Strategic Supply Chain Management Research Articles

Managing Employee Stress:: A Key to the Effectiveness of Strategic Supply Chain Management

Managing Employee Stress:: A Key to the Effectiveness of Strategic Supply Chain Management

Strategic supply chain management issues in the automotive industry: an Australian perspective

The automotive manufacturing industry is an extremely competitive one. Many companies are focusing on their supply chains for sources of competitive advantage. This paper presents the findings of an exploratory study that examined contemporary issues related to supply chains in the Australian automotive manufacturing industry. Data from interviews with managers from vehicle manufacturers, component suppliers, peak industry bodies and government agencies enabled the articulation of 10 key issues. These issues were validated as being relevant to the industry by another group of managers from the industry. Review of these 10 issues showed that the relationships between the parties in supply chains are complex, and despite the success of the industry, there are a number of structural weaknesses. These issues, when taken individually, pose significant risks to the industry. When considered collectively, these risks are magnified several fold. This paper also presents research questions in the form of formal propositions associated with the 10 issues that need to be rigorously tested in order to assess the long-term viability and success of the industry. The issues that are raised can also be relevant to other industries with similar supply chain dynamics.

A system dynamics modeling framework for the strategic supply chain management of food chains

The need for holistic modeling efforts that capture the extended supply chain enterprise at a strategic level has been clearly recognized first by industry and recently by academia. Strategic decision-makers need comprehensive models to guide them in efficient decision-making that increases the profitability of the entire chain. The determination of optimal network configuration, inventory management policies, supply contracts, distribution strategies, supply chain integration, outsourcing and procurement strategies, product design, and information technology are prime examples of strategic decision-making that affect the long-term profitability of the entire supply chain. In this work, we adopt the system dynamics methodology as a modeling and analysis tool to tackle strategic issues for food supply chains. We present guidelines for the methodology and present its development for the strategic modeling of single and multi-echelon supply chains. Consequently, we analyze in depth a key issue of strategic supply chain management, that of long-term capacity planning. Specifically, we examine capacity planning policies for a food supply chain with transient flows due to market parameters/constraints. Finally, we demonstrate the applicability of the developed methodology on a multi-echelon network of a major Greek fast food chain.

The intersection of strategic management and supply chain management

Strategic management and supply chain management (SCM) have overlapping interests, yet there has been little exchange between them. We examine areas of overlap and suggest how insights from each field can complement and support the other. Specifically, several of strategic management's theories and its emphasis on explaining firm profits should be useful to SCM. SCM offers to strategic management a new level of analysis and possibly a new type of organization. Overall, we argue that increased interaction between these important areas will benefit knowledge development in both and thereby enhance organizations' ability to meet their goals.

A general model for extended strategic supply chain management with emphasis on product life cycles including development and recycling

The objective of this paper is to introduce a new perspective of strategic supply chain management to strategic planning. Strategic supply chain management is the long-term part of supply chain management, where the product program and supply chain network are determined. Here the traditional supply chain network of procurement, production, distribution and sales is extended to a product life cycle by the business processes of development and recycling. A general linear mixed integer model is designed considering the business processes of a product life cycle. Goal of this approach is to optimize after-tax profit of a company and to fix the product program and the extended supply chain network. Dynamic aspects are taken into account by the application of a two-step time structure, macro and micro periods, which is well known from general lot-sizing and scheduling optimization models. The main contributions of this new perspective of strategic supply chain management are to permit investment decisions between alternative products and development projects, to compare product life cycles with their development and recycling strategies and to analyze their impact on the supply chain network.

SUPPLIER OBSTRUCTIONISM: THEORETICAL FOUNDATION AND EMPIRICAL VALIDATION.

The article aims to develop the supplier obstructionism construct, drawing upon the strategic management, organization theory, psychology and supply chain management literature, and test its antecedents in a new product development context. Supplier obstructionism is hypothesized to have supplier power, dependence on suppliers, transaction-specific assets, internal uncertainty, external uncertainty and organization as direct antecedents. The relationship between supplier power and supplier obstructionism is based on the punitive capability a supplier has, combined with the assumption of opportunism; the supplier may be more tempted to use its punitive capability as its power increases. The relationship between dependence and supplier obstructionism is based on alternative sources of supply; when there are few, a supplier is more likely to engage in obstructive behavior. External uncertainty can lead to supplier manipulation of the schedule to suit its own needs and inflated estimates of the time it needs to acquire needed capabilities. Internal uncertainty may be related to supplier obstructionism if a supplier abuses the difficulty in ascertaining whether compliance has taken place by intentionally failing to comply. Supplier power is hypothesized to be a direct result of internal uncertainty and dependence on suppliers. Uncertainty increases supplier power; for example, a supplier whose level of compliance is difficult to ascertain has more power. Investment in transaction-specific assets is hypothesized to be a direct result of supplier power, dependence on suppliers and external uncertainty. Asset specificity results from supplier power over the buyer because the investments are sunk costs.

New product developments

Concurrent development activities and strategic supply chain management have become staples of the new product development (NPD) process over the last 15 years. Although this is beneficial, often the advice given comes in a “generic” form, based on the assumption that the similarities among NPD efforts are more important than the differences between them. However, variation in the radicalness of projects can make a significant difference in the way that they should be managed. This paper explores the processes associated with the development of radical new products. Based on interviews with project managers and engineers in the United States and Japan, this paper puts forth three propositions, which we summarize in a model aimed to help managers decide whether the “degree of radicalness” of the product may require changes in the organization's NPD process.

A quantitative analysis of relationships between product types and supply chain strategies

Supply chain management has been given so much attention that various technologies and concepts have been applied to improving and optimising supply chain performance. However, failures in supply chain management are still not uncommon in today's industries. One important reason is the failure to sort different products into categories related to appropriate supply chain management strategies. Qualitative analyses on the characteristics of products and their impacts on supply chain performance have been reported in the literature. Whereas quantitative analysis of matching products to supply chain strategies has so far not been sufficient to assist decision-making significantly in supply chain management. This paper is focused on a quantitative analysis to match types of products to supply chains based on a mathematical model. Using a multiple objective optimisation model, a sensitivity analysis has been conducted to detect variance of performance in relation to three typical supply chain strategies (manufacturing to order, manufacturing from stocks and manufacturing to stocks), and based on different product characteristics (value-adding and demand uncertainty). The model is particularly designed for evaluating performance of supply chain strategies with the product characteristics mentioned above. The analytic results disclosed some quantitative relationships between the performance of the supply chain strategies and product attributes, which could provide assistance to decision making on operational and strategic supply chain management.

Information and communication technology driven business transformation — a call for research

Information and communication technologies are in the process of transforming the way business is conducted in a large number of industries. The impact of this change is not well understood. This paper develops a research agenda that helps to investigate the implications of information and communication technology on selected management fields. In particular, the implications are investigated for strategic management, demand and supply chain management, logistics, organization and leadership, and management education. The research agenda is developed by first identifying impacts of information and communication technologies in the domains discussed. From these impacts, research needs are derived.

Concurrent development and strategic outsourcing: Do the rules change in breakthrough innovation?

Concurrent development activities and strategic supply chain management have become staples of the new product development (NPD) process over the last 15 years. Although this is beneficial, often the advice given comes in a “generic” form, based on the assumption that the similarities among NPD efforts are more important than the differences between them. However, variation in the radicalness of projects can make a significant difference in the way that they should be managed. This paper explores the processes associated with the development of radical new products. Based on interviews with project managers and engineers in the United States and Japan, this paper puts forth three propositions, which we summarize in a model aimed to help managers decide whether the “degree of radicalness” of the product may require changes in the organization's NPD process.

The real world and virtual worlds

Discusses some of the limitations of virtual reality (VR) with reference to socio‐technical systems ‐ the interaction of people with technology. Argues that VR has potential applications but that these applications may prove to be more limited than some proponents would suggest. Points to a significant opportunity for VR technology to be used in strategic partnership marketing and supply chain management.

Carrier involvement in buyer‐supplier strategic partnerships

Refers to the recent trend to utilize strategic alliances and partnerships for securing both goods and services. Additionally, the supply chain management concept is gaining more acceptance as a method of sustaining a competitive advantage in global markets. Although the literature explores strategic partnerships within both the buyer and supplier context and the shipper and logistics context, there has been little attempt to link these relationships in order to explore multi‐firm interactions. Examines existing buyer‐supplier strategic partnerships and the role of carriers used to transport the particular items sourced within these partnerships through an in‐depth case study methodology of firms engaged in identifiable three‐party relationships. There are two primary objectives of this research: to assess the carriers’ perceived importance and degree of participation within the buyer‐supplier partnerships; and to explore further the relationship between strategic partnerships and supply chain management by presenting more detailed information from firms involved in three‐way relationships. Of interest to carriers, manufacturers, purchasers and academics.

Carrier involvement in buyer‐supplier strategic partnerships

Refers to the recent trend to utilize strategic alliances and partnerships for securing both goods and services. Additionally, the supply chain management concept is gaining more acceptance as a method of sustaining a competitive advantage in global markets. Although the literature explores strategic partnerships within both the buyer and supplier context and the shipper and logistics context, there has been little attempt to link these relationships in order to explore multi‐firm interactions. Examines existing buyer‐supplier strategic partnerships and the role of carriers used to transport the particular items sourced within these partnerships through an in‐depth case study methodology of firms engaged in identifiable three‐party relationships. There are two primary objectives of this research: to assess the carriers’ perceived importance and degree of participation within the buyer‐supplier partnerships; and to explore further the relationship between strategic partnerships and supply chain management by presenting more detailed information from firms involved in three‐way relationships. Of interest to carriers, manufacturers, purchasers and academics.