Benchmarking supply chain management practice in New Zealand

Basnet, Chuda; Corner, James; Wisner, Joel D.; Tan, K C

doi:10.1108/13598540310463369

Cited by 81 publications

(106 citation statements)

References 7 publications

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“…After eliminating these questionnaires, the valid responses were 76 out of 367 representative sample firms, resulting in a response rate of 21 percent. This response rate is comparable to the previous study on supply chain management in New Zealand (Basnet et al 2003), and provides adequate data for further analysis (Malhotra and Grover 1998).…”

Section: Data Collectionsupporting

confidence: 62%

“…The chain members more emphasize sharing forecast data rather than joint forecasting for avoiding difficulties in intensive meetings between parties to identify and resolve exceptions when conducting joint forecasting. The second interpretation is the wide range of collaborative continuum amongst respondents that might be a small portion of them practice full collaboration such as Collaborative Planning, Forecasting, and Replenishment (CPFR) (Basnet et al 2003). After removing the items not convergent to the predetermined scale, measures of Cronbach's alphas range from 0.71 to 0.82, which indicate an acceptable reliability of internal consistency.…”

Section: Discussionmentioning

confidence: 99%

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Managerial Views of Supply Chain Collaboration: An Empirical Study

Sridharan¹,

Simatupang

2009

GADJAH MADA INT. J. BUS.

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Section: Data Collectionsupporting

confidence: 62%

Section: Discussionmentioning

confidence: 99%

Managerial Views of Supply Chain Collaboration: An Empirical Study

Sridharan¹,

Simatupang

2009

GADJAH MADA INT. J. BUS.

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“…To assess the extent to which the partner is honest, truthful and reliable, this study used the following items; (1) Though circumstances change, we believe that the partner will be ready to offer us assistance and support. Although SC quality can be measured in many various perspectives [10], the most traditionally important measures for SC quality, based on the perspective of relationship with suppliers, would be on-time performance and customer value [8].…”

Section: Methodsmentioning

confidence: 99%

The Associations between SCM Collaboration, New Product Development, and Organizational Culture

Sun¹

2012

Korean Management Science Review

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Although many prior studies have investigated the relationship between supply chain and new product development (NPD), the causal relationship between them has not been clearly established. Therefore, this study investigated systematically over the entire process of supply chain management (SCM) from trust to NPD capability, including not only the associations between trust, commitment, collaboration, supply chain quality, and NPD capability, but also the impact of organizational culture in the context of supply chain. In particular, this study examined the mediating effect of commitment on the relationship between trust and collaboration of channel members. In addition, it studies the moderating effect of organizational culture on the relationship between collaboration, supply chain quality, and NPD capability. Using a questionnaire survey, 112 usable responses are obtained. PLS (partial least square) is employed to assess the relationships among related constructs. The results of the data analysis show that (1) commitment mediates the link between trust and collaboration (2) supply chain quality is positively associated with NPD capability, and (3) organizational culture significantly moderates the association between collaboration and supply chain quality, yet it does not the relationship SC quality and NPD capability. Finally, the implications of the results are discussed, and directions for future research are suggested.

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“…Reiner and Hofmann (2006) show that efficient chains lead to high financial performance. Tan et al (2002) (as cited in Basnet et al, 2003) show a significant correlation between certain SC practices and firm performances. Narasimhan et al (2006) show that an effective SC can Communications of the IBIMA 2 significantly affect profitability.…”

Section: Performance Benchmarking In Supply Chainsmentioning

confidence: 99%

Performance Benchmarking in Turkish Food and Beverage Industry

Tektas¹,

Tosun²

2010

CIBIMA

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As the competition in the business world shifts from organizational to supply chain level and consequently include multi dimensions such as cost, quality and speed; efficiency and benchmarking analyses of supply chains require special attention. Within this context, this paper benchmarks the performance of Turkish food and beverage companies and discusses their global competitiveness as well as the improvement opportunities. Namely, it purposes to search for strengths and weaknesses at company level as well as opportunities and threats at the industry level. The methodology involves the data envelopment analysis (DEA) approach and related sensitivity analyses. Results illustrate that export increases supply chain efficiency scores of most companies, supporting some previous studies which show export as an indirect channel to increase productivity. Although Turkish food and beverage companies utilize a limited amount of their resources to generate export revenues and don't realize high export volumes, they seem to use their export strategies wisely and benefit from exports to a certain extent. Results also demonstrate that these companies can generate revenues but cannot utilize their resources and the related supply chains effectively to generate sufficient profits. Increasing the profit level might require more efficiently managed supply chains.

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Benchmarking supply chain management practice in New Zealand

Cited by 81 publications

References 7 publications

Managerial Views of Supply Chain Collaboration: An Empirical Study

Managerial Views of Supply Chain Collaboration: An Empirical Study

The Associations between SCM Collaboration, New Product Development, and Organizational Culture

Performance Benchmarking in Turkish Food and Beverage Industry

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