Abstract
Drawing upon three strategies of demand-driven supply chain intelligence, this study examines the effects of three factors of demand-driven supply chain intelligence, including customer knowledge management capability, knowledge sharing, and cooperation, on a JIT supply chain, which is operationalized by production planning, sourcing, and logistics. It also assesses the effect of a JIT supply chain on operational performance. Employing path analysis on the data collected from manufacturing firms, this study offers empirical evidence of the pivotal role of demand-driven supply chain intelligence in achieving a JIT supply chain and its resultant performance implications. The theoretical and practical contributions are addressed.
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