Antecedents for the adoption and execution of supply chain management

Abstract

PurposeThe purpose of this paper is to develop a conceptual model that includes drivers of supply chain management (SCM) adoption and execution identified in the literature, provide a set of measurement scales that operationalise constructs within this model, empirically verify a hierarchical order of antecedents that affects the adoption and execution of SCM, and assist management by providing a focus on those SCM conditions and processes that need to be prioritised to increase successful SCM adoption and execution.Design/methodology/approachThe conceptual model is tested empirically through a survey of 174 senior supply chain managers representing the biggest organisations within a central European country.FindingsUsing structural equation modelling the hypothesised hierarchical order of three proposed antecedents is verified: “internal SCM conditions”, that affect “joint or external SCM conditions”, which in turn influence collaborative “SCM‐related processes”. Firms that adopt these steps should enjoy a rigorous and appropriate road to the full execution of SCM.Research limitations/implicationsThe survey results reflect the views of large organisations in a country‐specific supply chain setting.Practical implicationsThe findings provide a hierarchical focus for financial, personnel and management initiatives to increase integration within a supply chain and improve competitiveness.Originality/valueThe major contribution of this paper is that it provides empirical proof of the antecedents that affect the adoption and execution of SCM.