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1 – 10 of over 4000
Article
Publication date: 31 January 2022

Mohammed Abu Jahed, Mohammed Quaddus, Nallan C. Suresh, Mohammad Asif Salam and Eijaz Ahmed Khan

This study investigates supply chain management (SCM) practices in a specific fast fashion apparel (FFA) industry. The impacts of SCM practices on competitive advantage…

Abstract

Purpose

This study investigates supply chain management (SCM) practices in a specific fast fashion apparel (FFA) industry. The impacts of SCM practices on competitive advantage (CA) are investigated via mediating roles of supply chain agility (SCA) and partnership quality (PQ). Resource advantage (R-A) theory, in addition to resource-based view (RBV) and dynamic capability theories, is used as theoretical underpinning.

Design/methodology/approach

A mixed-method approach is adopted: a qualitative field study and survey research. Data from 296 apparel manufacturers in Bangladesh are analyzed using the partial least squares structural equation modeling (PLS-SEM) approach, involving reflective and formative, first- and second-order constructs and mediation tests using the Hayes PROCESS macro.

Findings

Both SCM practices and PQ significantly affect SCA. SCM practices are found to directly enhance CA, but, counterintuitively, only marginally. Only through mediations of SCA and PQ do SCM practices enhance CA significantly. This is a departure from past research that has postulated direct effects between SCM practices and CA.

Research limitations/implications

This research is confined to the FFA industry and one national setting, Bangladesh. The data analyzed is also cross-sectional, with customary limitations on the temporal dimension.

Practical implications

SCM practices contribute to CA, but only through the mediation of PQ and SCA. This is an important directive to practitioners. Also, the second-order reflective measures for each construct indicate the specific SCM practices needed to maximize CA.

Originality/value

This study contributes to the literature on SCM practices in FFA industry, specifically the mediating roles of PQ and SCA, resulting in new, more nuanced findings that are important in dynamic business settings, driven by new theoretical perspectives incorporating R-A theory, which has hardly been utilized before in SCM research.

Article
Publication date: 27 August 2020

Saumyaranjan Sahoo

The main purpose of this study is to understand how collective operational practices are adapted or stimulated by a firm's competitive strategy.

Abstract

Purpose

The main purpose of this study is to understand how collective operational practices are adapted or stimulated by a firm's competitive strategy.

Design/methodology/approach

This study employed a data set drawn from 124 plant managers and directors of Indian manufacturing firms. Multiple regression was used to examine the impact of operational practices of lean, total quality management (TQM) and supply chain management (SCM) within competitive clusters of cost leadership, differentiation and focus strategy.

Findings

Results of the study show that the pattern of impact of operational practices on firm's performance varies according to type of the competitive strategy employed. All the three competitive strategy clusters have reported that TQM is the most important trigger for Indian manufacturing firms with relative effect of TQM practices on firm's performance being higher than that of lean and SCM practices.

Research limitations/implications

Cross-sectional data from Indian manufacturing firms were used, and it would be interesting to test the analytical framework of the study for more sectors and countries. Future studies can take a longitudinal research approach to strengthen the findings of the study.

Practical implications

The findings explain how operational practices are aligned with competitive strategies for practitioners so that they can assign limited resources to build diverse operational capabilities based on their strategic choices.

Originality/value

Although very few classical studies are reported in various contexts involving competitive strategy, operational practices and firm's performance, no existing study focuses on how these three domains are linked together in the context of Indian manufacturing sector.

Details

Benchmarking: An International Journal, vol. 28 no. 1
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 15 October 2020

Siriwan Kitchot, Sununta Siengthai and Vatcharapol Sukhotu

This paper aims to investigate the relationships among supply chain management (SCM) implementation, human resource management (HRM) practices and small- and medium-sized…

Abstract

Purpose

This paper aims to investigate the relationships among supply chain management (SCM) implementation, human resource management (HRM) practices and small- and medium-sized enterprises (SMEs) firm performance in Thailand. It further examines whether HRM practices have a mediating effect on such relationship.

Design/methodology/approach

A survey instrument was developed based on the literature review which then was verified by SCM expert opinions. Cross-sectional surveys of sample employees of SMEs in Thailand were undertaken by both direct and mail surveys. Of about 779 questionnaires distributed, 203 usable questionnaires were returned. Structural equation modeling (SEM) was performed to analyze the obtained data.

Findings

The statistical results reveal that SCM indirectly improves firm performance of small- and medium-sized firms through HRM practices. The latter, HRM practices, is found to fully mediate the impact of SCM implementation on SME firm performance. These results suggest that SCM cannot enhance SME firm performance if its implementation is undertaken without effective HRM practices.

Originality/value

This study identified the research gap in SCM areas by recognizing the scarcity of research on SCM in SMEs and by identifying and integrating HRM practices as a significant behavioral support system to SCM implementation in SMEs. Its results reveal that HRM practices fully mediates the impact of SCM on SMEs’ firm performance.

Article
Publication date: 15 August 2019

Sanjay Sharma and Sachin Modgil

The purpose of this paper is to investigate the impact of total quality management (TQM) and supply chain management (SCM) practices on operational performance, and their…

2447

Abstract

Purpose

The purpose of this paper is to investigate the impact of total quality management (TQM) and supply chain management (SCM) practices on operational performance, and their interlinkage between each other.

Design/methodology/approach

Constructs those are critical to pharmaceutical quality and supply chain have been identified with the help of literature and experts from industry. The impact of TQM practices on supply chain practices and on operational performance has been evaluated. Similarly, the impact of supply chain practices on operational performance has been evaluated. Further, alternate models are tested and evaluated through structural equation modeling.

Findings

It was observed during testing of alternate models that TQM practices have a direct impact on operational performance. However, TQM practices also directly impact supply chain components, which, in turn, influence overall operational performance. In comparison of alternate models, the model in which TQM practices affect supply chain practices and supply chain practices further affect the operational performance is found most appropriate.

Practical implications

This study provides some useful implications from industry point of view. TQM practices are critical to pharmaceutical industry. TQM practices are the core of attaining a smooth supply chain, which will have greater impact to achieve operational performance. Strategic supplier partnership, procurement management, information sharing, and quality and inventory management practices are driven by TQM practices. This tri-linkage helps to achieve the desired operational performance.

Originality/value

There are very limited studies that have considered both the areas together to achieve better operational performance. In pharmaceutical industry, both TQM and SCM are the critical areas for any organization to drive its growth.

Details

Business Process Management Journal, vol. 26 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 27 April 2012

Roberto Chavez, Brian Fynes, Cristina Gimenez and Frank Wiengarten

The purpose of this research is to examine the effect of industry clockspeed on the relationship between supply chain management (SCM) practices, from both upstream and…

1922

Abstract

Purpose

The purpose of this research is to examine the effect of industry clockspeed on the relationship between supply chain management (SCM) practices, from both upstream and downstream sides of the supply chain, and SCM performance.

Design/methodology/approach

The study is based on a questionnaire sent to manufacturing companies in the Republic of Ireland. The relationships between the constructs are analysed through regression analysis.

Findings

The results suggest that the relationship between SCM practices and SCM performance is not monotonic across varying levels of industry clockspeed. Although mixed support was found for the hypothesized relationships, this research contributes considerably to the theoretical development of the contingency view in the SCM literature.

Practical implications

Managers should be aware that the rate of change in their industries can affect the way SCM practices across the supply chain impact on SCM performance.

Originality/value

The literature review has shown that empirical studies which address the relationship between SCM practices and SCM performance provide mixed results. One possible explanation lies in the contingency theory. This paper contributes to the theoretical development of the contingency view in the SCM literature by showing that industry clockspeed affects the way SCM practices impact on SCM performance.

Article
Publication date: 5 August 2014

Chin-Chun Hsu, Keah Choon Tan and Tritos Laosirihongthong

The purpose of this paper is to examine how corporate entrepreneurship, social capital and resources contribute to the implementation of supply chain management (SCM

1367

Abstract

Purpose

The purpose of this paper is to examine how corporate entrepreneurship, social capital and resources contribute to the implementation of supply chain management (SCM) practices in Association for Southeast Asian Nations (ASEAN) automotive industry.

Design/methodology/approach

A conceptual framework of antecedents of SCM practices and several research hypotheses were proposed. Hypotheses were tested with data from original equipment manufacturers suppliers in the ASEAN automotive manufacturing industry. Confirmatory factor analysis and multiple linear regressions were used to test the hypotheses.

Findings

The analysis of survey data suggests that corporate entrepreneurship theory and social capital theory play a key role in motivating and preceding SCM practices. However, traditional resource-based explanations of SCM decisions by western manufacturing firms do not always apply to ASEAN automotive suppliers.

Research limitations/implications

This paper may have excluded some crucial constructs that affect SCM practices. This study also suffers from the common limitations of empirical research, including the reliance on a single respondent. Prior studies suggest that firms with better resources are likely to create more effective SCM operations. This study contributes to the literature by adding behavioral explanations to the research stream. That is, drawing on corporate entrepreneurship and social capital theories, the authors’ link firm behavioral factors to their resources and thus help explains SCM practices.

Practical implications

This study provides some notable managerial implications. The study shows that to implement successful SCM practices, emerging ASEAN automotive suppliers should exploit both the internal and external antecedents of SCM. Internal antecedent in the form of corporate entrepreneurship that measures a firm's innovativeness and proactiveness, and external antecedent in the form of social capital that measures a firm's relationships with its supply chain members are important factors that affect SCM practices. Also, these factors are important in counteracting the adverse forces of the environmental uncertainty to improve performance.

Originality/value

These findings extend prior research by establishing the importance of the relationships between SCM practices and its antecedents. Also, this is one of the few studies that specifically examined the ASEAN automotive industry.

Details

The International Journal of Logistics Management, vol. 25 no. 2
Type: Research Article
ISSN: 0957-4093

Keywords

Article
Publication date: 6 February 2017

Huy Quang Truong, Maria Sameiro, Ana Cristina Fernandes, Paulo Sampaio, Binh An Thi Duong, Hiep Hoang Duong and Estela Vilhenac

The purpose of this paper is to provide an empirical evidence about the relationship between practices of supply chain management (SCM) and operational performance (OP).

3233

Abstract

Purpose

The purpose of this paper is to provide an empirical evidence about the relationship between practices of supply chain management (SCM) and operational performance (OP).

Design/methodology/approach

Based on a comprehensive literature review, a set of SCM practices has been identified and selected to develop a conceptual model as well as to establish their relationship to companies’ OP. The measurement scales of the practices were developed in four steps: identification and development of initial instrument; personal interviews and Q-sort; large-scale data collection; and large-scale analysis in order to ensure unidimensionality, reliability and validity. Structural equation modeling was used to validate the model with the data were collected in Vietnamese garment enterprises.

Findings

The study consolidated relationships between the SCM practices and OP. According to the research results, these practices have a “resonant” influence on OP that can explain 52.6 percent variance of this output concept. In particular, customer focus and supplier management both direct and indirect impact on OP while top management support and process control/improvement only have indirect and direct influences on OP, respectively.

Research limitations/implications

There are some limitations that can guide academics to new lines of future research: to extend the scope of the survey to include different countries and new situations, so results can be generalized; to consider the impacts of the SCM practices on the entire supply chain performance; and to explore additional factors that can further explain OP, such as operational environment, capital, technology, human resource, etc.

Practical implications

The authors suggest that the SCM practices should be implemented as an integrated system rather than independent practices, in which they interact with each other and improve OP.

Originality/value

The empirical results of this study provide an evidence to consider the SCM practices as reliable predictors for OP. According to the research, these practices interact with each other and have both direct and indirect effects on OP. In other words, through the mutual interaction among the SCM practices, they have the “resonant” influence on improving OP. Moreover, the proposed research model analyzing the relationship among SCM practices and OP and its validation using the Vietnam garment industry provided valuable insights both from theoretical and practical perspectives.

Details

International Journal of Quality & Reliability Management, vol. 34 no. 2
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 29 January 2007

S.C. Lenny Koh, Mehmet Demirbag, Erkan Bayraktar, Ekrem Tatoglu and Selim Zaim

The purpose of this study is to determine the underlying dimensions of supply chain management (SCM) practices and to empirically test a framework identifying the…

17037

Abstract

Purpose

The purpose of this study is to determine the underlying dimensions of supply chain management (SCM) practices and to empirically test a framework identifying the relationships among SCM practices, operational performance and SCM‐related organizational performance with special emphasis on small and medium size enterprises (SMEs) in Turkey.

Design/methodology/approach

Data for the study were collected from a sample of 203 manufacturing SMEs operating in the manufacture of fabricated metal products and general purpose machinery (NACE codes 28 and 29) within the city of Istanbul in Turkey. The research framework was tested using partial least squares method, which is a variance‐based structural equation modeling approach.

Findings

Based on exploratory factor analysis (EFA), SCM practices were grouped in two factors: outsourcing and multi‐suppliers (OMS), and strategic collaboration and lean practices (SCLP). The results indicate that both factors of SCLP and OMS have direct positive and significant impact on operational performance. In contrast, both SCLP and OMS do not have a significant and direct impact on SCM‐related organizational performance. Also, as the direct relationship between the two performance‐constructs was found significant, both factors of SCM practices have an indirect and significant positive effect on ORG through OPER.

Research limitations/implications

Perhaps, the most serious limitation of this study was its narrow focus on Turkish manufacturing SMEs, thus precluding the generalization of findings to other emerging countries as well as other sectors such as service and government sectors that may benefit from a sound SCM strategy.

Practical implications

By developing and validating a multi‐dimensional construct of SCM practices and by exhibiting its value in improving operational performance of SMEs, it provides SCM managers with useful tool for evaluating the efficiency of their current SCM practices. Second, the analysis of the relationship between SCM practices and operational performance indicates that SCM practices might directly influence operational performance of SMEs.

Originality/value

This paper adds to the body of knowledge by providing new data and empirical insights into the relationship between SCM practices and performance of SMEs operating in Turkey.

Details

Industrial Management & Data Systems, vol. 107 no. 1
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 15 March 2011

Faisal Talib, Zillur Rahman and M.N. Qureshi

The purpose of this paper is to present a set of total quality management (TQM) and supply chain management (SCM) practices through an extensive literature review and to…

11290

Abstract

Purpose

The purpose of this paper is to present a set of total quality management (TQM) and supply chain management (SCM) practices through an extensive literature review and to identify the relationships among them by comparing the identified TQM and SCM practices.

Design/methodology/approach

An extensive overview of the practices of TQM and SCM is carried out using published research papers and some major TQM and SCM practices were extracted. These identified practices are then compared to explore the relationship between them for better understanding and application.

Findings

The results reveal six major TQM and SCM practices from as many as 50 TQM practices and 40 SCM practices. The paper further compares these practices and found that management support and commitment, customer focus, and supplier partnership are the most common practices found in both TQM and SCM literature, and have the strongest impact in the integration of TQM and SCM across organizations.

Research limitations/implications

This paper focuses only on the literature review of previously published studies, further empirical study can be undertaken using these six identified practices which may allow the validation and generalization of results.

Practical implications

The result of this paper will help in providing greater understanding of identified TQM and SCM practices that will lead to successful implementation of TQM and SCM strategies to improve customer service levels and, hence, business performance.

Originality/value

Much of the literature on TQM practices and SCM practices are available, but as far as the authors know there is no study undertaken to integrate TQM and SCM practices. This is the first kind of study that compares TQM and SCM practices taken together and can be thus, treated as filling a gap in the extant literature.

Details

International Journal of Productivity and Performance Management, vol. 60 no. 3
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 5 August 2019

Binh An Thi Duong, Huy Quang Truong, Maria Sameiro, Paulo Sampaio, Ana Cristina Fernandes, Estela Vilhena, Loan Thi Cam Bui and Hiroshi Yadohisa

A single supply chain management (SCM) practice will have a certain impact on organizational performance (OP). However, since it is placed in a system that many other…

Abstract

Purpose

A single supply chain management (SCM) practice will have a certain impact on organizational performance (OP). However, since it is placed in a system that many other practices are conducted simultaneously, the practice itself will interact with other ones (i.e. affect/be affected). As a consequence, the efficiency of the affected practice is increased and it is expected to maximize the impact of SCM practices on OP. This mechanism is named the “resonant” influence that is a new approach in the SCM literature. The purpose of this paper is to test the above mechanism toward an insight into the relationship between SCM and OP.

Design/methodology/approach

Two models were compared: the competitive models only exist in direct effects; and the other contains relationships between practices that are able to show the mechanism of the resonant influence, i.e. the hypothetical model. A data set gained from Vietnamese garment enterprises was used to validate the mechanism of the resonant influence.

Findings

Empirical evidence from Vietnamese garment sector showed that the competitive models could explain 42.8, 26.3 and 34 percent variance of operational performance, customer satisfaction and financial performance, respectively. In the meantime, the hypothetical model containing the resonant influence is capable to explain 69.5, 33.1 and 57.3 percent. For the impact of each SCM practice on OP, all relationships in the hypothetical model are also greater than those in competitive ones. These results supported the mechanism of the resonant influence.

Research limitations/implications

This research provides an insight into the relationship between SCM practices and OP. By the resonant influence, the effectiveness of each affected SCM practice itself is magnified and OP is also increased remarkably.

Practical implications

Understanding the resonant influence, companies can apply this mechanism to enhance effectiveness of SCM practices at the lowest cost. To this end, the SCM practices should be implemented simultaneously as an integrated system rather than independent ones and the structural model proposed in this study is able to be used as “a guide map” for applying this mechanism.

Originality/value

This is one of pioneer empirical studies in the SCM literature that proposed and validated the concept of “resonant influence.”

Details

International Journal of Quality & Reliability Management, vol. 36 no. 7
Type: Research Article
ISSN: 0265-671X

Keywords

1 – 10 of over 4000