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Article

Stuart Orr and Akshay Jadhav

This paper aims to introduce a supply chain strategy for supply chain sustainability performance and explain why it is different to normal business/operations strategy.

Abstract

Purpose

This paper aims to introduce a supply chain strategy for supply chain sustainability performance and explain why it is different to normal business/operations strategy.

Design/methodology/approach

A survey of supply chain managers and detailed case studies of three successful supply chain sustainability organisations identified four components of a supply chain sustainability strategy, the mechanisms behind them and how they interacted.

Findings

Sustainability leadership, supply chain member involvement in organisational sustainability initiatives, supply chain member involvement in supply chain sustainability strategy planning and technical competency were identified as the four components of a sustainable supply chain strategy. Sustainability leadership legitimises the objectives and involvement of the staff in supply chain-oriented sustainability initiatives and planning. Technical competency provides the capability and language necessary for the development of a supply chain sustainability strategy. This is different to business/operations strategy, however, parallels to other forms of strategy constructs support its ability to achieve performance improvement.

Research limitations/implications

The research is based on data from developed countries; the findings may be different for emerging economies. Potential hypotheses for future research are suggested.

Practical implications

The supply chain sustainability strategy will enable organisations to improve the sustainability of their supply chains. Its application is described in the paper.

Originality/value

The paper develops a strategy framework different to the approach taken in business/operational strategy. It indicates how the sustainability performance of supply chains external to the organisation is increased through their interconnectedness with the organisation.

Details

Journal of Business Strategy, vol. 39 no. 6
Type: Research Article
ISSN: 0275-6668

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Article

Nasiru Zubairu, John Dinwoodie, Kannan Govindan, Lise Hunter and Saeyeon Roh

The purpose of this study is to identify and evaluate supply chain strategies (SCSs) that drive financial performance to guide practitioners, especially in liquefied…

Abstract

Purpose

The purpose of this study is to identify and evaluate supply chain strategies (SCSs) that drive financial performance to guide practitioners, especially in liquefied natural gas (LNG) networks, to review and adopt SCSs that drive competitiveness and value creation for investors.

Design/methodology/approach

Analytical hierarchy process (AHP) was deployed to prioritise SCSs according to their relative impact on financial performance in LNG networks. Interviews with experts were analysed using template analysis to establish latent drivers of financial performance specific to LNG networks.

Findings

Results support the significant role of SCSs in improving financial performance. Although findings prioritised collaborative strategy as the most important driver of financial performance in LNG networks, to fully optimise financial outcomes, all the SCSs should be implemented across LNG networks as no single strategy in isolation is a standalone driver of financial performance.

Practical implications

The AHP model provides a novel ranking for SCSs and measures to guide decision-makers. LNG practitioners may exploit the results to make informed decisions.

Originality/value

The study extends previous literature by proposing a framework and a new LNG empirical model that facilitates understanding of how SCSs contribute positively to financial performance and support practitioners in making strategic supply chain decisions.

Details

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

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Article

Ajay Jha, R.R.K. Sharma, Vimal Kumar and Pratima Verma

A well-designed supply chain performance measurement system, should account for not only the capabilities and performance attributes of the focal firm but also its supply

Abstract

Purpose

A well-designed supply chain performance measurement system, should account for not only the capabilities and performance attributes of the focal firm but also its supply chain partners. The purpose of this paper is to help design a system that strikes a balance between the strategic objectives of the focal firm and its supply partners vis-à-vis the requirements of supply chain performance (cost, quality, speed and customer taste).

Design/methodology/approach

A theoretical framework on the strategic supply chain performance measurement system is developed based on existing literature and subsequently tested using a survey on 136 successful manufacturing organizations in India. The organizations were clustered into three strategy types and compared using analysis of variance on ranks to look for differences in preference for performance parameters.

Findings

The study examined the five dimensions of the supply chain practices, namely, strategic supply/distribution network, customer relationship, internal operations, information sharing and social and environmental responsiveness. The empirical results demonstrate the inclusion of business strategy orientation in designing today’s supply chain and hence its performance measurement system. Not supported hypotheses were addressed in the light of contextual factors.

Research limitations/implications

The study is confined to finding preferences of non-financial aspects of supply chain performance and tier-1 suppliers. The research helps better design and benchmark supply chain performance metrics, based on the strategic choice of the firm.

Originality/value

This paper highlights the shortcomings in the existing performance measurement and gaps in the existing literature in the supply chain context. Further, it gives a holistic view of strategic supply chain performance measurement design.

Details

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

Keywords

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Article

Juneho Um and Neungho Han

This study aims to theoretically hypothesise and empirically explore the relationships amongst global supply chain risks, supply chain resilience and mitigating strategies.

Abstract

Purpose

This study aims to theoretically hypothesise and empirically explore the relationships amongst global supply chain risks, supply chain resilience and mitigating strategies.

Design/methodology/approach

The study adopts supply chain resilience as a dynamic capability and resilience capability as a mediating prerequisite in addressing supply chain risk in sourcing, manufacturing and delivery. The moderating role of diverse mitigating strategies is tested to enhance supply chain resilience. Data collected via survey was used for structural equation modelling and additional tests to explore appropriate mitigating strategies for differing risk environments.

Findings

Achieving better supply chain resilience capability plays an important mediating role between supply chain risks and resilience, while the relationships depend on the performance of seven mitigating strategies.

Research limitations/implications

The findings contribute to the theoretical development of risk management issues in global supply chains by suggesting the role of supply chain resilience capability.

Practical implications

The findings offer managerial guidance on how to mitigate the global supply chain risk through the appropriate practice of strategies to strengthen supply chain resilience in an uncertain environment.

Originality/value

This is the first empirical research examining the impact of mitigating strategies on supply chain resilience. The results provide practical implications for managing uncertain events and offering theoretical insight for future research in supply chain resilience.

Details

Supply Chain Management: An International Journal, vol. 26 no. 2
Type: Research Article
ISSN: 1359-8546

Keywords

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Article

Barbara Gaudenzi, George A. Zsidisin and Roberta Pellegrino

Firms can choose from an array of approaches for reducing the detrimental financial effects caused by unfavorable fluctuations in commodity prices. The purpose of this…

Abstract

Purpose

Firms can choose from an array of approaches for reducing the detrimental financial effects caused by unfavorable fluctuations in commodity prices. The purpose of this paper is to provide guidance for effectively estimating the financial effects of mitigating commodity price risk volatility (CPV) in supply chain management decisions.

Design/methodology/approach

This paper adopts two prominent and complementary methodologies, namely, total cost of ownership (TCO and real options valuation (ROV), to illustrate how commodity price risk mitigation strategies can be analyzed with respect to their effect on costs and performance. The paper provides insights through a case study to demonstrate the application of these methods together and establish the benefits and challenges associated with their implementation.

Findings

The paper illustrates advantages and disadvantages of TCO and ROV and how these approaches can be adopted together to contribute to effective purchasing decisions. Supply chain flexibility is a key capability but requires investments. Holistically measuring the financial effects of flexibility investments is imperative for gaining executive management support in mitigating commodity price volatility.

Research limitations/implications

This study can provide supply chain professionals with useful guidance for measuring the costs and benefits related to developing strategies for mitigating commodity price volatility. TCO provides a focus on the costs associated with the commodity purchasing process, and ROV enables the aggregation of all the costs and benefits associated with the use of the strategy and synthesizes them into the net value estimate.

Originality/value

The paper provides a comparison of different but complementary approaches, specifically TCO and ROV, for analyzing the effectiveness of CPV risk mitigation decisions. In addition, these two methods allow supply chain professionals to evaluate and control the financial effects of CPV risk, particularly the impact of mitigation on firm’s cash flows.

Details

Supply Chain Management: An International Journal, vol. 26 no. 1
Type: Research Article
ISSN: 1359-8546

Keywords

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Article

Waqar Ahmed and Muhammad Zaki Rashdi

Lean and agile strategies are two basic supply chain paradigms that strategist decouples based on their internal and external environment. This study aims to identify the…

Abstract

Purpose

Lean and agile strategies are two basic supply chain paradigms that strategist decouples based on their internal and external environment. This study aims to identify the influence of market orientation (MO) and quality management (QM) deployment on the supply chain strategies. Furthermore, this study also seeks empirical evidence of the impact of these core strategies on creating risk management capabilities.

Design/methodology/approach

Quantitative research technique is deployed to explain the phenomenon. The data was gathered through a structured scale questionnaire from supply chain professionals working at different manufacturing firms. Valid data of 134 respondents is then analyzed through partial least squares structural equation modeling for further empirical understanding.

Findings

The outcome of the research indicates that MO capability; as an external drive is a key to make an operational strategy. QM as an internal control is more prone to formulating a lean strategy (LS). Another important finding is that LS does not complement risk management capabilities especially in an uncertain market condition.

Practical implications

The study suggested concrete implications for risk management through the right mix of lean and agile supply chain strategies. There are some good insights for the supply chain policy-makers working in a developing country.

Originality/value

This study will provide empirical evidence for managing supply chain risk through an effective strategy making.

Details

Competitiveness Review: An International Business Journal , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1059-5422

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Article

Shan Chen, Fuli Zhou, Jiafu Su, Longxiao Li, Biyu Yang and Yandong He

The paper investigates firms' optimal pricing policies and green strategies in a dynamic green supply chain with consideration of different retail service strategies. The…

Abstract

Purpose

The paper investigates firms' optimal pricing policies and green strategies in a dynamic green supply chain with consideration of different retail service strategies. The purpose of the paper is to address the following research questions: (1) What are the optimal pricing policies and green strategies of the dynamic decentralized supply chain with the competitive or supportive retail service? (2) How does the dynamic consumer's perception of green product affect these equilibrium solutions?

Design/methodology/approach

The paper establishes the dynamic game models and then derives a firm's instantaneous and steady-state feedback equilibrium solutions in three scenarios as follows: (1) the integrated supply chain; (2) the decentralized supply chain with competitive retail service and (3) the decentralized supply chain with supportive retail service. Finally, we conduct numerical analyses to compare the firm's instantaneous and steady-state equilibrium solutions and profit in the three scenarios.

Findings

The theoretical and numerical analysis results suggest that the supportive retail service is less inefficient than the competitive retail service in the decentralized supply chain and that the types of retail service have no influence on the green strategy. Moreover, a firm's myopia leads to lowering the greenness degree, retail service level and severe price competition, resulting in economic losses. Consumers’ initial perception of greenness degree determines whether the retailer should adopt the skimming pricing strategy or penetration pricing strategy. Furthermore, only when consumers’ perception of greenness degree is higher than a threshold, will the manufacturer produce green product with positive greenness degree.

Originality/value

This is one of few studies on the effect of different types of retail service on horizontal competition in green supply chain. The extension of the static study by adopting differential game approaches provides researchers with a deeper understanding of the application of retail service in green supply chain.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 33 no. 1
Type: Research Article
ISSN: 1355-5855

Keywords

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Article

Samuel Roscoe, Heather Skipworth, Emel Aktas and Farooq Habib

This paper examines how firms of different sizes formulate and implement strategies to achieve fit with an external environment disrupted by a geopolitical event. The…

Abstract

Purpose

This paper examines how firms of different sizes formulate and implement strategies to achieve fit with an external environment disrupted by a geopolitical event. The context of the study is the pharmaceutical industry and how it managed the supply chain uncertainty created by the United Kingdom's decision to leave the European Union, or Brexit.

Design/methodology/approach

Data were collected longitudinally from the pro-Brexit vote on 23 June 2016, until the UK’s departure from the EU on 31 January 2020. Twenty-seven interviews were conducted in the pharmaceutical sector, including nineteen interviews with senior managers at eight case companies and eight interviews with experts working for trade associations and standards institutes. The interview findings were triangulated with Brexit policy and strategy documentation.

Findings

When formulating strategy, multi-national enterprises (MNEs) used worst case assumptions, while large firms, and small and medium sized enterprises (SMEs) gathered knowledge as part of a “wait-and-see” strategy, allowing them to reduce perceptions of heightened supply chain uncertainty. Firms then implemented reactive and/or proactive strategies to mitigate supply chain risks.

Originality/value

The study elaborates on strategic contingency theory by identifying two important conditions for achieving strategic fit: first, companies deploy intangible resources, such as management time, to gather information and reduce perceptions of heightened supply chain uncertainty. Second, companies deploy tangible resources (supply chain redundancies, new supply chain assets) to lessen the negative outcomes of supply chain risks. Managers are provided with an empirical framework for mitigating supply chain uncertainty and risk originating from geopolitical disruptions.

Details

International Journal of Operations & Production Management, vol. 40 no. 9
Type: Research Article
ISSN: 0144-3577

Keywords

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Article

Yassine Benrqya, Mohamed Zied Babai, Dominique Estampe and Bruno Vallespir

The objective of this paper is to investigate the impact of products' characteristics on the performance of three distribution strategies: traditional warehousing (TW)…

Abstract

Purpose

The objective of this paper is to investigate the impact of products' characteristics on the performance of three distribution strategies: traditional warehousing (TW), cross-docking pick by line (XDPL) and cross-docking pick by store (XDPS).

Design/methodology/approach

Based on a case study of an FMCG “Fast Moving Consumer Goods” company and a major French retailer, we empirically analyse the impact of the products' characteristics on the performance of the three distribution strategies. We consider a three-echelon supply chain composed of one supplier DC, one retailer DC and multiple retailer stores. The inventory at each echelon is controlled according to an order-up-to (OUT) level policy. The demand is forecasted by means of a single exponential smoothing method. A sensitivity analysis is also conducted to analyse the impact of the supply chain parameters on the comparative performance of the strategies when the parameters' values deviate from the empirical base case.

Findings

The empirical investigation shows that the use of XDPL results leads to an increase in the supply chain total cost, whereas XDPS reduces the cost. Moreover, we show that for a service-level target, cross-docking strategies should be selected for products with low variability, high shelf space, low value and short lead-time. For an inventory reduction target, these strategies should be selected for products with high demand volume. We also propose a managerial framework for choosing the right strategy for each product.

Originality/value

This paper fills a gap in the literature by presenting empirical results based on a real business case of a multi-echelon supply chain. Both cost and service are used to evaluate the performance of the strategies.

Research limitations/implications

Our work has the limitation to ignore the transportation cost implications when selecting the right distribution strategy. Hence, including such cost in the analysis would constitute an interesting extension of this work. Moreover, our empirical analysis represents a practical rich context that makes the scope for transferability of findings learned from this article substantial. However, for the generalisability of the findings, larger datasets in the retail supply chain would be interesting to consider

Details

International Journal of Physical Distribution & Logistics Management, vol. 50 no. 2
Type: Research Article
ISSN: 0960-0035

Keywords

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Article

Dimitra Kalaitzi, Aristides Matopoulos, Michael Bourlakis and Wendy Tate

The purpose of this paper is to investigate the implications of supply chain strategies that manufacturing companies can use to minimise or overcome natural resource…

Abstract

Purpose

The purpose of this paper is to investigate the implications of supply chain strategies that manufacturing companies can use to minimise or overcome natural resource scarcity, and ultimately improve resource efficiency and achieve competitive advantage. The relationship between resource efficiency and competitive advantage is also explored.

Design/methodology/approach

The proposed research model draws on resource dependence theory. Data were collected from 183 logistics, purchasing, sustainability and supply chain managers from various manufacturing companies and analysed by applying the partial least squares structural equation modelling technique.

Findings

The results indicate that both buffering and bridging strategies improve resource efficiency; however, only bridging strategies seem to lead to firm’s competitive advantage in terms of ownership and accessibility to resources. The relationship between resource efficiency and competitive advantage is not supported.

Research limitations/implications

Future research could confirm the robustness of these findings by using a larger sample size and taking into account other supply chain members.

Practical implications

This research provides guidance to managers faced with the growing risk of resource scarcity to achieve a resource efficient supply chain and an advantage over competitors.

Originality/value

Studies have explored the appropriate strategies for minimising dependencies caused by the scarcity of natural resources in the field of supply chain management; however, there is limited empirical work on investigating the impact of these strategies on resource efficiency and competitive advantage.

Details

International Journal of Operations & Production Management, vol. 39 no. 12
Type: Research Article
ISSN: 0144-3577

Keywords

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