Implementation Of Supply Chain Strategy Research Articles

Impact of e-integration on ambidextrous innovation in supply chain: the mediation and suppression effect of supply chain strategy implementation

Impact of e-integration on ambidextrous innovation in supply chain: the mediation and suppression effect of supply chain strategy implementation

The Humanitarian Supply Chain Practices in Malaysia

Humanitarian supply chain performance (HSCP) derived supportive actions Ensure the implementation of supply chain strategies that help achieve supply chain management objectives. Despite the frequent occurrence of disasters and their huge impact, humanitarian organizations today are still under constant pressure to improve their performance. Based on this need, this research aims to test humanitarian supply chain practices applicable to humanitarian supply chain performance. By adopting humanitarian supply chain practices, it will enable humanitarian supply chain organizations to evaluate and improve humanitarian supply chain performance. This concept paper will discuss the impact of humanitarian supply chain practices, namely the visibility, agility, and utilization of information technology (IT), which in turn attracts a series of improvements to improve humanitarian supply chain performance. Furthermore, the proposed framework is practical in any setting because it is an integral result of previous literature and research. Quantitative survey methods will be used. Research in these areas will provide insights for humanitarian supply chain organizations facing similar problems in other settings.

Extending lean management along the supply chain: impact on efficiency

PurposeThe purpose of this paper is to investigate the contribution to improving the efficiency of the focal firm made by lean management at the internal and supply chain levels.Design/methodology/approachAn empirical study was conducted of 285 Spanish focal companies from industrial sectors that occupy an intermediate position in the supply chain. The data gathering method consisted of a telephone survey using computer-assisted telephone interviewing. A structural equation was used to test the hypotheses.FindingsThe results indicate that there is an improvement in efficiency of the focal firm when lean management extends throughout the supply chain, in line with the resource-based theory and integrated supply chain management. In addition, lean management at the internal level is observed to impact positively on the focal firm's efficiency only when it contributes to enhancing the implementation of lean supply chain management.Practical implicationsTo achieve the best operational performance derived from lean management, managers should pay attention to the transfer to their supply chain members of knowledge, competencies and cultural change linked to the level of internal lean implementation of the focal firm. Moreover, this paper provides a way to assess the operational aspects of lean supply chain strategy implementation and lean supply chain planning.Originality/valueThis study uses a holistic focus on lean supply chain management, to which it applies a validated instrument. It underlines that lean on the internal level should be complemented with lean on the supply chain level to provide a better understanding of the drivers of the efficiency of the focal firm.

Development and validation of a lean supply chain management measurement instrument

It is widely argued that to be competitive, a company not only needs to focus on internal aspects but on the entire supply chain. Lean supply chain management has become a means of enhancing competitiveness by improving efficiency and increasing flexibility at all stages of the supply chain. This research develops and validates a lean supply chain management measurement instrument. A two-phase approach is used for scale development and refinement. In the first phase, a literature review is conducted to identify definitions of lean supply chain management and agile supply chain management and their corresponding measurement items. In the second phase, the lean supply chain management measurement instrument is validated using survey data based on scales developed in the first phase by 59 scholars with experience in lean management and/or supply chain management. The results provide a structured and comprehensive measure of lean supply chain management indicating that there are two differentiated dimensions in the measurement instrument: one related to the operational aspects of lean supply chain strategy implementation and the second related to lean supply chain planning.

The implementation of supply chain management theory in practice: an empirical investigation

Purpose – The purpose of the research described in this paper is to disentangle the rhetoric from the reality in relation to supply chain management (SCM) adoption in practice. There is significant evidence of a divergence between theory and practice in the field of SCM. Design/methodology/approach – Based on a review of extant theory, the authors posit a new definitional construct for SCM – the Four Fundamentals – and investigated four research questions (RQs) that emerged from the theoretical review. The empirical work comprised three main phases: focussed interviews, focus groups and a questionnaire survey. Each phase used the authors’ definitional construct as its basis. While the context of the paper’s empirical work is Ireland, the insights and results are generalisable to other geographical contexts. Findings – The data collected during the various stages of the empirical research supported the essence of the definitional construct and allowed it to be further developed and refined. In addition, the findings suggest that, while levels of SCM understanding are generally quite high, there is room for improvement in relation to how this understanding is translated into practice. Research limitations/implications – Expansion of the research design to incorporate case studies, grounded theory and action research has the potential to generate new SCM theory that builds on the Four Fundamentals construct, thus facilitating a deeper and richer understanding of SCM phenomena. The use of longitudinal studies would enable a barometer of progress to be developed over time. Practical implications – The authors’ definitional construct supports improvement in the cohesion of SCM practices, thereby promoting the effective implementation of supply chain strategies. A number of critical success factors and/or barriers to implementation of SCM theory in practice are identified, as are a number of practical measures that could be implemented at policy/supply chain/firm level to improve the level of effective SCM adoption. Originality/value – The authors’ robust definitional construct supports a more cohesive approach to the development of a unified theory of SCM. In addition to a profile of SCM understanding and adoption by firms in Ireland, the related critical success factors and/or inhibitors to success, as well as possible interventions, are identified.

Enabler to Successful Implementation of Lean Supply Chain in a Book Publisher

The intense business competition nowadays forces many industries to be able to perform their activities more efficient compare to their competitors. If at the past the competition is between the company and its competitor, however this paradigm is now changing. The competition is now longer between the company and its competitor but the competition is between a company's supply chain and its competitor's supply chain. Managing a supply chain require the knowledge of what key success variables for the implementation of supply chain strategy. One of supply chain strategy is lean supply chain strategy. The lean strategy concept matches with the company that has characteristics such as producing with high volume but less variety of products. CV. Andi Offset as a book publisher and offset company is also trying to apply the lean supply chain strategy to manage all activities in their supply chain. However key success variables of implementation lean supply chain have not been studied yet. The research in this paper is trying to use the Interpretive Structural Modeling (ISM) method to identify the hierarchy variables that affect the successful implementation of lean supply chain in CV. Andi Offset. The results show us that there are 10 success variables of implementing lean supply chain strategy. In addition, relationships among these variables are identified. ISM model shows that advanced in the use of IT and change management variables are the major key success variables of the successful implementation of lean supply chain in CV. Andi Offset.

CRITICAL ATTRIBUTES ON SUPPLY CHAIN STRATEGY IMPLEMENTATION: CASE STUDY IN EUROPE AND ASIA

Abstract This case study research aims to compare the performance of the implementation of supply chain management (SCM) strategies within Asian and European Companies. The case study measures company’s opinions of supply chain strategy implementation through utilization of Sense and Response methodology. Critical Factor Index (CFI), Balanced Critical Factor Index (BCFI) and Scaled Critical Factor Index (SCFI) are used in this study to represent the result of comparison between European and Asian companies. From the analysis of comparison of all Sense and Response models, it can be concluded that there are differences and similarities of critical attributes that affecting supply chain strategy implementation in Asian and European companies. There are two attributes that have consistent trend for both regions; innovation and organization structure. In this research the analysis of supply chain strategy implementation was made for the needs of manufacturing industry. Suggestions for future research are multiple case studies in different industry areas in global business environment. The results provide a guideline to the company to measure the right attributes for making the right decision in a dynamic environment. It also provides good knowledge for companies to implement supply chain strategies, the main approaches to implement it and the main challenges in supply chain strategy implementation. Supply chain strategy implementation was analyzed in the European and Asian companies. This research shows that there are several developing areas for companies when implementing supply chain strategies.

THE IMPACT OF SUPPLY CHAIN FIT ON FIRM PERFORMANCE.

The article quantifies the impact of the successful implementation of supply chain strategies on a firm's financial success. Supply chain fit is defined as the strategic consistencies between a product's demand aspects and its underlying supply chain design. Guidelines are discussed under which companies will be able to develop their own models for supply chain excellence and get rid of efficiencies caused by lack of supply chain fit. A firm's financial success is measured in terms of return on capital employed (ROCE), return on assets (ROA), sales growth, and earnings before interest and tax (EBIT) margin.

Exploring the association between fairness and organisational outcomes in supply chain relationships

PurposeThe purpose of this paper is to present a conceptual model of fairness applicable to buyer‐ supplier relationships within supply chains in order to generate a new line of empirical research within supply chain management (SCM).Design/methodology/approachThe paper presents a literature review on organisational justice drawn from the psychology discipline. Fairness within collaborative and long‐term buyer‐supplier relationships is discussed and conceptualised. A number of propositions are presented applicable to buyer supplier relationships within supply chains, given that successful implementation of supply chain strategies depends upon the actions and reactions of individuals across functions, both within and between organisations.FindingsSome of the assumptions made in the traditional intra‐organisational setting are challenged. A conceptual model of fairness applicable to buyer‐supplier relationships is developed, and supply chain moderating factors that may impact on perceptions of justice, and possible desired organisational as well as supply chain outcomes are identified.Originality/valueSpecifically, a contribution is made to the gaps in the SCM literature on the social implications of SCM by developing a behavioural theoretical approach. Solutions to operational measurement difficulties are offered, together with implications for practising managers to consider when managing supply chain relationships. Opportunities and difficulties for future empirical research are also identified.