2010),"Collaborative supply chain practices and performance: exploring the key role of information quality", SupplyIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information.
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AbstractPurpose -The purpose of this study is to investigate how the use of information technology (IT) and supply chain management initiatives (information sharing and collaboration) impact a company's performance in reverse logistics (RL). Design/methodology/approach -A survey based on a previous exploratory research and literature review was sent out to 600 US companies having substantial activities in RL. Issues addressed in the survey, such as IT types deployed, IT operational attributes, information sharing, and collaboration, involve multiple parties in multi-tier RL networks, extending beyond a simple buyer-supplier dyad. Findings -The results revealed that the type of IT used per se did not have a differential impact on a company's performance in RL. However, IT operational attributes positively affected RL performance and information sharing and collaboration are critical to RL performance. Practical implications -Investment in IT alone cannot improve a company's performance; managers should take full account of IT attributes when deciding IT in RL. IT operational attributes tend to support one another -an improvement in one would lead to improvements in the others. With no exception in RL, companies need to share information and collaborate with their partners. Originality/value -The paper reports an empirical survey of the IT use and collaboration practices in RL, and provides insights into the relationships and impacts of IT, RL operational attributes, information sharing, and collaboration on one another as well as on RL performance.
Purpose -This paper seeks to report a case study that focuses on identifying what may be considered a typical or generic RL process flow as well as the key strategic issues that a firm may use for competitive advantage. Design/methodology/approach -The research involves mainly interviews and plant visits to three companies, all of which manage some RL activities. Findings -Highlighted are what type of RL process flow can be considered as generic, the type of technology innovation and IT a firm needs in order to operate an effective RL system and how these are integrated across the supply chain, the resource commitment (personnel, financial, upper-level management) that a company needs to make to support successful RL efforts, and finally, the values firms derive from RL and the key performance indicators to measure these values for the RL operations. Originality/value -A typical returns flow process is provided that can guide managers efficiently on their RL activities. Strategic activities are also presented that characterize successful practices in the RL industry.
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