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1 – 10 of over 42000Maree Storer, Paul Hyland, Mario Ferrer, Ricardo Santa and Andrew Griffiths
The purpose of this paper is to examine empirically, an industry development paradox, using embryonic literature in the area of strategic supply chain management, together with…
Abstract
Purpose
The purpose of this paper is to examine empirically, an industry development paradox, using embryonic literature in the area of strategic supply chain management, together with innovation management literature. This study seeks to understand how, forming strategic supply chain relationships, and developing strategic supply chain capability, influences beneficial supply chain outcomes expected from utilizing industry-led innovation, in the form of electronic business solutions using the internet, in the Australian beef industry. Findings should add valuable insights to both academics and practitioners in the fields of supply chain innovation management and strategic supply chain management, and expand knowledge to current literature.
Design/methodology/approach
This is a quantitative study comparing innovative and non-innovative supply chain operatives in the Australian beef industry, through factor analysis and structural equation modeling using PAWS Statistical V18 and AMOS V18 to analyze survey data from 412 respondents from the Australian beef supply chain.
Findings
Key findings are that both innovative and non-innovative supply chain operators attribute supply chain synchronization as only a minor indicator of strategic supply chain capability, contrary to the literature; and they also indicate strategic supply chain capability has a minor influence in achieving beneficial outcomes from utilizing industry-led innovation. These results suggest a lack of coordination between supply chain operatives in the industry. They also suggest a lack of understanding of the benefits of developing a strategic supply chain management competence, particularly in relation to innovation agendas, and provides valuable insights as to why an industry paradox exists in terms of the level of investment in industry-led innovation, vs the level of corresponding benefit achieved.
Research limitations/implications
Results are not generalized due to the single agribusiness industry studied and the single research method employed. However, this provides opportunity for further agribusiness studies in this area and also studies using alternate methods, such as qualitative, in-depth analysis of these factors and their relationships, which may confirm results or produce different results. Further, this study empirically extends existing theoretical contributions and insights into the roles of strategic supply chain management and innovation management in improving supply chain and ultimately industry performance while providing practical insights to supply chain practitioners in this and other similar agribusiness industries.
Practical implications
These findings confirm results from a 2007 research (Ketchen et al., 2007) which suggests supply chain practice and teachings need to take a strategic direction in the twenty-first century. To date, competence in supply chain management has built up from functional and process orientations rather than from a strategic perspective. This study confirms that there is a need for more generalists that can integrate with various disciplines, particularly those who can understand and implement strategic supply chain management.
Social implications
Possible social implications accrue through the development of responsible government policy in terms of industry supply chains. Strategic supply chain management and supply chain innovation management have impacts to the social fabric of nations through the sustainability of their industries, especially agribusiness industries which deal with food safety and security. If supply chains are now the competitive weapon of nations then funding innovation and managing their supply chain competitiveness in global markets requires a strategic approach from everyone, not just the industry participants.
Originality/value
This is original empirical research, seeking to add value to embryonic and important developing literature concerned with adopting a strategic approach to supply chain management. It also seeks to add to existing literature in the area of innovation management, particularly through greater understanding of the implications of nations developing industry-wide, industry-led innovation agendas, and their ramifications to industry supply chains.
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Kim Dorling, John Scott and Eric Deakins
To identify the key determinants of successful vendor managed inventory (VMI) and strategic supply chain relationships in the New Zealand (NZ) food industry.
Abstract
Purpose
To identify the key determinants of successful vendor managed inventory (VMI) and strategic supply chain relationships in the New Zealand (NZ) food industry.
Design/methodology/approach
The research primarily used action research, supported by a literature review, triangulation and case studies from other industries and countries.
Findings
Eight key factors impacting the success of organisation‐level VMI and strategic supply chain relationships were identified. These were integrated into a framework that provides a model for practitioners to follow when establishing VMI and strategic supply chain relationships in the NZ food industry.
Research limitations/implications
This research was conducted using action research in the NZ food industry. As a result, these research findings may need to be modified and further adapted before applying to less concentrated food industries in other countries.
Practical implications
Practical guidelines are provided for practitioners who wish to improve their organisation's supply chain activities through VMI and strategic supply chain relationships.
Originality/value
The key outcome was a working model that identifies the key determinants of successful VMI and strategic supply chain relationships in the NZ food industry, at an organisation‐level. A secondary outcome was the contribution to knowledge from an action research perspective.
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Baofeng Huo, Zhaojun Han and Daniel Prajogo
This paper aims to investigate the antecedents of supply chain information integration (SCII) and their consequences on company performance from the perspective of resource-based…
Abstract
Purpose
This paper aims to investigate the antecedents of supply chain information integration (SCII) and their consequences on company performance from the perspective of resource-based view (RBV).
Design/methodology/approach
Based on empirical survey data collected from 202 Australian manufacturers, this study examines the effects of strategic supply chain relationship (SCR) and supply chain technology (SCT) internalization on external and internal information integration (II) and the effects of external and internal II on operational (operational efficiency and service quality) and financial performance. Structural equation modeling and the maximum-likelihood estimation methods are used to test the proposed relationships.
Findings
The results indicate that both strategic SCR and SCT internalization are positively related to external and internal II. Moreover, strategic SCR has a stronger positive relationship with external II than with internal II, and SCT internalization has a stronger positive relationship with internal II than with external II. Internal II is positively related only to service quality, and external II is positively related only to operational efficiency. Both operational efficiency and service quality are positively related to financial performance.
Originality/value
This study contributes to the SCII literature and provides significant managerial implications for manufacturers to leverage their supply chain resources and capabilities by establishing a resources-capabilities-performance framework for the antecedents and consequences of SCII.
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Kim Dorling, John Scott and Eric Deakins
To identify the key determinants of successful vendor managed inventory (VMI) and strategic supply chain relationships for industries characterised by oligopolistic competition.
Abstract
Purpose
To identify the key determinants of successful vendor managed inventory (VMI) and strategic supply chain relationships for industries characterised by oligopolistic competition.
Design/methodology/approach
The study used action research in the New Zealand (NZ) food industry supported by a literature review, triangulation and case studies from other industries and countries.
Findings
Seven key industry‐level factors impacting the success of VMI and strategic supply chain relationships were identified. These were integrated into a step‐wise framework that provides a path for practitioners to follow when establishing VMI and strategic supply chain relationships in the NZ food industry.
Research limitations/implications
This research was conducted using action research in the NZ food industry; hence, the research findings may need to be modified and further adapted before applying to other, less concentrated, industries.
Practical implications
A step‐wise framework provides a path for practitioners to follow when establishing VMI and strategic supply chain relationships in the NZ food industry. Detailed practical guidelines are provided for practitioners who wish to improve the profitability of their supply chain.
Originality/value
The key outcome was a working model that identifies the key determinants of successful VMI and strategic supply chain relationships in the NZ food industry, at an industry‐level. A secondary outcome was the contribution to knowledge from an action research perspective.
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Mohammed Belal Uddin and Bilkis Akhter
The purpose of this paper is to investigate the institutional and significant competences that have allowed organizations to employ supply chain management (SCM) practices, the…
Abstract
Purpose
The purpose of this paper is to investigate the institutional and significant competences that have allowed organizations to employ supply chain management (SCM) practices, the practices of SCM and the benefits of SCM practices for both buyers and suppers.
Design/methodology/approach
A theoretical model (including hypotheses) has been proposed regarding antecedents, SCM practices and outcomes of SCM. Using purposive sampling method, data were collected from different manufacturing, distributing, wholesaling and retailing organizations. Collected data were analyzed in a principal component analysis and structural equation modeling, including confirmatory factor analysis, and path analysis.
Findings
The empirical results provided supportive evidences in favor of the hypotheses and theoretical arguments except one hypothesis. This study did not a find positive relationship between organizational compatibility and SCM practices. The study found relationships between mutual trust and SCM practices, communication and SCM practices, and cooperation and SCM practices, which were positive and significant. Again, the relationships between SCM practices and competitive advantages, and SCM practices and long-term orientation and growth were also positive and significant.
Practical implications
Practitioners could also use the findings to align SCM with business strategy and gain an insight for better utilization of the available resources and technology to perform better.
Originality/value
This study will provide guidance as to the preconditions that need to be in place in order for a company to implement SCM with its suppliers and customers. It will remind practitioners to stay focused on the ultimate goals of SCM – lower costs, increased customer value and satisfaction, and, ultimately, competitive advantage.
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Trevor Cadden, Donna Marshall and Guangming Cao
The aim of this paper is to expand the knowledge of buyer‐supplier relationships by investigating the extent to which organisational cultural fit between a buyer and supply chain…
Abstract
Purpose
The aim of this paper is to expand the knowledge of buyer‐supplier relationships by investigating the extent to which organisational cultural fit between a buyer and supply chain participants influences performance.
Design/methodology/approach
The study was conducted in a FMCG supply chain. A cultural dimensions questionnaire was used in a focal organisation (the buyer) and it identified best and poorest performing supply chain. The results were analysed using a series of ANOVA's within the respective supply chains. The findings were then triangulated via qualitative methods.
Findings
The findings demonstrate that complementarity rather than congruence between the supply chain partners achieved successful performance outcomes. Organisations in the high‐performing supply chain had significantly different cultural profiles, reporting significant statistical differences across all six cultural dimensions. Organisations in the low‐performing supply chain had almost identical profiles across all six cultural dimensions with significantly lower mean scores across each dimension.
Research limitations/implications
The deconstruction of organisational culture into its constituent dimensions in a supply chain provides insights for academics. Propositions are presented which provide a platform for further studies. Future studies could develop these findings by using a larger sample, over a longer period of time, and adding mediating variables that impact supply chain outcomes.
Practical implications
Managers should pay attention to cultural evaluation within the supplier selection process as well as finance or strategic evaluations. A shared supply chain culture of norm‐based trust and openness may yield better outcomes and reduced conflict and uncertainty throughout the supply chain.
Originality/value
This is one of the first papers to deconstruct and measure organisational cultural fit empirically in a supply chain context.
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Ana Lucia Martins, Henrique Duarte and Daniela Costa
Supply chain relationships have often been analysed from the macro-perspective of the companies involved, but there is less evidence of how relationships relate to the…
Abstract
Purpose
Supply chain relationships have often been analysed from the macro-perspective of the companies involved, but there is less evidence of how relationships relate to the micro-perspective of persons involved. The purpose of this paper is to investigate, in IT outsourcing (ITO), how the buyer–supplier relationship type strengthens buyer performance from the perspective of consultants.
Design/methodology/approach
IT consultants were surveyed, and analysis was performed considering the aggregated values of variables that characterise buyer–supplier relationships adjusted to ITO.
Findings
The results show that strategic relationships are associated with higher supplier investment in relational management than in transactional ones. Similarly, in this type of relationship, higher levels of trust are linked to the recognition of more activities shared between parties involved than in transactional relationships. The improvement of supplier development by buyers was also found to improve buyers’ performance.
Research limitations/implications
The model proposed here was developed for nonspecific industries but tested in the context of ITO. Further research should be undertaken to broaden generalisability.
Originality/value
The paper provides an understanding of the influence of the buyer–supplier relationship type on buyer performance based both on relational management and, more specifically, how the formal dimension of supplier development can also contribute to performance. ITO is increasing worldwide, and relational management affects outsourcing outcomes in broad supply chain integration. This analysis is usually visited from buyer and supplier perspectives using decision makers. This paper assesses it from the perspective of consultants.
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Atul B. Borade and Satish V. Bansod
In the global economy, vendor‐managed inventory (VMI) is gradually becoming an important element of supply chain management strategy of organizations. Recently, Indian industries…
Abstract
Purpose
In the global economy, vendor‐managed inventory (VMI) is gradually becoming an important element of supply chain management strategy of organizations. Recently, Indian industries, both large and small, have started adopting VMI for their supply chains. The purpose of this paper is to investigate apparent differences among large and small industries in terms of objectives, drivers, obstacles and impacts of VMI in Indian context.
Design/methodology/approach
A survey was conducted to examine organizational objectives, strategic drivers, obstacles and affected operations pursuant to VMI adoption. By reviewing the literature, four hypotheses were formed and tested from the responses.
Findings
It is observed that both large and small industries in India have started adopting VMI for improving the business performance. Results clearly indicate that adoption factors are different in large and small industries.
Originality/value
The paper explores current practices with respect to VMI in Indian industries. The analysis would be useful for the developing VMI adoption strategies in Indian context.
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Xiaohong Liu, Cheng Qian and Shenghui Wang
This paper draws on the perspective of social networks to examine when 3PLs initiate low-carbon supply chain integration (LCSCI) in decarbonising supply chains.
Abstract
Purpose
This paper draws on the perspective of social networks to examine when 3PLs initiate low-carbon supply chain integration (LCSCI) in decarbonising supply chains.
Design/methodology/approach
A questionnaire survey was conducted on a sample of 348 Chinese 3PLs. Stepwise regression was adopted to analyse the data.
Findings
It is found that LCSCI has a positive effect on firm performance. From the social network perspective, a larger scope of outsourcing increases 3PLs' embeddedness, which increases their chance of success in initiating LCSCI, especially for 3PLs with higher decarbonisation capabilities. Interestingly, although the pressure from government regulation can also motivate LCSCI, it is less effective for 3PLs with higher decarbonisation capabilities because they can be too embedded in the network to freely adapt to regulations.
Research limitations/implications
This study has investigated 3PL-initiated LCSCI only from the view of 3PLs. A dyadic approach which includes the perception of customers would be desirable.
Practical implications
The results highlight the critical role of 3PLs as supply chain orchestrators in decarbonising supply chains, and the effectiveness of LCSCI as a competitive strategy of 3PLs. Coercive pressures from government regulations are not constraints but resources for 3PLs in initiating LCSCI, especially in markets where the 3PLs have insufficient decarbonisation capabilities.
Originality/value
This study contributes to theories on 3PLs' interorganizational low-carbon initiatives, LCSCI, and the paradox of social networks in supply chains.
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Khaled Hussein and Dong-Wook Song
It is claimed that port supply chain integration (PSCI), thanks to its attributes, holds a potential to trigger a port to strategically sustain performance- and…
Abstract
Purpose
It is claimed that port supply chain integration (PSCI), thanks to its attributes, holds a potential to trigger a port to strategically sustain performance- and competitiveness-measures through strengthening and/or reinforcing an array of port sustainability aspects. This paper aims to empirically investigate the existent influence of PSCI on economic and environmental pillars of port sustainability.
Design/methodology/approach
Based on a resource-based view, this paper hypothesises that PSCI has a certain impact on port “economic” sustainability (PECS) and port “environmental” sustainability (PENS). Measures of PSCI, PECS and PENS are refined and validated using data collected from the maritime logistics industry in Egypt, and structural equation modelling is employed to test the hypothetical relationships.
Findings
The results indicate that a port having adopted an integrative strategy into supply chains could enhance its cost and operational efficiency, financial and investment situation, while offering high-quality services to its customers. Similarly, PSCI is emphatically correlated with water and air pollution management, energy efficiency and green port management practices.
Research limitations/implications
Having identified the acute potential of PSCI for sustainable development in maritime logistics and supply chains, this line of research allows port operators and/or authorities to better understand strategic options with which they are able to improve their sustainability practices. This paper is, however, limited only to two dimensions of sustainability by not exploring the “social” aspect of port sustainability due to data-related issues.
Originality/value
This line of research could be regarded as an extended application from other industrial sectors to the port industry in a way to empirically examine the inclusive relationship of PSCI with economic and environmental parameters. The findings from this research make a due contribution to the field of port sustainability in general and Egyptian ports in particular.
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