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The purpose of this paper is to analyse the relationships between the different dimensions of supply chain integration (SCI). First, the sequence in which these dimensions should be implemented and some possible mediating effects are investigated. Then, relationships are examined more closely to observe whether they present more complex non-linear forms than those usually analysed.

Required information was gathered from a sample of 477 Spanish industrial companies (23.4 per cent response rate). PLS structural equation modelling was applied to capture non-linear relationships between SCI dimensions.

The results indicate that internal integration leads to external integration and that within external integration, information flow integration provides the basis for financial flow integration and physical flow integration. Thus, the results suggest the existence of a logical sequence to achieve SCI. In addition, clearly different non-linear relationships are observed between the analysed variables.

It seems that a sufficient minimum value has to be reached for internal integration to have a positive effect on external information and financial integration. In addition, a higher degree of information integration appears to facilitate financial and physical integration, although a medium degree of information integration results in a lower degree of financial integration. Therefore, managers should not expect that efforts made to increase one integration dimension will always produce the same effect on the other dimensions.

An empirical contribution is made to knowledge of the logical SCI sequence. This contribution is not only important for academia, but also for managers seeking to improve supply chain performance through integration.

This paper analyses the way that the industry's competitive environment and the company's strategy influence the implementation of the supply chain's (SC’s) triple-A capabilities (agility, adaptability and alignment). Two competitive environment variables are analysed: competitive intensity of the industry and complexity of the SC. Two opposing competitive strategies are also considered: cost and differentiation.

The hypotheses have been tested using data gathered via a questionnaire given to 277 Spanish manufacturing companies, and structural equation modelling has been used for the analysis.

The results show that competitive intensity is the most influential factor followed by business strategy. SC complexity does not seem to affect agility. Moreover, although the competitive environment variables affect the business strategy, the latter has no mediating effects between the competitive environment and SC agility, adaptability and alignment capabilities.

This study presents new insights into the environmental and strategic drivers linked to the implementation of SC agility, adaptability and alignment capabilities and offers guidelines to managers involved in SC management.

本文分析產業的競爭環境和公司的策略如何影響供應鏈三A能力 (靈活性、適應能力和調整能力) 的實現。兩個競爭環境變數被分析, 就是產業的競爭強度和供應鏈的複雜性。同時, 兩個對立的競爭策略也被探討,就是價格和差異化。

各個假設均以數據測試; 數據取自277間西班牙製造商囘應之問卷, 分析則以結構方程模型進行。

研究結果顯示、競爭強度是最重要的影響因素, 其次是經營策略。供應鏈的複雜性似乎對靈活性沒有影響; 而且, 雖然競爭環境變數影響著經營策略, 但經營策略在競爭環境與供應鏈靈活性、適應能力和調整能力之間沒有起仲介效果。

本研究就環境和策略如何驅動供應鏈靈活性、適應能力和調整能力方面提供了新的啓示, 亦為負責供應鏈管理的主管提供了指引。

The purpose of this paper is to investigate the contribution to improving the efficiency of the focal firm made by lean management at the internal and supply chain levels.

An empirical study was conducted of 285 Spanish focal companies from industrial sectors that occupy an intermediate position in the supply chain. The data gathering method consisted of a telephone survey using computer-assisted telephone interviewing. A structural equation was used to test the hypotheses.

The results indicate that there is an improvement in efficiency of the focal firm when lean management extends throughout the supply chain, in line with the resource-based theory and integrated supply chain management. In addition, lean management at the internal level is observed to impact positively on the focal firm's efficiency only when it contributes to enhancing the implementation of lean supply chain management.

To achieve the best operational performance derived from lean management, managers should pay attention to the transfer to their supply chain members of knowledge, competencies and cultural change linked to the level of internal lean implementation of the focal firm. Moreover, this paper provides a way to assess the operational aspects of lean supply chain strategy implementation and lean supply chain planning.

This study uses a holistic focus on lean supply chain management, to which it applies a validated instrument. It underlines that lean on the internal level should be complemented with lean on the supply chain level to provide a better understanding of the drivers of the efficiency of the focal firm.

When acquiring advanced manufacturing technologies (AMT), the greatest caution should be taken regarding the performance measurement system to be used: the decision regarding new investments should not be conditioned by the excessive use of financial indicators to the detriment of the strategic objectives that motivated the investments. It is intended to analyze the aeronautical sector, for which the purchase of AMT is qualifying criteria, with two intentions: first, to identify the performance measurement systems that are used, and second, to test their correspondence with the objectives that motivated the investments.

A survey of the 20 plants in the population was conducted via a postal questionnaire plus a structured interview. The unit of analysis has been maintained through the triangulation of data sources.

The findings suggest that both financial and non‐financial indicators are used, with the latter gaining predominance over the former on some occasions, even though there is no clear correspondence between strategy and the measurement of performance. In the light of the findings, the question of what inspires a company's performance measurement system is still open, especially in those cases where there is no explicit strategy. With regard to practical implications, what seems to be indispensable is an improvement in the determination of the critical variables that should be used to measure performance.

Being valuable for academics and practitioners, this contribution relies, rather, on the possibility of a logical extrapolation to circumstances where the findings might apply, and researchers can judge whether the particular findings would be valid.

Provides new evidence on the adaptation of the make‐up and combination of the type of performance measures currently used by plants in the aeronautical industry, one of the sectors in which technological innovation is of the utmost importance.

The purpose of this paper is to present an analysis of research on lean production (LP) since the concept was developed at the end of the 1980s with the aim of developing a model that permits an extended and comprehensive understanding of LP.

A literature survey of peer reviewed journal articles and paradigmatic books with managerial impact is employed as the research methodology.

The findings derived from the evaluation of the publications analysed have led to the creation of an extended model of LP. Specifically, two new groups of factors to be taken into account in order to achieve a comprehensive understanding of LP are presented. Apart from internal aspects at the shop floor level and value chain elements, the model provided includes work organisation and the impact that the geographical context has on LP. In addition, the critical assessment of publications has allowed a number of specific aspects to be identified for which there is no empirical evidence.

This paper puts forward a new classification of literature identifying key aspects that should be included for LP development and management. It might represent new opportunities for rigorous and relevant research that would contribute to more transparent knowledge of LP being gained.

The purpose of this paper is to empirically examine the impact of the level of cooperation in the supply chain on lean production (LP) adoption. The effect of the level of cooperation with both suppliers and customers with regards to the intensity of LP adoption is examined, as is the joint effect of cooperation and information integration with customers.

Analysis is carried out on a sample of 84 manufacturing plants that are first tier suppliers to original equipment manufacturers in the Spanish automotive industry. Data were gathered from plant CEOs via a combination of regular mail, e‐mail and internet‐based survey methods. Data are analyzed using exploratory factor analysis and hierarchical regression.

The results show that while greater levels of cooperation with suppliers do not impact on the intensity of LP adoption, greater levels of cooperation with customers do have a significant effect. Also, the greater the cooperation with customers and the more information integrated with them, the higher the intensity of LP adoption.

The findings stress the importance of having a holistic vision of the supply chain to explain the degree of LP adoption. Further developments include simultaneously studying the role of both information and physical flows along the supply chain in LP adoption, and analyzing the time lag that occurs between a company increasing cooperation with suppliers and customers, and progress being made in the intensity of LP adoption.

Practitioners must be mindful that a greater level of cooperation with customers creates a favourable environment for increasing the intensity of adoption of LP.

This paper contributes to research on the explanatory factors of LP adoption by adding new factors to explain it, including the level of cooperation between supply chain agents and the interaction of information integration and cooperation with customers.