A guide for supply chain integration in SMEs

Supply chain management resources, capabilities and execution

“…The study also shows how these management capabilities, in terms of the ability to adopt inter-organisational processes, leverage the impact of resources, which confirms Lambert, García-Dastugue, and Croxton (2005) and Paulraj, Chen, and Lado (2012). This finding, in line with those of Gadde, Hjelmgren, and Skarp (2012) and Palomero and Chalmeta (2012), calls for the joint development of resources, for example by means of facilitating collaborative processes.…”

“…Internal SCM resources comprise human and financial resources as well as 'soft factors' such as mutual organisational understanding, trust and commitment (Mentzer et al 2001;Olhager 2002;Hsuan Mikkola and Skjøtt-Larsen 2004;Yeung et al 2009), whereas joint SCM resources refer to long-term relationships, shared visions and goals, shared control systems, joint project groups, trust, information sharing about forecasts and inventory status, product development, leadership, organisational culture, mutual dependency, and profit and risk sharing (Bechtel and Jayaram 1997;Cooper, Lambert, and Pagh 1997;Fawcett and Magnan 2001;Mentzer et al 2001;Droge, Jayaram, and Vickery 2004;Cousins and Menguc 2006;Das 2006;Cigolini and Rossi 2008;Palomero and Chalmeta 2012;Alfalla-Luque, Medina-Lopez, and Dey 2013;Dey and Cheffi 2013). Kotzab et al (2011) argue that the putting in place of internal resources -which they label conditions -is a prerequisite for the existence of joint resources.…”

“…Cigolini and Rossi (2008) define such collaborative behaviour as 'supply chain integration' and see this as a key element in the SCM strategy (see also Alfalla-Luque, Medina-Lopez, and Schrage 2013). Palomero and Chalmeta (2012) understand this as a continuous improvement process driven by interactions and collaborations, leading to an enhanced capability for supply chain partnering. The dimensions of supply chain integration refer to the degree of collaborative inter-and intra-organisational management and are related to the strategic, tactical and operational activity levels of the management of the flow of goods and information from the raw material supplier to the final customer (Alfalla-Luque, MedinaLopez, and Dey 2013).…”

A step-by-step methodology for enterprise interoperability projects

“…The framework was developed taking into account the literature that deals with this line of research, the experience gained by the IRIS group through its participation in several activities included within the INTEROP project, the experience of the IRIS group members in the development of practical and easy-to-use step-by-step methodologies for enterprise integration and collaboration (Chalmeta et al 2003;Palomero and Chalmeta 2013;Chalmeta 2006), and the application of the framework to different enterprise networks with the aim of enriching and validating it. The Interoperability IRIS Framework is made up of six parts (see Figure 2), namely: Methodology, Interoperability Measurement and Improvement System, Models and Modelling Languages, Techniques, Technology and Semantic Alignment.…”

Incompetence and Managerial Problems Delaying Reward Delivery in Crowdfunding

“…Problems might also come from the supply-chain, whose management requires efforts in inter-organisational coordination with external suppliers (Ballou et al, 2000). Indeed, various typical characteristics of small and medium-sized enterprises can negatively affect the achievement of supply-chain integration (Palomero, Chalmeta, 2014). In summary, if opportunism does not arise and ex ante and/or ex post incompetence by the PC does not affect the fulfilment phase, then backers should receive their rewards on time.…”