Assessing the performance impact of supply chain planning in net-enhanced organizations

Liu, Gensheng; McKone-Sweet, Kathleen E.; Shah, Rachna

doi:10.1007/s12063-009-0022-6

Cited by 17 publications

(11 citation statements)

References 45 publications

(50 reference statements)

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“…As regards the items referring to the four operational performance dimensions considered (i.e., product quality, delivery, flexibility and efficiency), we asked respondents to provide their opinion about plant's performances compared with its competitors on a 5-point Likert scale (1 is for "poor, low" and 5 is for "superior") ( Table 4). Product-quality, delivery and flexibility scales were previously validated and tested by Naor et al (2008) and Liu et al (2009). Product quality performance refers to the levels of quality conformance and the capability and performance of the product.…”

Section: Methodsmentioning

confidence: 99%

Supply chain integration patterns and operational performance: a plant-level survey-based analysis

Danese¹,

Bortolotti²

2014

International Journal of Production Research

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Though most scholars recognize that supply chain integration (SCI) can contribute to improving operational performance, previous studies on the SCI-performance link showed mixed results and several questions on this issue remain still open. In line with a configurational perspective, this study investigates whether plants adopting multiple integration practices (i.e. full SCI adopters) perform better than plants implementing only some selected SCI practices (i.e. partial adopters) and plants which do not implement any SCI practice (i.e. non-adopters). In addition, it analyzes whether partial adopters show a superior performance compared to non-adopters. Analyses based on a sample of 317 manufacturing plants reveal that full adopters perform better than non-adopters, in terms of quality, delivery, flexibility and efficiency. Among partial adopters, a particular SCI pattern, characterized by a high level of internal integration and supply chain planning, differs from non-adopters in terms of delivery, and shows results similar to full adopters in terms of quality and efficiency. More surprisingly, the other patterns of partial adopters do not significantly differ from non-adopters in any performance dimensions, and underperform full adopters in each performance. This suggests that in order to maximize SCI benefits companies should lever on multiple integration practices, and that in some cases focusing only on selected integration activities can be useless. A further interesting implication is that companies can cumulatively increase their operational performance towards a full exploitation of SCI benefits by following a certain sequence of SCI practices.

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Section: Methodsmentioning

confidence: 99%

Supply chain integration patterns and operational performance: a plant-level survey-based analysis

Danese¹,

Bortolotti²

2014

International Journal of Production Research

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“…This is a measure related to firm operational performance: unit cost of manufacturing, inventory turnover and cycle time (from raw materials to delivery) (Danese et al, 2012;Danese and Romano, 2013). Following several authors, we decided to focus on perceptual and relative performance measures by asking respondents to compare their firm's efficiency with competitors on a five-point Likert scale (1 5 poor, low; 3 5 average or equal; 5 5 much better than average) (Liu et al, 2009;Danese et al, 2012). Given that perceptual measures can be subject to bias, in line with other studies (Danese and Kalchschmidt, 2011) we collected objective data on firm performance and verified the existence of a significant correlation between perceptual measures and objective data (standardised by industry).…”

Section: Variablesmentioning

confidence: 99%

Extending lean management along the supply chain: impact on efficiency

Fuentes

Marín

Martínez‐Jurado

et al. 2020

JMTM

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PurposeThe purpose of this paper is to investigate the contribution to improving the efficiency of the focal firm made by lean management at the internal and supply chain levels.Design/methodology/approachAn empirical study was conducted of 285 Spanish focal companies from industrial sectors that occupy an intermediate position in the supply chain. The data gathering method consisted of a telephone survey using computer-assisted telephone interviewing. A structural equation was used to test the hypotheses.FindingsThe results indicate that there is an improvement in efficiency of the focal firm when lean management extends throughout the supply chain, in line with the resource-based theory and integrated supply chain management. In addition, lean management at the internal level is observed to impact positively on the focal firm's efficiency only when it contributes to enhancing the implementation of lean supply chain management.Practical implicationsTo achieve the best operational performance derived from lean management, managers should pay attention to the transfer to their supply chain members of knowledge, competencies and cultural change linked to the level of internal lean implementation of the focal firm. Moreover, this paper provides a way to assess the operational aspects of lean supply chain strategy implementation and lean supply chain planning.Originality/valueThis study uses a holistic focus on lean supply chain management, to which it applies a validated instrument. It underlines that lean on the internal level should be complemented with lean on the supply chain level to provide a better understanding of the drivers of the efficiency of the focal firm.

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“…Some operations management researchers have used the term "ambidexterity" to indicate a firm's ambidextrous ability to make and develop a relationship with suppliers (Azadegan and Dooley, 2010;Chiu, 2014;Hernández-Espallardo et al, 2011;Im and Rai, 2008;Tokman et al, 2007), whereas others have invoked the term broadly to indicate operational strategies to improve firm performance (Blome et al, 2013;Chandrasekaran et al, 2011;Kristal et al, 2010;Liu et al, 2009;Subramani, 2004) or gauge the ability of a firm to promote technology innovation (Phillips et al, 2006;Sidhu et al, 2007). In addition, conceptual definitions of SC exploitation and exploration are similar to those in the strategy literature.…”

Section: Sc Ambidexteritymentioning

confidence: 99%

Ambidextrous supply chain as a dynamic capability: building a resilient supply chain

Lee

Rha

2016

Management Decision

200

201

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Purpose – Developing ambidexterity as a dynamic capability is important for firms to sustain their competitive advantage. Moreover, this capability allows firms to build the resiliency to mitigate enterprise risks. The purpose of this paper is to apply two main theoretical frames from the strategy literature, dynamic capabilities, and organizational ambidexterity, to supply chain management (SCM) to examine mitigation strategies for supply chain (SC) disruptions. The authors empirically investigated how the firm’s SC ambidexterity is developed through a dynamic capability-building process and how this, in turn, can mitigate the negative impact of SC disruptions and improve business performance. Design/methodology/approach – This study conducted a field survey to answer the research questions as there exists no archival database with detailed information on ambidextrous SC strategies and dynamic capability. A total of 316 usable responses were received from managers working in the SC area. Confirmatory factor analysis and structural equation modeling were run on SPSS (version 16.0) and AMOS (version 18.0) to test the hypotheses to answer research questions. Findings – Overall, the results of the study confirmed that a dynamic SC capability-building process is an antecedent of SC ambidexterity, and that SC ambidexterity is important to firms as it mitigate the negative impact of SC disruptions and enhance business performance. To take advantage of an ambidextrous SC, through minimizing the negative impact of SC disruptions and maximizing firm performance, firms should continually search for creative ways to satisfy new market needs and adapt to the fast changing business environment. Originality/value – This study applied a dynamic capability-building process and ambidexterity to SCM. From the resilient SC perspective, the study found that the ability to effectively utilize existing resources and create novel strategies for problem solving plays a critical role in addressing SC disruptions.

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Assessing the performance impact of supply chain planning in net-enhanced organizations

Cited by 17 publications

References 45 publications

Supply chain integration patterns and operational performance: a plant-level survey-based analysis

Supply chain integration patterns and operational performance: a plant-level survey-based analysis

Extending lean management along the supply chain: impact on efficiency

Ambidextrous supply chain as a dynamic capability: building a resilient supply chain

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