Benchmarking SCM performance and empirical analysis: a case from paint industry

Mishra, Pratima; Sharma, Rajiv Kumar

doi:10.1007/s12159-014-0113-0

Cited by 17 publications

(7 citation statements)

References 41 publications

(48 reference statements)

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“…Direct costs gather indicators spanning over the source-make-deliver-return SCOR structure, as supply cost (Tajbakhsh and Hassini, 2015), production cost -to which labour cost is strictly related (Hervani et al, 2005), inventory cost including obsolescence, opportunity and Stockout costs (Büyüksaatçi Kiriş et al, 2020), distribution and transportation cost (Bigliardi and Bottani, 2010), disposal cost (Bhattacharya et al, 2014) and return cost (Liebetruth, 2017). Indirect costs consider the importance of transaction cost (Aramyan et al, 2007), information carrying cost (Charkha and Jaju, 2015), sales and advertisement cost (Mishra and Sharma, 2014), training cost (Narimissa et al, 2020) and other overhead costs (Charkha and Jaju, 2014). Cost variance, lastly, includes risk (Bhagwat and Sharma, 2007b) and variations against budget (Sellitto et al, 2015).…”

Section: Analysis Of the Selected Contributions -Performance Indicatorsmentioning

confidence: 99%

A triple bottom line balanced set of key performance indicators to measure the sustainability performance of industrial supply chains

Neri

Cagno

Lepri

et al. 2021

Sustainable Production and Consumption

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Section: Analysis Of the Selected Contributions -Performance Indicatorsmentioning

confidence: 99%

A triple bottom line balanced set of key performance indicators to measure the sustainability performance of industrial supply chains

Neri

Cagno

Lepri

et al. 2021

Sustainable Production and Consumption

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“…Furthermore, meaningful inter-organisational relationships based on trust, commitment and shared vision are necessary to encourage information sharing and to prevail against the fear of information disclosure as well as the loss of power over competitors (Chandra, Grabis & Tumanyan 2007;Elmsalmi & Hachicha 2014). Improving information exchange between firms provides greater visibility and opportunities to respond to change (Mishra & Sharma 2014;Stevenson & Spring 2009). Information sharing is also a significant constituent component in the integration of partners within a supply chain (Soosay, Hyland & Ferrer 2008;Yilmaz, Çemberci & Uca 2016).…”

Section: Information Sharing and Inter-organisational Relationshipsmentioning

confidence: 99%

Supply chain dynamism, information sharing, inter-organisational relationships and supply chain performance in the manufacturing sector

2018

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Orientation: Manufacturing supply chains in South Africa are susceptible to various internal and external threats that continue to suppress their performance. Information is required that can be used by firms in such environments to overcome the existing threats and improve their supply chains.Research purpose: This study sought to examine the relationship between supply chain dynamism, information sharing and inter-organisational relationships and supply chain performance in the manufacturing sector in South Africa.Motivation for the study: There is a gap in literature on the linkage between supply chain dynamism, information sharing and inter-organisational relationships and supply chain performance in the South African manufacturing sector.Research design, approach and method: Empirical data were collected from a purposive sample of 340 supply management professionals recruited from 31 manufacturing firms based in Gauteng Province. Data were analysed using structural equation modelling, which involved a confirmatory factor analysis and hypotheses tests.Main findings: The results indicate a significant positive relationship between supply chain dynamism and both information sharing and inter-organisational relationships; between information sharing and both inter-organisational relationships and supply chain performance; and between inter-organisational relationships and supply chain performance.Practical/managerial implications: Supply management professionals in the manufacturing sector may use the results of this study as a tool in the diagnoses of supply chain performance-related problems, by checking for the proper alignment of the factors considered in the research.Contribution/value-add: These results validate the importance of effective supply chain management practices in shaping supply chain performance in manufacturing environments. By monitoring and responding positively to the changes in key resources within manufacturing supply chains, managers can be able to improve the sharing of information and develop better relationships among trading partners, leading to superior performance of the entire supply chain.

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“…3.2.4 Supply chain length. According to Mishra and Sharma (2014), the total length of the supply chain is obtained by taking together inventory days for raw materials, days of work in progress, and days of finished goods. The hotel that has the minimum total length of the chain is said to have the best performance.…”

Section: Operation Management Strategiesmentioning

confidence: 99%

Resilience against the COVID-19 pandemic: is the hotel and tourism supply chain on the right path?

Jain

Shanker

Barve

2021

BIJ

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PurposeThe hotel and tourism industry forms a crucial economic sector for all the economies around the world. However, it suffered the worst hit during the COVID-19 outbreak. Considering the hotel and tourism sector's critical situation, this manuscript aims to emphasise the importance of resilience in the hotel and tourism supply chain (HTSC) and explores the crucial barriers that tend to disturb the inculcation of stability in the hotel and tourism sector. The present research analyses the factors influencing the hotel and tourism sector's resilience and also takes into consideration the various critical success factors (CSFs) needed to build a resilient HTSC.Design/methodology/approachA two-phase research approach has been proposed and used in this study. In the first phase, eight CSFs and sixteen factors influencing the hotel and tourism sector's resilience during the COVID-19 pandemic were identified. The basis of the identification of the CSFs and factors was literature and inputs received from experts. In the second phase, the grey-Entropy-EDAS, a qualitative and quantitative analysis, was used to analyse the identified CSFs and factors to determine the priority of concern.FindingsIn this research, the most imperative facet influencing the hotel and tourism sector's resilience has been identified, and the findings will assist hotel and tourism sector in managing and mitigating the repercussions of the COVID-19 pandemic. The analysis of the results indicates that out of all the critical success factors, supply chain visibility is the most crucial aspect in building HTSC's resilience, whereas economic catastrophe is the most influential factor. Sensitivity analysis is also conducted to examine the priority ranking stability.Practical implicationsThe results of this study can be used by the hotel supply chain managers and policymakers to plan for various challenges faced by them as they try to implement resilience-based strategies in their supply chain.Originality/valueThis research is unique as it analyses the general factors hindering the pathway of resilience in the hotel and tourism supply chain. This is also the first kind of study that has used grey-Entropy to analyse the critical success factors and grey-EDAS for analysing the impact of various factors influencing the hotel and tourism sector's resilience.

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Benchmarking SCM performance and empirical analysis: a case from paint industry

Cited by 17 publications

References 41 publications

A triple bottom line balanced set of key performance indicators to measure the sustainability performance of industrial supply chains

A triple bottom line balanced set of key performance indicators to measure the sustainability performance of industrial supply chains

Supply chain dynamism, information sharing, inter-organisational relationships and supply chain performance in the manufacturing sector

Resilience against the COVID-19 pandemic: is the hotel and tourism supply chain on the right path?

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