An initial classification of supply networks

Abstract

The articulation of supply networks, as an extension of supply chains, seeks to accommodate and explain the commercial complexity associated with the creation and delivery of goods and services from the source of raw materials to their destination in end‐customer markets. In place of the simplistic, linear and unidirectional model sometimes presented for supply chains, the supply network concept describes lateral links, reverse loops, two‐way exchanges and so on, encompassing the upstream and downstream activity, with a focal firm as the point of reference. A review of classifications of supply networks reveals that none of the existing approaches appears adequate for managers facing the practical problems of creating and operating them on a day‐to‐day basis. This research identifies differing emphases that may be required for managing within supply networks, according to the nature of the products for which they are created. Taking an established categorisation of supply chains as its starting point, the research first develops the conceptual basis, using strategy literature, and then tests the resultant initial model in 16 case studies. Finally, a new categorisation for supply networks is presented, using the type of product as a differentiator

Supply chain integration, quality management and firm performance of pork processing industry in China

“…However, it has been criticised due to its lack of a robust conceptual framework for the development of the theory (Croom et al, 2000;Lamming et al, 2000). This study will contribute to the development of SCM theory by combining it with Total Quality Management (TQM) on the one hand.…”

Management dilemmas in innovative supplier networks

“…Research on supply networks and innovations (Lamming et al, 2000;Gadde et al, 2010) indicate the intensifying role of networked innovations in the global economy. Innovation is defined as a multi stage process whereby organisations transform ideas into new or improved products or processes (Thompson, 1967), in order to advance, compete and differentiate themselves successfully in their marketplace (Baregheh et al, 2009).…”

Sustainable Development Strategies of the Port Authority: The Network Approach

“…Supply network, in the SCM literature, is "the set of supply chains that describe the flow of goods and services from its original source to its end customer" [12]. This concept considers the companies to be like open systems, influenced by the other actors in the environment in which they operate and dependent on the resources supplied by other organisations; through different forms of interactions the companies can have access to and make use of external resources owned by other network actors.…”

“…Each of this supply chain will be characterized by different bundles of resources that can foster value co-creation in the port. [12] The unit of analysis of value co-creation is the dyad and, extensively, the network. In Figure 2, the traditional dyadic relation is characterized by the interactions between the port service provider (TOC) and the port customer (SC).…”