Critical success factors in agile supply chain management ‐ An empirical study

Abstract

This paper analyses results from a survey of 962 Australian manufacturing companies in order to identify some of the factors critical for successful agile organizations in managing their supply chains. Analysis of the survey results provided some interesting insights into factors differentiating``more agile'' organizations from``less agile'' organizations.``More agile'' companies from this study can be characterized as more customer focused, and applying a combination of``soft'' and``hard'' methodologies in order to meet changing customer requirements. They also see the involvement of suppliers in this process as being crucial to their ability to attain high levels of customer satisfaction. The``less agile'' group, on the other hand, can be characterized as more internally focused with a bias toward internal operational outcomes. They saw no link between any of the independent variables and innovation, and appear to see technology as more closely linked to the promotion of these operational outcomes than to customer satisfaction. The role of suppliers for this group is to support productivity and process improvement rather than to promote customer satisfaction.

Supply chain integration, quality management and firm performance of pork processing industry in China

“…These two concepts are discussed extensively in both theoretical and empirical contexts. Since competition is no longer between individual firms, but between supply chains, the understanding and practising of SCM has become an essential prerequisite for staying competitive in the global competition and for enhancing profitability (Power et al, 2001 ). The enhancement of organizational performance should be attained through closely integrating the internal functions within a company and effectively linking them with the external operations of suppliers, customers and other channel members (Kim, 2006).…”

A Literature Review on the Linkage between Supply Chain Challenges and Key Success Factors for Small and Medium Size Enterprises

“…(2001). The results of the survey revealed that in order to implement an agile supply chain as an imperative in today's business environment it is important to integrate closely suppliers in developing products, improving processes, quality initiatives; to adopt philosophy of continuous improvement; to use participative management style within the supply chain; to use technology to promote productivity, new product development and customer satisfaction (Power and Sohal, 2001). …”

Analytical Network Process (ANP) Based Modeling For Analysing The Risks In Traditional, Agile And Lean Supply Chain

“…Agility in supply chain is a business-wide capability that embraces organizational structures, information systems, logistics processes and in particular, mindsets (Power et al, 2001;Katayama and Bennett, 1999). Agility is being defined as the ability of an organization to respond rapidly to changes in demand, both in terms of volume and variety (Christopher, 2000).…”