An empirical examination of project contractors' supply-chain cash flow performance and owners' payment patterns

Chen, Hong Long

doi:10.1016/j.ijproman.2010.04.001

Cited by 25 publications

(27 citation statements)

References 40 publications

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“…The supply chain is a continuous process-ranging from the purchase of raw material up to the final product-with several functions, such as sales forecasting, purchasing, manufacturing, distribution, sales and marketing [17][18][19], with three major flows, namely, materials, information and money [20]. Supply chain management has represented a new frontier to obtain competitive advantages [21].…”

Section: Supply Chain Managementmentioning

confidence: 99%

Performance Measurement System Based on Supply Chain Operations Reference Model: Review and Proposal

Santos¹,

Leite²

2018

Contemporary Issues and Research in Operations Management

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Current study provides a performance measurement system (PMS) based on Supply Chain Operations Reference (SCOR) adapted for the service sector. A systematic literature review was conducted on 16 performance measurement systems, which included 44 performance indicators and various performance metrics. Performance indicators and metrics were sorted according to conceptual similarities and then related to the five management processes intrinsic to SCOR model (plan, source, make, deliver and return). Indicators researched in a review of the literature were classified into six groups, namely, financial, velocity, sustainability, quality, resource utilization and customer services. The proposed PMS fills a gap in literature by forwarding a tool for the evaluation of the supply chain performance within the service sector.

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Section: Supply Chain Managementmentioning

confidence: 99%

Performance Measurement System Based on Supply Chain Operations Reference Model: Review and Proposal

Santos¹,

Leite²

2018

Contemporary Issues and Research in Operations Management

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“…Uma cadeia de suprimentos consiste em uma série de operações na cadeia de valor, que ocorrem sequencialmente, em organizações interdependentes, cujo objetivo é atender o consumidor por meio de um fluxo operacional (Chen, 2011;Huemer, 2012;Hall & Saygin, 2011). Por outro lado, para Paulraj & Chen (2011), a gestão da cadeia de suprimentos deve ter como principal objetivo gerar valor ao cliente, orientando a sua mentalidade para o ambiente externo, fazendo com que a cadeia desenvolva-se constantemente e os recursos sejam aproveitados com esse objetivo.…”

Section: Referencial Teóricounclassified

Avaliação E Compartilhamento De Recursos Estratégicos Em Duas Empresas De Uma Cadeia De Suprimento De Estruturas Metálicas

Gohr

Gonçalves

Santos

2017

HOLOS

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RESUMOEste artigo tem como principal objetivo identificar e analisar os recursos estratégicos de duas empresas (uma empresa focal e um fornecedor de primeira camada) que atuam em uma cadeia de suprimentos de estruturas metálicas, utilizando como pano de fundo a visão baseada em recursos. Especificamente pretende-se verificar se os recursos identificados e avaliados são compartilhados e melhorados, de forma a analisar o potencial de ampliação de vantagem competitiva das duas empresas em função do relacionamento existente entre elas. Para tanto, foram realizados dois estudos de casos, utilizando como técnica principal de coleta de dados a entrevista semiestruturada e estruturada. Tratase de uma pesquisa aplicada e de caráter descritivo que adotou uma abordagem predominantemente qualitativa para a análise de dados. Os resultados demonstraram que as características do relacionamento entre as empresas estão relacionadas à dependência, poder, satisfação, confiança, comunicação e comprometimento. Os recursos identificados foram bem avaliados em relação aos critérios de valor, sustentabilidade e versatilidade pelas duas empresas. Os recursos mais importantes para o bom desempenho do relacionamento entre as duas empresas são informações e conhecimento. O intercâmbio desses recursos permitiu a melhoria dos seguintes recursos nas empresas: qualidade do produto, relacionamentos interpessoais, habilidade, experiência e treinamento. PALAVRAS-CHAVE:visão baseada em recursos, cadeia de suprimentos, vantagem competitiva. ASSESSMENT AND RESOURCE SHARING IN TWO ORGANIZATIONS OF A SUPPLY CHAIN OF STEEL STRUCTURES ABSTRACTThis study aims to identify and analyze strategic resources in two companies (a focal firm and one of its most important suppliers) from a supply chain of steel structures, using theoretical support from the resourcebased view. Specifically we intend to check if the identified resources are shared and improved in order to analyze the potential for expansion of competitive advantage of the two companies due of the relationship between them. We conducted two case studies, using as the main technique of data collection the semistructured and structured interviews. It is an applied and descriptive research which adopted a predominantly qualitative approach to data analysis. The resultsshowed that the characteristics of the relationship between the companies are related to dependence, power, satisfaction, trust, communication and commitment. The resources identified in the research field were well assessed in relation of its value, sustainability and versatility by both companies. The most important resources for the relationship between the two companies are information and knowledge resources. The exchange of these resources led to an improvement of the following resources: product quality, interpersonal relationships, skills, experience and training.

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“…Questions regarding how to manage critical issues systematically and thus enhance project management performance take center stage in the research (Chen, 2011). Naturally, numerous academics and practitioners perform extensive research to develop project management models through examining and identifying the determinants of project-management performance (e.g., Hoang and Rothaermel, 2005;Schwab and Anne, 2008;Scott-Young and Samson, 2008;Wallace et al, 2004).…”

Section: Research Backgroundmentioning

confidence: 99%

“…The rationales are straightforward: delays in completion time may turn a promising investment opportunity into an expensive failure (Scott-Young and Samson, 2008), cost overrun directly encroaches on profit (Teerajetgul et al, 2009), and project profitability ensures business growth and development (Chen, 2011). Project time, cost, and profitability are calculated using the following equations based on Anbari (2003) and Hartley and Watt (1981):…”

Section: Constructs and Measuresmentioning

confidence: 99%

Performance measurement and the prediction of capital project failure

Chen

2015

International Journal of Project Management

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An empirical examination of project contractors' supply-chain cash flow performance and owners' payment patterns

Cited by 25 publications

References 40 publications

Performance Measurement System Based on Supply Chain Operations Reference Model: Review and Proposal

Performance Measurement System Based on Supply Chain Operations Reference Model: Review and Proposal

Avaliação E Compartilhamento De Recursos Estratégicos Em Duas Empresas De Uma Cadeia De Suprimento De Estruturas Metálicas

Performance measurement and the prediction of capital project failure

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