Components of supply chain practices: an empirical study and implications for new international ventures

Abstract

This paper identifies the key components of operations management in the 21st century. These components are used to develop a conceptual model that consists of four constructs: operations practices, operations concerns, system capability, and organisational performance. Using data collected from Hong Kong, the paper shows that operations concerns are significantly correlated with operations practice, which influences operations system’s efficiency and effectiveness. The data further showed that operations concerns are associated with system capabilities. Operations concerns have positive impacts on business performances. Operations practices and system capabilities are also positively correlated. The presence or absence of three major operations initiatives: Six Sigma, ERP, and supplier partnership are identified. The results show that firms with different strategic intents, unique set of action plans and foci, are more efficient and effective. The empirical results could be used to improve operations strategy. The outcomes of the study are also important for new international ventures or international entrepreneurship as they prepare to take on the global market.