Search results

1 – 10 of 88
Article
Publication date: 25 July 2022

Remko van Hoek, Mary Lacity and Leslie Willcocks

This paper offers a novel approach for conducting impactful research on emerging topics or practices. This method is particularly relevant in the face of emerging…

Abstract

Purpose

This paper offers a novel approach for conducting impactful research on emerging topics or practices. This method is particularly relevant in the face of emerging phenomena and new dynamics, such as the impact of the COVID-19 pandemic on supply chain risks. Because these new phenomena and dynamics are relatively unexplored, little prior knowledge exists in literature and industry, and they represent a large opportunity and/or challenge to practitioners.

Design/methodology/approach

The action principles research (APR) approach, as a newer version of critically engaged research (CER), offers comparison against more traditional empirical or intervention-based research. The authors illustrate the approach with a pandemic risk-management study.

Findings

The APR approach originated in the information technology field. It is highly applicable for researchers who are seeking to more expeditiously support decision making and actioning on new dynamics and emerging topics and practice in supply chain management than is allowed by traditional methods and longitudinal CER.

Originality/value

In the context of ongoing calls for relevance, impact and actionable findings on pandemic risk management, this paper describes an approach to developing timely findings that are actionable for practitioners and that advance science around dynamic and emerging topics or practices. We hope this will grow societal value of research, particularly in the face of the COVID-19 pandemic and the new dynamics and uncertainties that managers face in modern supply chains.

Details

International Journal of Physical Distribution & Logistics Management, vol. 52 no. 5/6
Type: Research Article
ISSN: 0960-0035

Keywords

Article
Publication date: 20 August 2021

Remko van Hoek and David Loseby

While there is a rich body of risk management literature and while there have been valuable theoretical advancements on the specific impact of the COVID-19 pandemic on…

Abstract

Purpose

While there is a rich body of risk management literature and while there have been valuable theoretical advancements on the specific impact of the COVID-19 pandemic on risks, this paper aims to posit that at least four more advancements are needed.

Design/methodology/approach

The co-author from Rolls Royce (RR) illustrates the risks experienced and risk management approaches taken in its manufacturing and supply chain operations both in the earlier stages of the pandemic as well as after the first year of the pandemic.

Findings

The COVID-19 pandemic offers a unique risk scenario that is beyond the scope of most existing risk management literature. The impact of the pandemic is very multi-faceted, not location specific but very global and experienced throughout the entire supply chain, across industries and over a much extended timeline with multiple time horizons. In manufacturing operations, there have been major instances of supply chain heroism in the first year of the pandemic and there is a lot more work ahead.

Originality/value

The authors' co-created paper enriches the perspective on COVID-19 research in manufacturing and supply chain operations by pointing at empirical opportunities, the need for more inter disciplinary research and the need to consider multiple time horizons.

Details

International Journal of Operations & Production Management, vol. 41 no. 10
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 March 1999

Remko I. van Hoek

Both postponement and outsourcing have been identified as important characteristics of modern and competitive supply chains. The implementation of postponement may require…

4718

Abstract

Both postponement and outsourcing have been identified as important characteristics of modern and competitive supply chains. The implementation of postponement may require extensive (spatial) reconfiguration of the supply chain. Presents findings from interviews with managers of food, electronics, automotive and clothing manufacturers in The Netherlands, Belgium and Germany. Findings reveal that in food supply chains both postponement and outsourcing are applied to a lesser extent than in other industries. Reasons, which refer to the industry‐specific characteristics, are given. Ways for food companies to assure competitiveness are then described on the dimensions of postponement, outsourcing and spatial reconfiguration. A framework is developed to position chains in terms of degree of outsourcing, level of postponement and spatial configuration. The framework can help managers diagnosing and repositioning their organizations, along the dimensions mentioned.

Details

Supply Chain Management: An International Journal, vol. 4 no. 1
Type: Research Article
ISSN: 1359-8546

Keywords

Content available
Article
Publication date: 22 October 2020

Remko van Hoek, David Loseby and Chee Yew Wong

596

Abstract

Details

International Journal of Physical Distribution & Logistics Management, vol. 50 no. 9/10
Type: Research Article
ISSN: 0960-0035

Article
Publication date: 1 December 1998

Remko I. van Hoek

The supply chain concept fundamentally changes the nature of organizations; control is no longer based on direct ownership and control, but rather based on integration…

10189

Abstract

The supply chain concept fundamentally changes the nature of organizations; control is no longer based on direct ownership and control, but rather based on integration across interfaces between functions and companies. This has consequences for the measurement of performance. Traditional measurement approaches may have to be abolished and a supply chain measurement system developed. Traditional performance measures may limit the possibilities to optimize supply chains as management does not “see” supply chain wide areas for improvement. This note raises issues critical to measuring supply chain performance. A new measurement approach should lead the way for supply chain competitiveness and should direct management attention to areas for supply chain optimization. A preliminary framework for measuring unmeasurable performance is developed.

Details

Supply Chain Management: An International Journal, vol. 3 no. 4
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 4 March 2022

Remko van Hoek, Jacob Gorm Larsen and Mary Lacity

The authors share a real-world case study of a multiple-year adoption process of robotic process automation (RPA) in procurement to add to the limited empirical research…

Abstract

Purpose

The authors share a real-world case study of a multiple-year adoption process of robotic process automation (RPA) in procurement to add to the limited empirical research base on RPA in supply chain management. The Maersk case offers hard evidence of the value of RPA that can be used as a benchmark for decision-making in companies and as a basis for further research in key areas such as change management and behavioral aspects as well as return on investment on RPA and the need for RPA capability development.

Design/methodology/approach

Together with the co-author from Maersk, the authors cover a multiple year RPA program in procurements, to capture lessons learned and develop research questions for the future. The authors consider 39 generic action principles for RPA adoption in a specific procurement context.

Findings

The authors find RPA for procurement to be an enabler of strategic progress and of advancing the concept of triple values (enterprise, customer and employee) in a supply chain setting. The authors offer RPA adoption scoping guidance and show how, with growth and maturity of the program, conditions such as predictability of volume become less relevant as a scoping criterium. The authors also find that RPA augments work rather than replace staff. Maersk utilizes staff time freed up by automation to focus employees on more strategic priorities. The authors consider 39 generic action principles for RPA adoption in a procurement-specific context and develop additional action principles based upon the Maersk case.

Originality/value

The authors study both a unique and rich case to complement limited empirical research on RPA in procurement and supply chain management and the limited research into RPA past early stage adoptions. The authors address Hofmann et al.'s (2019) questions about the change management involved in RPA and consider generic RPA action principles from literature in this specific procurement setting. The authors extend those action principles and develop a rich set of research opportunities.

Details

International Journal of Physical Distribution & Logistics Management, vol. 52 no. 3
Type: Research Article
ISSN: 0960-0035

Keywords

Article
Publication date: 3 August 2021

Laura Birou and Remko Van Hoek

This paper aims to fill a void in existing research by focusing on in-company efforts to develop supply chain (SC) talent, with a specific focus on the role that…

Abstract

Purpose

This paper aims to fill a void in existing research by focusing on in-company efforts to develop supply chain (SC) talent, with a specific focus on the role that executives can play in this process. This study uses the resource-based view (RBV) of the firm and theory of training motivation as theoretical background for the exploration. In addition to that, this paper provides meaningful information for executives aspiring to contribute to the development of supply chain management (SCM) talent including the primary drivers, benefits, barriers and bridges (Fawcett et al., 2008). Using this framework will lead to the development of a conceptual model to facilitate future research efforts.

Design/methodology/approach

This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent.

Findings

In all three case companies’ executive engagement was high and the executives acted as champions of the SC talent development program including designing and stewardship of the program. They also got personally involved in recruiting, training and mentoring. In alignment with the RBV of the firm, all three case companies were strongly driven by a need to improve the competitive advantage of their firm through the SC competencies and capabilities. This strategic directive is driven by the executive suite and typically involved a combination of goals including improving functional capability development, internal stakeholder relationships and growth in business value contributions. This leads to the need for attracting new talent, due to talent shortages and developing more future-proof capabilities of the SC talent. Talent that is future-proof can effectively handle the current scope of work and successfully implement changes that the SCM strategy aspires to. Hence, the executive ownership is very much driven by a strategic imperative to improve the knowledge, skills and abilities and critical realization of the importance of talent recruitment and development. This study also finds that there are very specific SCM drivers, benefits, barriers and bridges in play making it important for SCM executives and teams to engage and not rely on generic human resource (HR) processes and frameworks only.

Research limitations/implications

We found that in the three case companies’ executive engagement in talent development had a positive impact. We also identified specific roles of the executives such as, the benefit of engagement across multiple hierarchical layers of the organization and, the risk of programs being shorter lived when focused on a narrower talent issue. Our research focus contributes to the existing supply chain literature involving talent management. It also suggests actions for supply chain executives, for the educational provision of universities and multiple research opportunities.

Originality/value

There is no evidence of prior research in fields of HR management, talent development or SCM related to the impact of executive engagement in this process. This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent. Findings show the critical impact of personal and extended engagement of senior-level executives and their leadership teams, in SC talent development. This paper offers specific techniques and approaches, generates suggestions for further research, managerial action and university implications.

Details

Supply Chain Management: An International Journal, vol. 27 no. 6
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 31 August 2021

Remko van Hoek

This paper considers CSCMP Supply Chain Hall of Famer Henry Ford's innovation and its transformative impact on supply chain management. Credited with the assembly line…

Abstract

Purpose

This paper considers CSCMP Supply Chain Hall of Famer Henry Ford's innovation and its transformative impact on supply chain management. Credited with the assembly line, Ford's innovation also included a supply chain design around the concept of flow, integrated supply and the enablement of economies of scale and productivity to drive down consumer prices and create affordable product for a growing market.

Design/methodology/approach

This paper considers literature and builds upon the history of the innovation to consider supply chain implications and future opportunities to further the innovation into modern supply chains.

Findings

Ford did not “invent” the assembly line but he did build the supply chain around it. He stewarded core supply chain principles of great relevance well before they become popular, including a focus on lifelong learning, making failure safe, waste elimination and helping make the world a better place. There are many opportunities to continue to build upon the innovation for future supply chain success.

Originality/value

The supply chain field is sometimes said to be “historically challenged.” This paper reviews the essence and lessons learned from the assembly line and supply chain design and the leadership principles of Henry Ford and the Ford production system. We also connect leadership principles of the Ford supply chain to those of Ohno and Deming to map out the evolution of the Ford supply chain management approach over multiple decades and into the supply chain body of knowledge. Finally, we reflect upon how supply chain design aspects of the Ford supply chain may need to further evolve into the future. Based upon this reflection we recommend opportunities for further research and innovation that build upon the supply chain management roots provided by Henry Ford.

Details

International Journal of Physical Distribution & Logistics Management, vol. 52 no. 1
Type: Research Article
ISSN: 0960-0035

Keywords

Article
Publication date: 25 October 2019

Remko van Hoek

There is great interest in blockchain in the supply chain yet there is little empirical research to support the consideration of the technology. Ferdows (2018) calls for…

4215

Abstract

Purpose

There is great interest in blockchain in the supply chain yet there is little empirical research to support the consideration of the technology. Ferdows (2018) calls for research aimed at learning from pioneers in the field and Gartner points out that the interest in blockchain holds similarities to the interest surrounding RFID 15 years ago. As a result, there may be opportunities to leverage insights from RFID research to inform the consideration of blockchain. The purpose of this paper is to explore how the Reyes et al. (2016) framework for the implementation of RFID may inform the consideration of blockchain in the supply chain.

Design/methodology/approach

A two-stage approach is used to explore RFID implementation considerations from the Reyes et al. (2016) RFID implementation framework, using an initial exploration of managers interested in blockchain using a focus group and a survey and to more in depth explore three case companies pioneering blockchain.

Findings

Several RFID implementation considerations can inform the consideration of blockchain but there are also differences in considering blockchain. A framework is developed that details considerations found to be relevant by implementation stage.

Originality/value

This paper adds to the limited amount of empirical research on blockchain in the supply chain and advances research beyond the consideration of use cases into the exploration of actual implementation of blockchain in the supply chain. The decision framework developed both leverages and nuances findings from RFID research and can inform managerial decision making. It also adds to research a multi-stage approach to implementation and uncovers rich opportunity to further learn from pioneers.

Details

International Journal of Operations & Production Management, vol. 39 no. 6/7/8
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 3 June 2020

van Hoek Remko

The COVID-19 crisis has caused major supply chain disruptions, and these can be traced back to basic supply chain risks that have previously been well identified in…

21555

Abstract

Purpose

The COVID-19 crisis has caused major supply chain disruptions, and these can be traced back to basic supply chain risks that have previously been well identified in literature. The purpose of this paper is to suggest a pathway for closing the gap between supply chain resilience research and efforts in industry to develop a more resilient supply chain.

Design/methodology/approach

Based upon virtual roundtables with supply chain executives, supplemented with interviews and publicly available datapoints about COVID-19 impact on the supply chain, we explore challenges in industry and suggest opportunity areas where research can support efforts in industry to improve supply chain resilience.

Findings

During the COVID-19 crisis, participating supply chain executives are experiencing textbook supply, demand and control risks in the supply chain. They also observe a lack of preparedness, shortcomings of current response plans and the need for greater supply chain resilience. Focus areas in improving resilience mirror generic recommendations from literature and provide a rich opportunity to reduce the gap between research findings and efforts in industry.

Research limitations/implications

More empirical, event-based and less conceptual research into supply chain resilience has been called for several times during the last two decades. COVID-19 provides a very rich opportunity for researchers to conduct the type of research that has been called for. This research may contribute to the structurally de-risking of supply chains. Areas of research opportunity include decision models for supply chain design that avoid overfocusing on costs only, and that consider the value of flexibility, short response times and multiple sources as well as methods for enriching supplier segmentation and evaluation models to reduce a focus on savings and payment terms only.

Practical implications

Key levers for de-risking the supply chain include the need to balance global sourcing with nearshore and local sourcing, the adoption of multiple sources and a greater utilization of information technology to drive more complete and immediate information availability. Perhaps most importantly, talent management in supply chain management needs to promote a focus not just on costs, but also on resilience as well as on learning from current events to improve decision-making.

Social implications

There is a great opportunity for supply chain managers to grow their contribution to society beyond risk response into the proactive reduction of risks for the future. Researchers can serve society by informing this progress with impactful research.

Originality/value

This article offers initial empirical exploration of supply chain risks experienced in the context of COVID-19 and approaches considered in industry to improve supply chain resilience. Opportunities for empirical, event-based and less conceptual research that has been called for years, are identified. This research can help close the gap between supply chain resilience research and efforts in industry to improve supply chain resilience. Hopefully the research opportunities identified can inspire the flurry of research that can be expected in response to the multiple special issues planned by journals in our field.

Details

International Journal of Operations & Production Management, vol. 40 no. 4
Type: Research Article
ISSN: 0144-3577

Keywords

1 – 10 of 88