Supply Chain Quality Integration Research Articles

Does social capital affect supply chain performance? Establishing an underlying mechanism and a boundary condition

PurposeThis study examines the direct and indirect effects of social capital on supply chain performance via supply chain quality integration (SCQI), which refers to integrating supply chain partners from the perspective of quality management. It also examines the moderating role of environmental uncertainty in the link between social capital and SCQI and determines the conditional indirect effect of social capital on supply chain performance via SCQI.Design/methodology/approachData were collected using a time-lagged research design through a self-administered survey of supply chain professionals in manufacturing firms in Pakistan. Hayes’ PROCESS Macro was used to test the hypotheses.FindingsThe results show a positive relationship between social capital and supply chain performance. SCQI partially mediates the relationship between social capital and supply chain performance. Environmental uncertainty significantly moderates that relationship in such a way that firms that operate under high environmental uncertainty are more likely to use their social capital to develop SCQI than firms that operate under low environmental uncertainty.Practical implicationsThe study has practical implications for managers who seek to implement SCQI practices using social capital. Leveraging social capital across the supply chain fosters strong connections and a quality-oriented approach across the supply chain, and improves overall performance. Managers can use the power of social capital to navigate environmental uncertainty.Originality/valueThis study’s originality lies in its drawing on the dynamic capability theory and contingency theory and integrating the dispersed scholarly work on social capital, SCQI, and supply chain performance under the boundary condition of environmental uncertainty.

The influence of supply chain quality integration on operational performance through innovation quality integration

Sanitary and product manufacturing companies' care in Indonesia is increasingly challenging to carry out production due to limitations caused by the lockdown during the pandemic. The conditions demanded very high and required fast distribution mobility. The company maintains product quality by established standards according to specifications, but the production process time is limited. To maintain product quality, companies must retain supply chain quality integration and innovation quality integration to support Operational Performance. The research uses manufacturing companies focusing on plastic companies with bottle and tube production related to supply packaging health protocol products. Analysis to answer the research hypothesis uses the software SmartPLS. The study results found that internal supply chain quality integration by integrated manufacturing processes positively and significantly affects supplier and customer quality integration. Supply chain integration, which consists of supplier quality integration, internal quality integration, and customer quality integration, impacts increasing product innovation and the number of new products. Supply chain quality integration and innovation quality integration directly influence operation performance. This research enlightens company managers on improving internal capabilities and establishing synergy with suppliers and customers to create innovation, aiming to increase operational performance to compete with the global market and face market fluctuations. Research makes a theoretical contribution to quality development and supply chain integration.

The impact of SCM integration on business performance through information sharing, quality integration and innovation system

Integration with external supply chain partners can reduce the risk of process and product development disruptions. Hence, the companies should anticipate and prepare for any risk that could emerge in the supply chain network. This study aims to analyze the role of supply chain integration, information sharing, supply chain quality integration, and innovation systems in improving business performance in the manufacturing industry. The study surveyed manufacturing companies located in East Java, as many as 258 companies. Data was collected using questionnaires designed with a five-point Likert scale and distributed through Google Forms and company visits. 222 questionnaires were distributed through Google Forms, and 36 were distributed during company visits. The smartPLS software version 4.0 was used for descriptive analysis and hypothesis testing. The results showed that supply chain integration positively impacts information sharing, quality integration, and innovation systems. Information sharing significantly supports the implementation of quality integration and innovation systems. However, quality integration does not affect the innovation system. Likewise, innovation systems have no impact on improving business performance. Many manufacturing companies in East Java had not done innovation systems appropriately after the COVID-19 disruption as the company still focused on current processes and products to maintain company sustainability. Furthermore, information sharing, and supply chain quality integration significantly improve business performance. The results of this study could contribute to managers building close partnerships with external parties to maintain the quality of processes and products. Business owners must also consider using the latest technology for process and product innovation. These findings enrich the current supply chain management theory, particularly with quality integration and innovation systems.

The effect of relational investments on supply chain quality integration: protection or constraint of legal bonds?

PurposeThis study examines the effect of relational investments (e.g. supplier involvement and commitment, customer involvement and commitment) on supply chain quality integration (e.g. supplier and customer quality integration), which leads to financial performance. Moreover, the authors explore the moderating effects of legal bonds on the relationship between relational investments and supply chain quality integration.Design/methodology/approachA survey study of manufacturing firms is presented to illustrate the conceptual model. The authors use the data from 213 manufacturing firms to test the hypotheses by structural equation modeling.FindingsThe results show that supplier and customer quality integration are positively related to financial performance. Supplier involvement and commitment are positively related to supplier quality integration. Customer involvement is positively related to customer quality integration, but customer commitment is not significantly related to customer quality integration. Additionally, on the supplier side, legal bonds negatively moderate the relationship between supplier involvement and supplier quality integration but positively moderate the relationship between supplier commitment and supplier quality integration. On the customer side, legal bonds do not moderate the relationship between customer involvement and customer quality integration, but negatively moderate the relationship between customer commitment and customer quality integration.Originality/valueThis study provides novel insights into supply chain quality management from relational perspectives, as well as the contingent role of legal bonds between them.

The impact of supply chain quality integration on a firm’s sustainable performance

PurposeThe objective of this paper is to investigate the effect of supply chain quality integration (SCQI) and green supply chain practices and their impact on the Triple bottom line (TBL) in driving sustainability performance.Design/methodology/approachStructural equation modeling of partial least squares was used to study the relationships between SCQI and green supply chain practices (GSCPs) in driving sustainable performance and is empirically tested using data from 167 manufacturing firms.FindingsThis study reveals that supply chain quality integration (SCQI) enhances the green purchasing activity as well as the implementation of internal environmental management (IEM) of the firm. However, IEM is a crucial factor that contributes to sustainability performance.Originality/valueThis study is one of the few relevant researches that would benefit manufacturing organizations to further improve their triple bottom line by integrating supply chain quality with green practices.

Supply Chain Quality Integration in Manufacturing Firms: Examining the Role of Intellectual Capital and Absorptive Capacity In a Developing Economy

This paper explores the direct relationship between intellectual capital and supply chain quality integration (SCQI). Furthermore, the indirect effect of intellectual capital through absorptive capacity is also explored. Based on the resource-based view, dynamic capabilities perspective and relational view, a theoretical model developed from the extant literature was empirically validated through a cross-sectional survey of 101 manufacturing firms in Uganda. The data were analysed by using correlations and regressions. The findings revealed that intellectual capital has a positive and significant effect on absorptive capacity – absorptive capacity also positively and significantly influences SCQI. Moreover, intellectual capital significantly influences SCQI both directly and indirectly through the partial mediation of absorptive capacity. The fundamental novelty of this article is contribution to the limited empirical studies on SCQI and its antecedents by incorporating the three components of intellectual capital besides unveiling empirical evidence confirming the partial mediating role of absorptive capacity in the intellectual capital- SCQI relationship in manufacturing firms in a developing country context.

Relationship between Green Supply Chain Management, Supply Chain Quality Integration, and Environmental Performance

This study aims to investigate the relationship between green supply chain management and supply chain quality integration on environmental performance. A quantitative approach was adopted for this study; a multi-item measurement scale was adapted from previous studies to collect primary data—the total number of 212 responses from supply chain professionals were collected. Descriptive analysis along with the correlation examination was utilized to test the hypothesis. It was observed that all the hypotheses (H1, H2, H3, and H4) were supported. Customer green purchasing, green customer cooperation, supplier quality integration, and customer quality integration were found significantly related to the environmental performance. So the study concluded that implementing green supply chain management practices in the firm is beneficial and it enhances the firm's environmental performance. This detailed research analysis will play an active role for the supply chain executives in taking effective decisions that will ultimately enhance environmental performance. This research study will facilitate the managers and all decision makers by providing directions and guidance for improving the level of performance of the environment.

The impact of supply chain quality leadership on supply chain quality integration and quality performance

PurposeAs quality issues become more prominent in supply chain (SC) management, understanding the factors driving SC quality integration (SCIQ) and quality performance has become increasingly important, shifting the focus of quality management to firms in SCs. This study aims to examine the role of SC quality leadership (SCQL) in facilitating SCIQ and its direct and indirect relationship with quality performance.Design/methodology/approachData on 400 Chinese manufacturing firms were collected using survey questionnaires. The hypothesised relationships between SCQL, SCIQ and quality performance were tested using structural equation modeling in AMOS 22.0.FindingsEmpirical results show that SCQL has a positive and significant effect on quality performance and all three dimensions of SCIQ: supplier quality integration, internal quality integration and customer quality integration. The results also show that SCIQ mediates the relationship between SCQL and quality performance.Practical implicationsExecutives should develop SCQL to improve SCIQ in their SCs and ultimately improve quality performance. In particular, nurturing SQI can potentially lead to unique capabilities, relative to competitors. They should be aware of their important role in integrating and coordinating between functional units within the firm and between SC members.Originality/valueThis study enriches the SCM literature by identifying SCQL as a new and significant antecedent of SCIQ in manufacturing firms. It contributes to the SC leadership literature by conceptualizing both the quality and social responsibility aspects of SC leadership, conceptualizing SCQL at the firm level and positioning SCIQ as a mediator between SCQL and quality performance.

Global supply chain quality integration strategies and the case of the Boeing 787 Dreamliner development

Managing the quality of global supply chains is critical for the success of global companies. Quality disseminates through the supply chains. Supply chain quality integration facilitates each company to use its main expertise which can lead to higher quality and cost reductions. Digital audits enhance the possibilities to ensure the production quality at the suppliers. A global supply chain quality integration is illustrated through the case of the Boeing 787 Dreamliner development. The development process was a major challenge for Boeing because not only several innovations were introduced in the 787 plane, but the supply chain quality integration reached new levels for the company. The 787-program had process, management, labor, and demand risks. The first 787 plane was delivered three years later than planned and the budget was exceeded by 10 billion USD. To solve the issues, Boeing created the Production Integration Center. It sent engineers and production workers to its suppliers in several countries of the world to smooth the supply chain quality integration. Boeing supported its suppliers with its knowledge. Onsite cameras were used as digital audits. The Production Integration Center intervened when it estimated delays in the shipments. Boeing successfully solved the issues, but they cost the company a lot. Examining this supply chain restructuring case can help supply chain managers to diagnose and overcome issues in supply chain quality integrations.

Does supply chain quality integration guarantee ambidexterity? Contingency and configuration perspectives on their relationships

While researchers have thoroughly investigated the impact of supply chain quality integration (SCQI) on competitive performance, they have paid less attention to its possible effects on a firm’s capabilities to reconfigure resources to adapt to environmental changes. Using data from 239 Spanish organic agro-food firms, we studied the relationships between SCQI dimensions and organisational ambidexterity from both contingency and configuration perspectives. In the contingency approach, a structural equation model was used to study the effect of individual SCQI dimensions on ambidexterity. In contrast, in the configuration perspective, cluster analysis and analysis of variance were used to investigate the relationship between SCQI patterns and ambidexterity. The contingency approach´s findings suggest that only internal quality integration has a positive direct impact on ambidexterity. The configuration approach complements such outcomes by revealing that only a high and balanced level of all the three SCQI dimensions (i.e. internal-, supplier- and customer-quality integration) guarantees significantly higher levels of ambidexterity. This paper provides a deeper understanding of the impact of SCQI on the firm's ambidexterity capability, and the findings offer managers of the organic agro-food industry some guidelines to develop an ambidexterity capability through SCQI to compete with the traditional agro-food players.

The Effect of Supply Chain Quality Integration on Supply Chain Management Practice to Achieve Supply Chain Performance

In manufacturing company, quality of product could become their competitive advantage to compete in the market. To achieve good quality of products and activities, company need to have system or strategy to manage their supply chain activity and make it more effective and efficient flow of production and improve the quality of information sharing, production time, and products, so the company can improve their performance. This study conducted to find out the mediating effect of supply chain quality integration on supply chain management practices to achieve performance. Researcher was using PLS Structural Equation Modelling (PLS-SEM) to analyze data. The sample of this research was consumer goods manufacturing in Indonesia and using primary data with questionnaire as data collection method. After analysis using PLS-SEM, researcher was found that supply chain management practices affect operational performance; and supply chain quality integration has mediating effect on the effect of supply chain management practices on operational performance of company.

The impact of supply chain quality integration on green supply chain management and environmental performance in Vietnam’s tourism industries

The impact of supply chain quality integration on green supply chain management and environmental performance in Vietnam’s tourism industries

The role of absorptive capacity within supply chain quality integration

PurposeThere is a consensus suggesting that the theoretical underpinning associated with supply chain quality management practices remain evolutionary to current thinking. Therefore, this study aims to explore how absorptive capacity (AC) supports supply chain quality integration (SCQI) by building product and process quality within a supply chain (SC).Design/methodology/approachA comparative case study of global pharmaceutical manufacturers in a developing market was undertaken. A two-round qualitative research method was designed to collect data through 54 semi-structured interviews with pharmaceutical managers and senior managers.FindingsThe results demonstrate that AC is essential to the development of SCQI because of its ability to use valuable strategic and operational knowledge, which is important when improving consistent internal product and process quality, along with establishing a robust SC design. The authors found that AC enables companies to design their quality and continuously improve their products and processes among their SC members.Research limitations/implicationsThe authors acknowledge that these sets of findings are difficult to generalise to other sectors, however, the authors are confident that they can be extrapolated to other companies in the pharmaceutical industry.Practical implicationsThe study develops a framework to support practitioners and decision makers to leverage their AC towards facilitating their SCQI practices.Originality/valueThis study explains the role of the AC process in relation to SCQI practices, in the context of the pharmaceutical SC. The study profiles the characteristics of dynamic capabilities to increase the companies’ competencies, processes and resources.

Performance measurement for supply chain management and quality management integration

Purpose The purpose of this paper is to present a conceptual framework for performance measurement (PM) for the integration of supply chain management (SCM) and quality management (QM). Design/methodology/approach A systematic literature review on SCM and QM was conducted to develop key performance measures related to six areas of integration between QM and SCM: leadership; continuous improvement and innovation; sustainability performance; stakeholders; information system; and management and strategic planning. Findings Supported by the literature concerning to supply chain quality management (SCQM) integration, a set of nine propositions about performance measures, that contribute to the integration of SCQM, were developed. Originality/value This study contributes to QM practices within a supply chain environment from an integrated perspective. Additionally, the propositions have significant implications from both managerial and theoretical perspectives. This study also extends the concept of supply chain quality integration by focusing on key aspects of PM that may help to improve the overall performance of the supply chain.

Supply chain quality integration: relational antecedents and operational consequences

PurposeThis paper aims to examine the impacts of relational capital on supply chain quality integration (SCQI) and operational performance from the holistic perspective of the entire supply chain.Design/methodology/approachStructural equation modeling with LISREL was used to test the conceptual model based on data collected from 308 companies in China.FindingsThe results indicate that with the exception of internal relational capital not having a significant impact on customer quality integration, supplier, internal and customer relational capital have positive impacts on supplier, internal and customer quality integration, which consequently improve operational performance. The results also show that internal relational capital has positive impacts on supplier and customer relational capital, and internal quality integration has positive impacts on supplier and customer quality integration.Practical implicationsThe results provide important managerial insights for the improvement of operational performance through the development of relational capital and the implementation of SCQI practices throughout the supply chain.Originality/valueThe authors contribute to the relational capital and supply chain quality management literature by exploring the effectiveness of relational capital in improving SCQI and operational performance from the holistic perspective of the entire supply chain. The findings enrich the knowledge of SCQI management from the perspective of relational capital.

The impact of supply chain quality integration on green supply chain management and environmental performance

This study develops a model to investigate the relationships between supply chain quality integration (SCQI) (supplier quality integration and customer quality integration), green supply chain management (GSCM) (green purchasing and customer green cooperation) and environmental performance. The model is empirically tested using data collected from 308 manufacturing companies in China. We find that supplier and customer quality integration have positive impact on green purchasing and customer green cooperation, which improve environmental performance. Supplier and customer quality integration also influence environmental performance indirectly through green purchasing and customer green cooperation. The results provide insights into the mechanisms through which SCQI influences environmental performance, and clarify the complex relationships between SCQI and GSCM, contributing to the quality management and green management literature and practices.

Linking supply chain quality integration with mass customization and product modularity

Supply chain quality management has received increasing attention from researchers and practitioners in recent years. However, the knowledge about the effects of a manufacturer's design and production capabilities on supply chain quality management is limited. In this study, we propose a model to investigate the effects of mass customization and product modularity on supply chain quality integration (i.e. internal, supplier, and customer quality integration) and the impact of supply chain quality integration on competitive performance. We use data collected from 317 global manufacturers to empirically test the conceptual model. The results show that mass customization and product modularity directly improve internal quality integration, and product modularity also improves internal quality integration indirectly through mass customization. Product modularity improves supplier quality integration directly, and both mass customization and product modularity improve supplier quality integration indirectly through internal quality integration. Mass customization improves customer quality integration both directly and indirectly through internal quality integration, and product modularity improves customer quality integration indirectly through mass customization and internal quality integration. We also find that supplier quality integration directly enhances competitive performance, and internal quality integration enhances competitive performance both directly and indirectly through supplier quality integration. Our findings contribute to production and quality management literature and practices.

Supply chain quality integration: A taxonomy perspective

Quality management has received increasing attention in supply chain management. The concept of supply chain quality integration (SCQI) is used to explain how a focal manufacturer integrates with its upstream suppliers and downstream customers for quality improvement. Although the contingent effects of SCQI on quality-related performance have been studied, SCQI patterns and their relationships with performance remain unknown. Using data collected from 317 manufacturers across 10 countries, this study adopts a configuration approach to identify SCQI patterns and their relationships with quality-related performance. Five SCQI patterns composed of different levels of supplier, internal, and customer quality integration are identified. We describe these SCQI patterns in terms of the strength and balance of manufacturers’ quality integration. The ANOVA results show that quality-related performance varies according to different SCQI patterns. Interestingly, product quality is not distinguishable across SCQI patterns. Delivery performance is improved in patterns with a high level of balance of quality integration. The cost of quality is lower in patterns with a high level of customer quality integration. Flexibility is achieved in patterns with high balance and strength of quality integration. This study contributes to the supply chain management and quality management literature, and provides suggestions for managers to adopt different SCQI configurations to improve different types of quality-related performance.

Supply Chain Quality Integration: Antecedents and Consequences

This study extends quality management from an individual company perspective to a supply chain perspective. We propose a concept of supply chain quality integration (SCQI) that consists of internal, supplier, and customer integration for quality improvement, and develop a model that specifies the relationships among competitive hostility, the organization-wide approach to quality, three types of SCQI, and quality-related performance. We test the model using data collected from 291 high-performance manufacturing plants from ten countries. The results indicate that competitive hostility has a positive effect on the organization-wide approach to quality, and that both have positive effects on SCQI. In addition, internal quality integration significantly enhances external quality integration with both suppliers and customers. Further, internal quality integration significantly improves all quality-related performance (i.e., product quality, cost, delivery, and flexibility), and both supplier and customer quality integration significantly improve cost performance. Whereas customer quality integration significantly improves delivery performance and supplier quality integration significantly improves quality performance, only internal quality integration can improve flexibility performance. The findings reveal how different types of SCQI are related to quality-related performance and highlight internal quality integration as a core strategic resource for quality improvement. As such, they provide important managerial insights for supply chain quality managers to improve quality-related performance.