Developing a supply chain performance tool for SMEs in Thailand

Abstract

Purpose-This paper aims to present a supply chain performance assessment tool that measures the performance of key supply chain activities of a firm under different performance dimensions. Design/methodology/approach-The tool was developed based on an extensive literature review. The nine key internal supply chain activities, as proposed by Grant et al. in 2006, constituted the backbone of the assessment framework, while performance was measured based on three dimensions: cost, time, and reliability. The tool was pilot-tested on 44 local SMEs. The results were then compared with existing performance benchmark as well as within the benchmarked group itself and a high performing Thai multinational in order to see whether the developed tool could identify performance gaps in the trial group. Findings-The results obtained from the tool provide a description of a firm's internal supply chain activity. The utilised supply chain performance framework can isolate each individual supply chain activity. The results are therefore precise enough for firms to identify individual areas of strengths and weaknesses. The tool is relatively simple and easy to use and understand. Research limitations/implications-Limitation is related to the availability of the required assessment data. The availability of data is a reflection of systematic data collection and storage procedures of the respondent firms. Originality/value-The tool was developed on clearly defined theoretical foundations. The three dimensions of cost, time and reliability can balance both financial and non-financial characteristics of supply chain performance. The data required are simple and objective.

Strategic Fit and Supply Chain Performance (SCP): The Effect of Supply Chain Management (SCM) as The Mediator

“…Deshpande (2012) defines it as the "multiple measures of performance developed by the organization to gauge the ability of a supply chain to meet an organization's long-term and short-term objectives". Others address that SCP is "the affective management among suppliers, materials, and customer in a supply chain (Johnson & Templer, 2011;Ou et al, 2010;Banomyong & Supatn, 2011;Beamon, 1999). The definitions even though are not exactly similar, support each other.…”

“…The internal SCP measures and evaluates the effectiveness and efficiency of a function in producing its outputs and services. The results from this will reflect on cost, lead time, and reliability (Banomyong & Supatn, 2011;Mohamed Udin et al, 2006;Chan & Qi, 2003). It can even reflect certain external performance such as response rate on customer orders (Banomyong & Supatn, 2010;Mohamed Udin, 2006;Chan & Qi, 2003;Cooper et al, 1997;Lambert et al, 1998).…”

Investigating the interactions among benefits of information sharing in manufacturing supply chain

“…Due to competition, there is a reduction in product life cycle, which builds pressure on supply chain members, which is tolerated by adding new strategies that increase directly and indirectly scale of economy and customer satisfaction (Mentzer et al, 2004). SC needs a strategic alliance, inventory control, cross-organizational logistics management, joint planning, and supplier-buyer relationships, and IS (Banomyong & Supatn, 2011). Inadequate IS in the SC does not give the optimal performance of the firm (Ding et al, 2011;Kaipia, 2009;Charan et al, 2008).…”

Supply chain collaboration and firm performance in Thai automotive and electronics industries

“…Practitioners in Southeast Asia are eager to gain a better understanding of how to participate in supply chains and how to reap benefits from SCCs. However, only a few studies have quantitatively investigated SCM and related practices in Southeast Asia, such as Malaysia (Chong and Ooi 2008;Ooi et al 2012) and Thailand (Banomyong and Supatn 2011).…”