Abstract
PurposeThis paper analyses the way that the industry's competitive environment and the company's strategy influence the implementation of the supply chain's (SC’s) triple-A capabilities (agility, adaptability and alignment). Two competitive environment variables are analysed: competitive intensity of the industry and complexity of the SC. Two opposing competitive strategies are also considered: cost and differentiation.Design/methodology/approachThe hypotheses have been tested using data gathered via a questionnaire given to 277 Spanish manufacturing companies, and structural equation modelling has been used for the analysis.FindingsThe results show that competitive intensity is the most influential factor followed by business strategy. SC complexity does not seem to affect agility. Moreover, although the competitive environment variables affect the business strategy, the latter has no mediating effects between the competitive environment and SC agility, adaptability and alignment capabilities.Originality/valueThis study presents new insights into the environmental and strategic drivers linked to the implementation of SC agility, adaptability and alignment capabilities and offers guidelines to managers involved in SC management.
Highlights
The recently revitalised (Lee, 2021) triple-A supply chain (SC) conceptual framework developed by Lee (2004) emphasises the importance of orchestrating the agility, adaptability and alignment© Pedro Garrido-Vega, Macarena Sacristan-Dıaz, Jose Moyano-Fuentes and Rafaela Alfalla-Luque
Convergent validity at the construct level is measured by average variance extracted (AVE), which is above 0.50 in all the constructs except for business strategy, which is very close to this value
This study, responds to the calls for further research focused on the drivers of the triple-A SC (Feizabadi et al, 2019); more contingency-based research to evaluate the fit between the environment, strategies and practices in the SC management (SCM) context (Sousa and Voss, 2008); and, from the dynamic capabilities view (DCV), to analyse both the external and internal contextual factors on which the validity and effectiveness of the organisational capabilities might depend (Barreto, 2010)
Summary
The recently revitalised (Lee, 2021) triple-A supply chain (SC) conceptual framework developed by Lee (2004) emphasises the importance of orchestrating the agility, adaptability and alignment© Pedro Garrido-Vega, Macarena Sacristan-Dıaz, Jose Moyano-Fuentes and Rafaela Alfalla-Luque. The recently revitalised (Lee, 2021) triple-A supply chain (SC) conceptual framework developed by Lee (2004) emphasises the importance of orchestrating the agility, adaptability and alignment. European Journal of Management and Business Economics
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