Critical factors affecting information sharing in supply chains

Maskey, Reenu; Fei, Jiangang; Nguyen, Hong-Oanh

doi:10.1080/09537287.2019.1660925

Cited by 34 publications

(30 citation statements)

References 105 publications

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“…Information was available in many forms and being exchanged in a wide range of modes and mechanisms which was attributed to the rise in smart phones and mobile devices (Ge & Brewster 2016). Interviewees described how face-to-face visits, multi-tier meetings, regular phone calls and internal exchanges within and between departments improved strategic information exchanges and the quality of the information shared, which concurred with findings from studies by Lotfi et al (2013), Maskey et al (2020), Taylor and Fearne (2009) and Whipple and Frankel (2000). The comparisons between mechanisms identified by this research and literature are provided in Table 28.…”

Section: Lack Of Operational Information Sharedsupporting

confidence: 65%

“…It can be deduced from this research; communication was a mechanism to improve the quality of information and timeliness of strategic information exchanges. Face-to face-visits Qualitative nature of strategic information means better to discuss face-to-face or via telephone (Maskey et al 2020). Regular meetings and face-to-face visits with firms that have similar goals, objectives and culture (Whipple & Frankel 2000) Multi-tier meetings 'Need for retailers, processors and producers to work together' (Taylor & Fearne 2009, p. 388) Need for readily accessible and 'user friendly' consumer information (demand, seasonal fluctuations) (Taylor & Fearne 2009) Telephone conference calls 'Interaction routines had the greatest impact on interorganisational information sharing especially at the strategic level' (Maskey et al 2020, p. 15).…”

Section: Lack Of Operational Information Sharedmentioning

confidence: 99%

“…Regular meetings and face-to-face visits with firms that have similar goals, objectives and culture (Whipple & Frankel 2000) Multi-tier meetings 'Need for retailers, processors and producers to work together' (Taylor & Fearne 2009, p. 388) Need for readily accessible and 'user friendly' consumer information (demand, seasonal fluctuations) (Taylor & Fearne 2009) Telephone conference calls 'Interaction routines had the greatest impact on interorganisational information sharing especially at the strategic level' (Maskey et al 2020, p. 15). Interaction routine factors were meeting regularly to discuss mutual objectives, quality improvement and market conditions, collaborative relationship and joint planning (Maskey et al 2020).…”

Section: Lack Of Operational Information Sharedmentioning

confidence: 99%

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Strategic information sharing in Australian fresh produce chains

Teese¹

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Section: Lack Of Operational Information Sharedsupporting

confidence: 65%

Section: Lack Of Operational Information Sharedmentioning

confidence: 99%

Section: Lack Of Operational Information Sharedmentioning

confidence: 99%

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Strategic information sharing in Australian fresh produce chains

Teese¹

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“…Information sharing quality includes aspects such as the accuracy, timeliness, adequacy, and credibility of information exchanged (Suifan et al, 2020). While information sharing is essential, the significance of its impact on SCM depends on what information is shared, when and how it is shared, and with whom (Maskey et al, 2020). Literature is replete with examples of the dysfunctional effects of inaccurate/delayed information as information moves along the supply chain (McAdam and McCormark, 2001).…”

Section: Literature Review 21 Supply Chain Management Practicesmentioning

confidence: 99%

Performance Implications of Supply Chain Management Practices among Manufacturing Firms in Ghana

2022

EJBM

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The purpose of this study was to assess the causal relationship between five dimensions of supply chain management (strategic supplier relationship, quality of information sharing, level of information sharing, customer service relationship and postponement) and the performance of manufacturing firms in the Kumasi metropolis of Ghana. Data was collected using questionnaires responded to by 87 manufacturing firms in Kumasi. The relationships were modelled into a framework and hypothesised. A 7-point Likert Scale was used to measure the constructs. Pearson's Correlations and Ordinary Least Square (OLS) Regression analyses were conducted to test the hypothesis. The findings revealed that SSR and Post did not have any positive influence on OP. However, the result suggested that CR, IS, and IQ positively influence OP of manufacturing firms in Kumasi. The results also found only two hypotheses (H2 and H3) were supported, with the remaining three not supported. The finding that strategic supplier relationships have no positive effect on OP is suggestive that managers should invest significant resources to build a strong relationship with their suppliers. Connected to this path is to ensure that the quality of information shared with their trading partners is equally improved to enhance collaboration. While postponement has its attendant benefits for the organisation, it is also apparent from the study that managers must determine optimal postponement by examining the associated costs within various supply chain configurations according to the market needs. This study has provided evidence to show the impact of supply chain management practices on the performance of firms in an emerging manufacturing industry. This study may be one of the key supply chain related research projects conducted on the manufacturing industry in the Kumasi metropolis. The outcomes of this research have far-reaching implications for manufacturing companies in other regions of the country in an era where Ghana is attempting to use industrialisation as a major driver for economic development.

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“…Besides, they minimize cost or maximize profit for each partner or/and the whole supply chain and increase their competition in the market (Bakacsi et al, 2002;Cai et al, 2020;Lei et al, 2019;Jeong & Hong, 2019;Myšková & Kuběnka, 2019;Onalan & Magda, 2020;Wu et al, 2019;Zhao et al, 2019). Maskey et al (2020) consider 15 factors affecting the operation and strategies of information sharing. Among these factors, personal connections and interaction routines are factors influencing both operation and strategy of sharing information (Dvorský et al, 2020;Gallo et al, 2019;Zéman, 2019), which, in turn, positively affect the HRM processes in enterprises (Bilan et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

Network Interactions of Global Supply Chain Members

Oláh

Pakurár

2021

Journal of Business Economics and Management

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Supply chain structure of global enterprises tend to develop dramatically. These lead to more difficulty for enterprises in managing and building information sharing systems. Thus, it is a necessary for enterprises to limit the scope of the information sharing system by selecting essential partners. The aims of this study are to quantify the cooperation of each supply chain member, and evaluate and visualize their effects in information sharing systems in order to support policymakers in making their decisions in supply chain management. The network analytical method in network science is applied to indicate the relationship between supply chain members and present a comprehensive supply chain visually. Moreover, Motor Corporation’s topology in Japan is used as a representation of global enterprise features to analyze the relationships between supply chain members. The data for Motor Corporation is secondary data which includes the number of suppliers, manufacturers, and dealers, and the interaction among them. Data is collected and verified from reputable websites such as www.marklines.com, or www.statista.com. As a result, this study contributes by applying a new method for not only determining the impact levels of supply chain members but also giving visual descriptions of impact levels on the large-scale information sharing system.

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Critical factors affecting information sharing in supply chains

Cited by 34 publications

References 105 publications

Strategic information sharing in Australian fresh produce chains

Strategic information sharing in Australian fresh produce chains

Performance Implications of Supply Chain Management Practices among Manufacturing Firms in Ghana

Network Interactions of Global Supply Chain Members

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