An Integrated-Empirical Logistics Perspective on Supply Chain Innovation and Firm Performance

Abstract

(revenue, cost savings, etc.)However, supply chain innovation is a must therefore for the following reasons: (a) for gaining competitive edge in the market (b) for managing the different types of risks prevailing in the supply chain (Wagner, Bode 2006) and (c) for meeting proactively the different forms of uncer tainties in the adjoining environment. But for developing innovative supply chains, firms must ascertain its various logistics capabilities and align them in an appropriate manner. As logistics are an essential part of supply chain (Mentzer et al. 2004 Abstract. Supply chains need to innovate constantly for maintaining their position in the marketplace and also to fight un certainties. Hence firms are focusing on strategies for developing supply chain innovation. The current investigation adds to this emerging regime through investigating the influence of logistics capabilities viz. demand management capability, supply management capability, information management capability and coordination capability on supply chain innovation through logistics integration. Further, supply chain innovation helps a firm to sustain its position in the market place through generation and launching of new products and services. Accordingly, the influence of supply chain innovation on firm performance is also investigated. Data is collected from logistics, purchasing and supply chain professionals working in different industries in India.The findings based on 169 responses largely support our proposed relationships.

Creating value chains: the role of relationship development

“…Supply chains are becoming more complex and are prone to disruptions due to increasing environmental uncertainties (Wagner and Bode, 2008). Firms are forced to contemplate strategies and capabilities that can address these growing uncertainties (Mandal and Korasiga, 2016). The external environment of the supply chain affects its ability to capitalise on opportunities and minimise threats.…”

Benchmarking supplier external risk factors in electronic equipment industry supply chains

“…Firms involved in the strategic use of SCM methodologies may find it necessary to alter their business focus to reap its potential benefits (Kopczak and Johnson, 2003). These alterations may include improvements in their ability to acquire and manage reliable demand information (Croxton et al , 2002; Wang et al , 2014), better management of physical goods flow through suppliers, manufacturers, distributors and retailers for enhanced value to final customers (Jammernegg and Reiner, 2007; Melnyk et al , 2014), more focus on cross-functional and cross-enterprise integration (Chen and Kang, 2007; Danesea and Bortolotti, 2014), and an increased emphasis on strategy alignment, innovation and continuous improvement (Kushwaha, 2012; Mandal and Korasiga, 2016). Kushwaha notes that effective SCM provides the means for organizations to mitigate the effects of rapid wage inflation in previously low-cost labor markets, spikes in commodity prices and escalating fuel prices via enhanced flexibility and agility.…”