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Article
Publication date: 6 November 2018

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.

2334

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

Keywords

Article
Publication date: 15 March 2022

Seyedehfatemeh Golrizgashti, Qingyun Zhu and Joseph Sarkis

Market uncertainties require organizations to consistently revisit their product portfolio. Theoretically the link between corporate strategy, supply chain and operations…

Abstract

Purpose

Market uncertainties require organizations to consistently revisit their product portfolio. Theoretically the link between corporate strategy, supply chain and operations for Product Deletion (PD) decisions is lacking. The purpose of this study is to develop a decision support tool that enables managers to evaluate PD decisions across business, supply chain strategies and customer considerations; rationalizing product portfolio variety while realizing long-term organizational competitiveness.

Design/methodology/approach

This study applies Quality Function Deployment (QFD) to formalize PD decision-making across multiple functional strategy perspectives. Manufacturing, supply chain, finance and marketing functions are included along with incorporating multiple stakeholder voices from multiple organizational levels—including top-management team members, cross-functional managers and customers. A case study application is conducted using an Original Equipment Manufacturer (OEM) perspective.

Findings

The interrelationships between business, supply chain strategies and customer requirements are identified, along with tensions and tradeoffs using a series of “houses” or relationship matrices. The methodology provides managers with a decision support tool that can be flexible and applicable to aid sound PD decision-making incorporating multiple stakeholders.

Originality/value

Product decisions at the decline stage—for example product retirement or deletion—are neglected both in research and in practice. Having a formalized systematic process can make PD outcomes more objective. The proposed QFD approach is one of the early PD decision support tools—products can be deleted for strategic, operational and customer-related reasons, and the hierarchical interrelationships among various reasons need to be carefully managed to ensure sound product portfolio rationalization.

Details

Industrial Management & Data Systems, vol. 122 no. 4
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 15 November 2021

Mauro Fracarolli Nunes, Camila Lee Park and Ely Paiva

The study investigates supply chain leaders’ initiatives to support their partners in the early stages of the coronavirus disease-2019 (COVID-19) pandemic, identifying…

Abstract

Purpose

The study investigates supply chain leaders’ initiatives to support their partners in the early stages of the coronavirus disease-2019 (COVID-19) pandemic, identifying measures taken to increase supply chain resilience and their impact on the quality of supply chain relationships.

Design/methodology/approach

Two complementary phases are employed. First, an exploratory approach is adopted, with the method of discourse analysis being employed in the identification of the supplier crisis response strategies by S&P500’s top 30 firms. Second, two scenario-based experiments with 983 participants evaluated the impact of such strategies in two dimensions of supply chain relationships’ quality (supplier satisfaction and supplier commitment).

Findings

Phase one revealed five initiatives’ groups adopted: safety measures, innovative tools, information and knowledge sharing, supply chain finance and supply chain continuity. Phase two results indicate that supplier crisis response strategies have positive effects on both supplier satisfaction and commitment. Data also suggest that safety measures, innovative tools, and information and knowledge sharing strategies negatively impacted supplier satisfaction and commitment, when compared with strategies adopted by other buying firms competing for the same supplier. Supply chain continuity was negatively associated with both dimensions when other buying firms implemented innovative tools and information and knowledge sharing strategies with their suppliers, while supply chain finance yielded in no differences in comparison to strategies adopted by competing buying firms.

Originality/value

The authors offer a theoretical typology for supply chain resilience (i.e. natural and artificial), providing support for buying firms’ decisions regarding supplier crisis response strategies through the strengthening of artificial supply chain resilience to increase the likelihood of vulnerable key suppliers’ survival.

Article
Publication date: 6 September 2021

Arkajyoti De and Surya Prakash Singh

This paper investigates how the channel leadership strategies develop a post-coronavirus disease (COVID-19) resilient agri-supply chain, which reduces supplier and…

Abstract

Purpose

This paper investigates how the channel leadership strategies develop a post-coronavirus disease (COVID-19) resilient agri-supply chain, which reduces supplier and retailer's price loss and enhances the logistics service quality level considering logistics outsourcing of agri-product especially for the rapidly changing market condition.

Design/methodology/approach

Based on the classical leadership theory, two channel leadership strategies, i.e. LPL and SL, are considered. The proposed framework first derives the equilibrium price and service quality level decision among the supplier, the logistics provider and the retailer. Then it compares both leadership strategies in terms of the equilibrium prices and service quality theoretically. This article also presents a case study of Arabian dates pricing and supply chain to test the theoretically derived propositions.

Findings

Selection of suitable leadership strategy is a critical factor for profit maximization of the supply chain drivers and proper optimization of equilibrium price and service quality. Here, the product's quality and the market's socio-economic condition play an important role in selecting a suitable leadership strategy. A random transformation of the physical market to an e-commerce portal creates a wide variation of the market's socio-economic parameters, affecting the equilibrium pricing and the logistics provider's service quality.

Research limitations/implications

This study proposes a post-COVID-19 resilient agri-supply chain framework considering price and quality-dependent stochastic market demand, incorporating a wide range of socio-economic factors in the model to counteract the effect of rapid behavior change of agri-market due to COVID-19 norms. This research examines the effect of different channel leadership strategies to facilitate suitable decisions on prices and service quality and retrieve the profit of the supplier, retailer and logistics provider. The future models can incorporate competitiveness in logistics outsourcing, fourth-party logistics (4PL) and contract farming in the agri-supply chain. Each of the extensions can open avenues in different directions.

Practical implications

As the post-COVID-19 market and the customer behavior is randomly changing, and the traditional market is rapidly converting into supermarkets and e-commerce portals, this paper examines the model with a wide variety of e-commerce portals with multi-variation of product. It is conclusive that the product's quality and the market's socio-economic behavior significantly impact the equilibrium decision. The drivers of the supply chain must take them into account before choosing a particular channel leadership strategy.

Originality/value

This study considers a multi-product and multi-market (e-commerce) model by integrating a wide variety of products and the market's socio-economic parameters. The model is tested in a price and quality-dependent stochastic market condition, contributing to the literature by reconciling two different channel leadership strategies into the global logistics of fresh agri-product.

Details

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

Keywords

Article
Publication date: 15 October 2021

Sanjoy Kumar Paul, Md. Abdul Moktadir and Kamrul Ahsan

The impacts of the novel coronavirus (COVID-19) outbreak continue to devastate supply chain operations. To attain a competitive advantage in the post-COVID-19 era…

1399

Abstract

Purpose

The impacts of the novel coronavirus (COVID-19) outbreak continue to devastate supply chain operations. To attain a competitive advantage in the post-COVID-19 era, decision-makers should explore key supply chain strategies to move forward and ready their policies to be implemented when the crisis sufficiently subsides. This is a significant and practical decision-making issue for any supply chain; hence, the purpose of this study is to explore and analyse key supply chain strategies to ensure robustness and resilience in the post-COVID-19 era.

Design/methodology/approach

This study conducted an expert survey targeting practitioners and academics to explore key supply chain strategies as means of moving forward in the post-COVID-19 era. Further, the key strategies were quantitatively analysed by applying the best-worst method (BWM) to determine their priority importance in the context of the manufacturing sector.

Findings

The results revealed that supply chain resilience and sustainability practices could play a dominant role in this period. The findings of the study can assist supply chain decision-makers in their formulations of key strategies.

Originality/value

This is the first study to investigate key supply chain strategies for the post-COVID-19 era. This study will help practitioners paying attention to resilience and sustainability practices for managing the impacts of future large-scale disruptions.

Details

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

Keywords

Article
Publication date: 9 June 2021

Udukumburage Shalinda Kusal De Silva, Ananna Paul, Kazi Wahadul Hasan, Sanjoy Kumar Paul, Syed Mithun Ali and Ripon Kumar Chakrabortty

Managing supply chain risk is a crucial element in ensuring the long-term sustainability of any organization or industry. As such, identification of risks and deploying…

Abstract

Purpose

Managing supply chain risk is a crucial element in ensuring the long-term sustainability of any organization or industry. As such, identification of risks and deploying their mitigation strategies should be the focal point to sustain in the long run. The risks that are faced by food processing supply chains are gaining prominence, given more consumers requiring higher quality products while ensuring traceability. In essence, this research focuses on the supply chain risks and mitigation strategies in the spice industry of an emerging economy, Sri Lanka.

Design/methodology/approach

This paper integrates two popular multi-criteria decision-making (MCDM) techniques, such as the analytical hierarchy process (AHP) and Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) to assess the supply chain risks and to derive their mitigation strategies for the spice industry.

Findings

Findings show that “inability to meet quality requirements” has been established as the most significant risk in the Sri Lankan spice industry. On the other hand, “vertical integration” (backward integration) has been discovered as the key mitigation strategy to ameliorate the effects of supply chain risks in this sector.

Research limitations/implications

This study is exploratory, and more empirical data and statistical analyses are needed to further validate the outcomes of the study.

Originality/value

Despite being one of the largest trade exporters in Sri Lanka, the spice industry gets scant attention to the identification and mitigation of the risks. The authors explored the supply chain risks in the spice industry and then prioritized the suitable mitigation strategies using an integrated AHP-TOPSIS method.

Details

International Journal of Emerging Markets, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 28 May 2021

Zhexiong Tao, Shanling Li, Saibal Ray and Claudia Rebolledo

This study aims to investigate how relatively weaker manufacturers respond to the dominance of stronger suppliers and/or customers. The study also analyzes how the…

Abstract

Purpose

This study aims to investigate how relatively weaker manufacturers respond to the dominance of stronger suppliers and/or customers. The study also analyzes how the competitive intensity perceived by manufacturers moderates their responses to powerful chain partners.

Design/methodology/approach

Using hierarchical regression, data from 1,417 manufacturing companies sampled from the fifth and sixth versions of the International Manufacturing Strategy Survey were analyzed.

Findings

This study found that relatively weaker manufacturers often adopt exploration strategies to countervail the dominance of suppliers and adopt exploitation strategies to deal with more powerful customers. In dealing with both dominant suppliers and customers, relatively weaker manufacturers are prone to adopt exploration and exploitation strategies simultaneously and hence become ambidextrous. Furthermore, the link between dominance in supply chains and the exploration (exploitation) strategy is strengthened (weakened) as market competition perceived by manufacturers intensifies.

Originality/value

The contribution of this paper is multi-folds. First, this paper develops and test a novel theoretical model on how relatively weaker manufacturers create tailored strategies to defend their positions in the supply chain. Second, it integrates resource dependence theory and organizational learning theory to propose that relatively weaker manufacturers could use a unique configuration of exploration and exploitation strategies to counteract the dominance of their suppliers and customers. Third, it investigates supply chain power by considering the manufacturers’ upstream and downstream powerful partners together, rather than individually and fourth, it reveals that relationships linking supply chain power to manufacturers’ tailored strategies are contingent on competitive intensity.

Article
Publication date: 8 February 2021

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. 26 no. 5
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 25 May 2021

Farshid Riahi Dorcheh, Seyed Hossein Razavi Hajiagha, Misagh Rahbari, Vahid Jafari-Sadeghi and Hannan Amoozad Mahdiraji

In recent years, and especially during the coronavirus disease 2019 (COVID-19) pandemic, the significant role of agriculture, specifically red meat, in household…

Abstract

Purpose

In recent years, and especially during the coronavirus disease 2019 (COVID-19) pandemic, the significant role of agriculture, specifically red meat, in household consumption has been increased. On the other hand, the lack of proper policymaking in the production and pricing of red meat and the lack of a comprehensive study on the beef supply chain has led to a reduction in the role of this protein product in the household food basket. Thus, in this research, comprehensive strategic planning considering the effect of the COVID-19 pandemic has been illustrated to overcome the aforementioned problems.

Design/methodology/approach

To study the intended objectives, first, using qualitative methods, the strengths, weaknesses, opportunities and threats (SWOT) to the studied company's supply chain in Iran were identified and then using the SWOT-Quantitative Strategic Planning Matrix (QSPM) technique, the surrounding strategies have been analysed.

Findings

The results indicate that the most important strength of the studied company is the “access to the red meat market of the retirement plan”; the most important weakness is the “lack of required and on-time funding, especially in the condition of the COVID-19 pandemic”; the highest-ranked opportunity is the “access to banking facilities” and the main threat to the company is the “COVID-19 pandemic limitations and health protocols”. In the same vein, by examining the attractiveness score of internal and external factors, it was observed that diversity and competitive strategies would have a higher priority. Finally, the QSPM illustrated that activating the full capacity of existing infrastructure has the highest priority.

Originality/value

According to the red meat supply chain and the link amongst different market levels, identifying, analysing and improving the beef supply chain is of particular importance. One of the threats facing the international community is the emergence of events such as the COVID-19 pandemic, which requires businesses to choose the right strategy to deal with the issue. Therefore, the main distinction of this study is to identify, analyse and improve the red meat supply chain of a real case due to the condition of the COVID-19 pandemic.

Details

British Food Journal, vol. 123 no. 12
Type: Research Article
ISSN: 0007-070X

Keywords

Open Access
Article
Publication date: 15 October 2020

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…

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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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