moreover, this is one of the first studies to investigate the mediating role of KM on SCI-TI relationship. The paper provides evidence that external integration is superior to internal integration in enhancing KM and TI.

Details

Benchmarking: An International Journal, vol. 24 no. 3
Type: Research Article
ISSN: 1463-5771

Keywords

1 – 10 of over 57000