Search results

This study aims to investigate how the management of supply chain information impacts the performance of the supply chain. This relationship is explored by considering the mediating influence of internal and external integration, which is underpinned by the principles of resource-based theory.

Data was collected from 144 supply chain professionals across different manufacturing companies. The proposed hypotheses were subjected to quantitative analysis using partial least squares structural equation modeling, and the validity of the measurement model was assessed with the assistance of SmartPLS software.

This study identified that information management (IM) significantly and positively affects internal integration (II), customer integration (CI) and supply chain performance (SCP). Similarly, the results showed that II significantly and positively affects SCP. Likewise, CI positively and significantly affected SCP. At the same time, II found a positive yet significant mediating role in the relationship between IM and SCP. CI was found to play a positive but insignificant mediating role in the relationship between IM and SCP.

This research evaluated a second-order model and tested the SCP in conjunction with the resource-based view in the manufacturing industry. This research could be beneficial for researchers, manufacturers and policymakers to attain organizational objectives by implementing an efficient IM system for better integration and SCP.

This research offers clarity regarding process supply chain integration through two deliverables: (1) developing six constructs (both integrative mechanisms and integrative practices for internal, customer, and supplier integration); and (2) empirically testing a theoretically grounded supply chain process model using three distinct datasets (internal, customer, and supplier integration).

The construct development procedure involved a continuous improvement cycle for identifying 1,450 items previously used to measure internal, customer, and/or supplier integration constructs; classifying the items into one of six categories; and refining the instruments based on pilot data and peer feedback. Three surveys (targeted key informants based on their specialized knowledge on internal, customer, or supplier integration) were disseminated for evaluating the measurement instruments and testing the theoretically grounded supply chain management process models, by performing the Covariance-Based Structural Equation Modeling (CB-SEM) analysis technique.

The findings revealed consistencies across all three dimensions of supply chain integration where integrative mechanisms and integrative practices are distinct constructs; integrative mechanisms make it possible for integrative practices and supply chain orientation to occur in a supply chain company; and integrative practices and supply chain orientation improve business performance.

Our study contributes to answering how process-oriented supply chain management occurs, responding to calls for research in the supply chain management discipline and advancing theory development around supply chain integration. The theoretical and managerial contributions of developing six constructs and testing three supply chain management process models relate to identifying the specific aspects of supply chain integration that improves business performance. The three tested models also reveal both direct and mediating effects of integrative practices and supply chain orientation, which contributes to the practical understanding of effective supply chain management implementation.

The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.

This article aims to explore the impact of supply chain integration on the financial performance of Swedish manufacturing firms.

The literature review provided the foundation for the development of the survey instrument and hypotheses for the study. In addition, the survey instrument was tested by the experts in the field and modified before it was sent to the managers in the survey group.

The findings show that supply chain integration at any level is beneficial to the financial well being of the firm. Companies with total supply chain integration reported the highest level of financial performance.

Data were collected from Swedish manufacturing firms without regard to the size of the firm. The results show that supply chain integration is beneficial at any level.

The findings will assist managers with decisions regarding supply chain integration and its role as a critical factor in improving the financial performance of manufacturing companies.

Limited empirical studies have been conducted in this area, especially in Sweden. This study provides insight for manufacturing managers with regard to the importance of supply chain management and the competitive nature of business in the global market.

Innovation has become extremely important, especially concerning manufacturing firms, as it is known to foster robust and healthy competition. The study aims to examine the effect of innovation orientation and supply chain integration on structural flexibility and strategic business performance.

Using the quantitative approach, 315 questionnaires were distributed to manufacturing firms in three cities (Accra, Kumasi and Takoradi) in Ghana out of which 305 usable responses were retrieved. The partial least square structural equation modeling technique and the statistical package for social sciences software version 27 were used for the data analysis.

The findings showed that supply chain integration and innovation orientation have a strong beneficial association. A substantial favorable association between structural flexibility and supply chain integration was found in the study once more. What is more, the research revealed a strong positive relationship between supply chain integration and strategic business performance. Furthermore, the study found a strong relation between innovation orientation and strategic business performance.

The research paper adds to the body of knowledge by examining how supply chain integration affects the relationship between innovation orientation, structural flexibility and strategic business performance.

Integrating demand with supply has always been an evolving research area, which is affected by different factors including, but not limited to, sustainability, changing consumer demands and emerging supply chain practices. However, most of the research targeted developed countries due to better data access and enhanced information visibility. The research on supply and demand integration in Saudi Arabia is still in its infancy. This study explores this gap by providing a comprehensive analysis of demand and supply chain integration in the context of sustainability. This is done by first creating a developing countries-based research framework and then validating it through surveying 162 Saudi companies operating in multiple sectors like food, fashion and retail. Results suggest that there is more emphasis on supply-side factors relative to demand-side factors in the context of integration. Demand side factors only marginally impact waste reduction efforts. Similarly, the food sector is most sensitive to integration efforts attaching high importance to sustainability and efficiency initiatives. These results can be a useful guide for managers and policymakers who are planning and executing at the interface of demand and supply chains in developing countries.

Cross-sector analysis by survey questionnaire of 162. Descriptive statistical analyses were performed on the data for the study participants. Continuous variables were summarised using mean and standard deviation (SD), median and IQR; and proportions were used for nominal and ordinal variables. A total score measuring perception of employees towards supply–demand integration was analysed and compared by company-related factors (sector/industry, length of service in firm (years) and the number of employees). Comparisons were made using the chi-square test or ANOVA. A linear regression model was utilised to examine the independent effect of supply and demand side factors on employees' perception of integration. The model controlled for the sector, length of service and number of employees. Statistical significance was considered at p < 0.05.

The linear regression results showed that supply items significantly predicted integration. That is, higher supply–demand integration scores were significantly related to indicators for using supply variables in supply chain management (SCM) improves operational efficiency (OE), integrating supply variables at the execution stage reduces overall waste and including at least one supply-side variable in supply planning (p < 0.05). The indicator for integrating demand variables at the execution stage reduces overall waste was only marginally related to an increased integration scores (p = 0.089). Lastly, a significantly better perception of supply–demand integration was reported by employees in the food sector compared to those in the fashion sector (p = 0.018). Length of service or number of employees in the firm was not related to perception towards supply–demand integration.

Though accessing 162 companies in the Saudi market is a significant sample size given the fact that they are quite conservative in sharing supply and demand information. However, for better generalisation and richer insights, more sectors like manufacturing, oil and gas and hospitality should be added in future. Cross-country analysis from developing countries can be another interesting future direction.

This empirical paper draws its strength from the scale and depth of empirical data collected from Saudi companies belonging to multiple sectors to better understand demand and supply chain integration, especially from sustainability and waste reduction. This is true in the era of the pandemic and its associated risks for both upstream and downstream. The developing countries' perspective is important as not enough is written in the literature given the difficulties in accessing the information and subsequent analysis. The insights are bound to be unique as a consumer in these countries is undergoing significant socioeconomic changes affecting the supply chain of the companies.

The purpose of this study is to explore the effect of operations strategy (cost, quality, flexibility and delivery) and supply chain integration on innovation performance under influence of learning orientation.

Taking a quantitative and deductive approach, a conceptual framework was developed and tested by analyzing data gathered through survey questionnaire from 243 UK manufacturing firms using structural equation modeling.

The findings show that learning orientation influences operations strategy and supply chain integration, but it does not have a direct impact on innovation performance. Additionally, quality and flexibility strategies affect innovation performance and supply chain integration positively, while cost and delivery strategies do not have a significant effect on these variables.

Operations strategy types (cost, quality, flexibility and delivery) were studied as distinct variables, whereas supply chain integration also has several dimensions but that has not been investigated separately in the present research. The findings are also based on limited 243 responses from UK manufacturing firms.

Innovation performance of manufacturing firms can be improved through a more integrated supply chain if managers embody flexibility and quality capabilities in their operations and become learning oriented.

The effect of supply chain integration on innovation performance and learning orientation on supply chain integration and operations strategy types have not been fully explored in literature. Also, having all four operations strategy types in a direct relation to supply chain integration and innovation performance is another original aspect of the current study.

The conceptualization of integration is built on intra- and inter-organizational relationship to manage the entire supply chain. Despite the growing number of research studies, there is a lack of consensus in current literature to define and conceptualize supply chain integration (SCI) and its drivers. The purpose of this paper is to provide comprehensive views on SCI, thereby contributing to existing literature by providing taxonomy to drivers and sources, dimensions and outcome of SCI.

The systematic approach to literature review has been adopted to carry out this research. The study cites 154 articles, out of which 110 articles have been thoroughly reviewed, covering drivers and sources of SCI, SCI dimensions and SCI outcome.

For the conceptualization of SCI dimensions, two major themes have been identified: first, internal integration, customer integration and supplier integration; second, information sharing, process coordination and strategic alliance. The authors also found that desire to improve and environmental factors prompt organizations to integrate with their partners to realize the desired outcome. Additionally, the paper identifies that integration plays a significant role in enhancing performance; nevertheless, maturity of integration may have a direct relationship with performance, and the same has been suggested as propositions for further study.

This paper has taken the systematic perspective to review existing studies and projected propositions, which is entirely based on collective views that may require empirical support.

The paper is a unique contribution that reviews the research articles on SCI systematically. The paper also provides a distinct perspective and food for thought to practitioners, as the proposed framework may serve as a reference point to assess current SCI practices in the organizations.

This paper investigates the inter-relationships among supply integration, demand integration and internal integration in the context of food banking.

This study utilizes survey data from managers at 71 different food banks in the US combined with secondary data gathered from Feeding America's website to provide model controls and an objective measure of food bank performance. The performance metric is the amount of food distributed per food insecure individual in the food bank's service area. Theoretically developed hypotheses were tested using seemingly unrelated regression techniques and a Monte Carlo simulation-based mediation analysis.

While the previous research on integration relationships on for-profit supply chains has shown that managing internal integration forms the foundation for integrating with suppliers and customers, the findings indicate that, for not-for-profit food banks, external integration should precede internal integration and that demand integration has a stronger influence on performance than supply integration.

The heavy reliance of food banks on external partners necessitates an internal integration structure that supplements and builds upon these external relationships. The basic programs thus developed have a direct impact on the amount of food distributed per food insecure individual.

This paper contributes to the humanitarian supply chain management literature by analyzing supply chain integration and its performance implications in a slow onset disaster setting.

This study aims to examine the effects of behavioural antecedents of collaboration in supply chain relationships on supply chain integration and performance by developing and empirically validating a model linking these constructs.

A conceptual model was developed based on the relational exchange theory, social exchange theory and resource-based view. An international survey with supply chain/logistics managers from manufacturing focal firms based in Europe, USA and Asia was conducted; they provided input on upstream and downstream relationships based on their actual interaction and experience with supply chain partners. The collected data, which reflect supply chain managers’ perceptions on the above described phenomena, were analysed using the partial least squares method.

Mutuality, reciprocity, trust and commitment are instrumental for the formation of supply chain relationships characterised by higher information integration. In turn, information integration has much stronger impact on the coordination of operational decisions related to production and demand planning than on decisions related to actual production processes, but, interestingly, the latter affects supply chain performance much more than the former.

The research could benefit from a longitudinal rather than a cross-sectional approach, incorporating multiple respondents such as representatives of supply chain partners and senior management of the focal firm, to capture potentially varying opinions on the supply chain phenomena under examination.

The results can assist supply chain decision-makers in understanding the importance of behavioural closeness between supply chain partners for the development of collaborative supply chain relationships that lead to higher integration and superior performance. Insight is provided on linkages between examined dimensions of supply chain integration. A process view of intermediate steps needed to translate collaborative relationships into higher supply chain integration and performance across the supply chain is offered.

The development and testing of an integrated model examining linkages between supply chain relationship antecedents, integration and performance is an original contribution. By proposing and confirming a sequential order of the influence of behavioural antecedents, integration dimensions and their impact on supply chain performance, the paper sets foundations of a roadmap for achieving higher supply chain performance from collaborative supply chain relationships. Finally, the paper contributes to the limited theoretical justification on the development of knowledge for assisting decision-making in SCM/logistics and its integration into models, processes and tasks.