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1 – 10 of over 1000The purpose of this paper is to research the nature of supply chain strategy (SCS). It represents one stage of an on‐going research initiative aimed at providing a framework for…
Abstract
Purpose
The purpose of this paper is to research the nature of supply chain strategy (SCS). It represents one stage of an on‐going research initiative aimed at providing a framework for systematic understanding of the linkages between corporate strategy (CS) making and supply chain management (SCM).
Design/methodology/approach
The paper explored the theory and literature related to strategic management and SCM. Four generic levels of strategy were linked to SCM, and synthesized into an explanatory SCS‐framework. Propositions for future research were presented based on the framework.
Findings
The paper shows that most of the literature on SCS relates to the functional level. Largely undiscovered are the links between corporate and business unit strategies with supply chain strategies and capabilities, especially on the network level (NL).
Practical implications
A fit between CS and SCM positively impacts the performance of a firm. The framework developed can be used by managers to assist in thinking through possibilities to link supply chain capabilities with the CS making processes.
Originality/value
By distinguishing between functional, business, corporate, and NLs, the paper provides a framework for future research to enhance knowledge related to supply chain strategies and capabilities.
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Gunjan Soni and Rambabu Kodali
This paper aims to explore the state of strategic fit between “competitive strategy” (CS) and “supply chain strategy” (SCS) in the Indian manufacturing industry by investigating…
Abstract
Purpose
This paper aims to explore the state of strategic fit between “competitive strategy” (CS) and “supply chain strategy” (SCS) in the Indian manufacturing industry by investigating the mediating role of supply chain strategy between competitive strategy and performance of company/supply chain.
Design/methodology/approach
This aim is accomplished by using a survey questionnaire that was answered by 185 respondents from various sectors of Indian manufacturing industry. These sectors included automobile, electrical and electronics, process, machinery, textile, food, aviation and footwear sectors. The state of strategic fit is explored based on research framework of “matrix of strategic fit”.
Findings
The major findings revealed existence of a causal relationship between CS and SCS with CS as independent variable and SCS as dependent variable. It was also found that choice of CS and SCS affects business and supply chain performance. The other finding was establishment of the existence of strategic fit in Indian manufacturing industry, which was explained by analyzing the interaction effect between CS and SCS. It was also found that a major hurdle in implementing SCM practices in Indian manufacturing industry is “overcoming traditional practices”.
Originality/value
Indian manufacturing industry is growing by leaps and bounds, but to date there is no study that has explored the mediation effect of supply chain strategy between competitive strategy and performance in India. This paper provides a research framework to study and assess these dimensions of strategy on “matrix of strategic fit”.
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This note explores the applicability of evaluation criteria to the problem of evaluating the supply chain strategy (SCS) of an organization. A discussion of SCS evaluation is…
Abstract
This note explores the applicability of evaluation criteria to the problem of evaluating the supply chain strategy (SCS) of an organization. A discussion of SCS evaluation is relevant today, as the validity of the dominant approach – proposed two decades ago and based on matching types – has come into question. While evaluation criteria have a long history in other disciplines, they are new to SCS evaluation. To help supply chain (SC) scholars assess the applicability of evaluation criteria to SCS, this note proposes a tentative set of criteria and provides insights derived from the authors’ recent experience. We propose that the use of criteria for the evaluation of SCS may be a useful alternative, or at least a complement, to the dominant approach. These proposed criteria are currently being validated in a project with a company in Uruguay; we invite further empirical validation by third parties.
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James Jungbae Roh, Paul Hong and Youngsoo Park
Critical information flows in the supply chain reflect the patterns of organizational culture and supply chain strategy (SCS). This paper aims to links organizational culture and…
Abstract
Purpose
Critical information flows in the supply chain reflect the patterns of organizational culture and supply chain strategy (SCS). This paper aims to links organizational culture and SCS using competing values and an uncertainty framework.
Design/methodology/approach
Anchored at literature review on organizational culture and SCS, this paper presents a typology with four patterns of organizational culture with four types of corresponding SCS.
Findings
This paper presents diverse requirements for effective design of supply chain in that for each pattern of organizational culture, corresponding SCS is identified: efficient for hierarchical, risk‐hedging for group, responsive for rational, and agile for developmental culture.
Research limitations/implications
The exploratory nature of this study requires empirical research validation. Firms may use this research framework in design and evaluation of their supply chain management structure according to their organization's cultural elements and requirements.
Practical implications
Using this integrative framework business executives may better manage the informational infrastructures that reflect the rich dynamics between their particular organizational cultural traits and supply chain behavioral practices.
Originality/value
This paper expands the concept of organizational culture in the extended supply chain network context and identifies information strategy profiles.
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Mohamed Y. El Mokadem and Magdy A. Khalaf
The purpose of this paper is to investigate the contingent effect of supply chain strategies on supply chain integration (SCI)-performance relationship in manufacturing…
Abstract
Purpose
The purpose of this paper is to investigate the contingent effect of supply chain strategies on supply chain integration (SCI)-performance relationship in manufacturing organizations.
Design/methodology/approach
This research hypothesized the moderation effect of agile, responsive, risk-hedging and efficient strategies on the relationship between SCI and operational performance (OP). Survey data were collected from a sample of 112 Egyptian manufacturing firms and analyzed using moderated regression analyses to test the study hypotheses.
Findings
The results provide supporting evidence that the four strategies moderate the relationship between internal integration (II) and OP. The results also indicated that agile strategy moderates the relationship between customer and supplier integration and OP. Besides, the results indicated that responsive strategy moderates the effect of customer integration (CI) on OP. Finally, the results did not provide sufficient evidence regarding the moderating effect of risk-hedging strategy on supplier integration (SI)-performance relationship.
Research limitations/implications
The nature of the surveyed sample and the use of a single informant might limit the ability to generalize the research findings outside the research context.
Practical implications
The research results provide managers of manufacturing organizations with the roadmap to maximize the benefits from their integrative efforts through emphasizing the appropriate supply chain strategy (SCS) with respect to the market demand/supply conditions.
Originality/value
This paper contributes to knowledge by empirically validating the contingent effect of SCS on the relationship between SCI and OP.
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Bianca Bindi, Romeo Bandinelli, Virginia Fani and Margherita Emma Paola Pero
The purpose of this paper was to investigate what types of supply chain strategies (SCS) are implemented within luxury fashion companies, according to the drivers that regulate…
Abstract
Purpose
The purpose of this paper was to investigate what types of supply chain strategies (SCS) are implemented within luxury fashion companies, according to the drivers that regulate competitiveness in this sector (brand positioning, distribution channel, type and line of product). Moreover, the objective was to define which key performance indicators (KPIs) should be measured according to the chosen strategy, and finally to evaluate the alignment of luxury fashion companies with the proposed indicators.
Design/methodology/approach
The literature review was the first step performed. Thereafter, a case study was conducted and the sample, composed of six companies, was selected, a questionnaire was then developed to guide the interviews, after which the data were collected. From the data, a primary case analysis was conducted, from which cross-case patterns were also researched.
Findings
From the results obtained, it was possible to state that companies involved in the case study adopted different SCS within the same company according to the drivers that regulate the sector competitiveness. As a result, the product line was shown to be the only driver that affected both the alignment between the expected and implemented SCS, respectively, and the alignment with the selected KPIs.
Originality/value
The paper provides valuable insights to companies that are trying to align SCS and KPIs. The close link between these aspects had not yet been explored previously. In particular, there were no indications about the KPIs that have to be measured for a specific SCS.
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The purpose of this paper is to link humanitarian logistics (HL) and supply chain risk management (SCRM) to provide an understanding of risk mitigation strategies that…
Abstract
Purpose
The purpose of this paper is to link humanitarian logistics (HL) and supply chain risk management (SCRM) to provide an understanding of risk mitigation strategies that humanitarian organisations use, or could use, to improve their logistics preparedness.
Design/methodology/approach
Based on systematic reviews of RMS in SCRM and supply chain strategies (SCS) in HL literature, a framework is developed and used to review published case studies in HL.
Findings
The study finds that humanitarian actors use a number of the strategies proposed in the framework, particularly those related to strategic stocks, postponement, and collaboration. Strategies related to sourcing and procurement, however, especially those on supplier relationships, seem to be lacking in both research and practice.
Research limitations/implications
The study is based on secondary data and could be further developed through case studies based on primary data. Future studies should explore the generalisability of the findings.
Practical implications
Practitioners can use the framework to identify potential new SCS and how strategies can be combined. Findings can help them to understand the abnormal risks of main concern, how they may impact normal risks, and provide ideas on how to tackle trade-offs between different risks.
Social implications
The results can support improvements in humanitarian supply chains, which will provide affected people with rapid, cost-efficient, and better-adapted responses.
Originality/value
The paper connects SCRM and HL to develop a framework and suggests propositions on how humanitarian actors can mitigate supply chain risks. Questioning the focus on strategic stock it suggests complementary or alternative strategies for improving logistics preparedness.
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Masoud Rahiminezhad Galankashi, Syed Ahmad Helmi, Abd. Rahman Abdul Rahim and Farimah Mokhatab Rafiei
The purpose of this paper is to propose a framework to assess the agility of manufacturing companies.
Abstract
Purpose
The purpose of this paper is to propose a framework to assess the agility of manufacturing companies.
Design/methodology/approach
Particularly, three supply chain logistic drivers (facility, transportation and inventory) along with three cross-functional drivers (information, sourcing and pricing) are selected as the main sets to classify all required activities of agility. In addition, supply chain contracts, as an important indicator of supply chain agility, is also considered to categorize the activities. These activities are ranked using an (AHP) and then categorized based on the major perspectives of agility. Finally, using a cycle view of supply chain, the developed activities are categorized as the major policies of supply chain’s echelons.
Findings
This study developed a framework to evaluate the agility of manufacturing companies. Operational activities of agile supply chain strategy (ASCS) in addition to supply chain contracts are determined and categorized with regard to supply chain drivers.
Originality/value
This study contributes to recognizing, ranking and classifying the operational activities of ASCS with regard to logistics and cross-functional drivers of supply chain. In addition, this study considers the supply chain contracts in conjunction with supply chain drivers. From the theoretic and methodological features, to the best of authors’ knowledge, this study contributes to offer new insights to this area as no similar research has been conducted before.
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Masoud Rahiminezhad Galankashi and Syed Ahmad Helmi
– The purpose of this paper is to propose a new assessment tool for Leagility.
Abstract
Purpose
The purpose of this paper is to propose a new assessment tool for Leagility.
Design/methodology/approach
This research was carried out to systematically propose the operational activities of Leagile supply chains (SCs) with regard to SC drivers. Particularly, SC logistic (facility, transportation and inventory) and cross-functional drivers (information, sourcing and pricing) were selected to classify all operational activities of Leagile SCs.
Findings
This study proposed a new framework to evaluate the operational activities of Leagile SCs. Operational activities of Leagile supply chain strategy were determined and categorized with regard to SC drivers. These activities were ranked using an analytic hierarchy process and were then categorized using a cycle view of SC.
Originality/value
This study contributed in proposing operational activities of Leagile SC based on its major drivers. The result of this study assist managers, scholars and practitioners to construct new Leagile SCs or assess their Leagility level.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Greater understanding of a business unit’s actual rather than desired supply chain strategy can help identify where changes are needed and ensure it remain closely linked to the wider business strategy. Use of a relevant framework enables the tacit knowledge surrounding the supply chain function to become conceptualized and thus make the supply chain strategy more explicit.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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