Achieving agility in supply chain through simultaneous “design of” and “design for” supply chain

Sharifi, Hossein; Ismail, Hossam; Reid, Iain

doi:10.1108/17410380610707393

Cited by 110 publications

(81 citation statements)

References 32 publications

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“…Drawing on dynamic capability theory, this research considers the role of MO, MC, AC, and their complementary effect to account NPP. Firms currently operate in a highly turbulent environment; therefore, future study may investigate the role of potential organizational strategic capabilities such as agility (Sharifi et al, 2006) and its combination with other organizational orientation (i.e., MO and supply chain orientation) and capabilities and resources (i.e., MO and AC) in this context. In the same vein, the effects of environmental turbulence factors (market, competition, and technology turbulence) on the process of deploying MO, MC, and their interaction could provide further insight in the subject.…”

Section: Discussionmentioning

confidence: 99%

Market orientation, marketing capability, and new product performance: The moderating role of absorptive capacity

Najafi-Tavani¹,

Sharifi

Najafi-Tavani

2016

Journal of Business Research

131

114

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The recent marketing literature identifies market orientation and marketing capabilities as key concepts that firms should use to achieve their competitive advantages. Previous research also confirms cross effects of these dimensions in firms' performance. The present study extends the literature on this subject by introducing absorptive capacity (AC) as a moderator of the relationship among market orientation, the interaction of market orientation and marketing capability, and firms' new product performance. This study empirically examines the research model using survey data from 188 manufacturing firms in Sweden. The findings confirm previous studies that claim a positive relationship among market orientation, marketing capability, and new product performance. More importantly, the results indicate that AC positively moderates the relationship between market orientation and firms' new product performance. Furthermore, the findings suggest that experts should consider AC as a competitive factor in line with the complimentary effect of market orientation and marketing capability. This consideration would contribute to explain better firm-related performance, such as new product performance.

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Section: Discussionmentioning

confidence: 99%

Market orientation, marketing capability, and new product performance: The moderating role of absorptive capacity

Najafi-Tavani¹,

Sharifi

Najafi-Tavani

2016

Journal of Business Research

131

114

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“…This conventional approach to NPD has in recent years been questioned, since it is a costly and time-consuming approach due to its iterative nature (Sharifi et al, 2006). It is argued that the TTM and the cost of NPD can be reduced considerably by involving the support functions to a greater extent, and also earlier in the NPD process (Carillo and Franza, 2006;Van Hoek and Chapman, 2006).…”

Section: Coordination Of Npd and Scmmentioning

confidence: 99%

Coordinating new product development with supply chain management

Hilletofth

Eriksson

2011

Industrial Management &Amp; Data Systems

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Purpose: This research seeks to form an understanding of how new product development (NPD) relates to supply chain management (SCM), why the two fields should be coordinated, and how this may be done.Design/methodology/approach: This research uses a literature review and case study research. The case study considers a Swedish company that operates on a global basis in the furniture industry. Empirical data has been collected mainly from in-depth interviews with key persons representing senior and middle management in the case company.Findings: This research stresses the need to produce innovative, value-adding products, as well as the necessity to quickly deliver them to the market. Companies that face mature business environments may encounter problems due to a high emphasis on either the value creation processes, or on the value delivery processes. Therefore, NPD activities need to be coordinated with SCM activities on a strategic level, lest competitiveness will be lost. Research limitations/implications:The research is limited to one case company; replication studies would enhance understanding of the studied phenomenon. There is a wide need for research exploring how various parts of demand and supply chains should be managed in order to fully utilize the advantages of the consumeroriented enterprise. Practical implications:This research provides insights for researchers and practitioners on how to coordinate and balance NPD (demand-side) with SCM (supply-side) activities. It highlights that companies should organize themselves around understanding how consumer value is created and how these processes may be coordinated to provide that value. The two processes must be given equal attention and importance to avoid sub-optimization. Originality/value:The need for coordinating NPD and SCM activities has been emphasized in the literature but still remains relatively unexplored. This research contributes by investigating this issue further.

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“…When concentrating on the strategic phase of supply chain management (SCM), the selection of the appropriate supply chain strategy is crucial to achieve a fit with the supply chain's risks. Supply chain strategies such as agility (Ramesh and Devadasan, 2007;Sharifi et al, 2006;Yauch, 2011), robustness (Meepetchdee and Shah, 2007;Stonebraker et al, 2009), and resilience (Ponomarov and Holcomb, 2009;Sheffi, 2005) have previously been discussed in the realm of manufacturing and SCM. The main purpose of this paper is to propose a model that enables a company to select the supply chain strategy based on the risk dimensions of "probability" and "impact".…”

Section: Introductionmentioning

confidence: 99%

Selecting the right supply chain based on risks

Wieland

2013

Journal of Manufacturing Technology Management

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Purpose -The purpose of this paper is to propose a model that enables a company to select the supply chain strategy based on risk probability p (measure of how likely/often a detrimental event occurs) and risk impact i (expression of the significance of a loss when that event occurs). Design/methodology/approach -This paper discusses four supply chain strategies: agility, robustness, resilience and rigidity. Mathematical models are used for the strategies' cost functions, which reveal optimal solutions and break-even points in dependence of p and i. Findings -This paper proposes that resilience is appropriate in the case of high supply chain risk probability and impact, and rigidity if both values are low. When only risk impact is low, robustness is optimal, whereas agility is optimal when only risk probability is low. Research limitations/implications -This research extends existing models for selecting the appropriate supply chain strategy. Practical implications -Knowledge of the interplay between the strategies' cost functions and risk probability and risk impact is vital for companies. This may encourage managers to become more familiar with their strategy costs and supply chain risks. Originality/value -To the author's knowledge, no corresponding model exists so far that links risk impact and risk probability to the four supply chain strategies.

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Achieving agility in supply chain through simultaneous “design of” and “design for” supply chain

Cited by 110 publications

References 32 publications

Market orientation, marketing capability, and new product performance: The moderating role of absorptive capacity

Market orientation, marketing capability, and new product performance: The moderating role of absorptive capacity

Coordinating new product development with supply chain management

Selecting the right supply chain based on risks

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