Embracing supply base complexity: the contingency role of strategic purchasing

Ateş, Melek Akın; Memiş, Huriye

doi:10.1108/ijopm-09-2020-0662

Cited by 23 publications

(51 citation statements)

References 60 publications

(250 reference statements)

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“…multiple sourcing—necessary to deal with exported complexity to the SC in the form of flexibility and innovation requirements (Aitken et al. , 2016; Ateş and Memiş, 2021; Sharma et al. , 2020; Wiengarten et al.…”

Section: Discussionmentioning

confidence: 99%

“…On the other hand, several studies reported negative impacts of increasing SC complexity on performance and product quality (e.g. Ateş and Memiş , 2021; Bozarth et al. , 2009; Chand et al.…”

Section: Discussionmentioning

confidence: 99%

“…Some exploratory studies identify complexity factors and interactions (e.g. Ateş and Memiş, 2021; Dittfeld et al. , 2018; Roehrich and Lewis, 2014; Serdarasan, 2013), corresponding management practices (e.g.…”

Section: Literature Reviewmentioning

confidence: 99%

“…, 2017), SC resilience and disruptions (Bode and Wagner, 2015; Iftikhar et al. , 2022), purchasing performance (Ateş and Memiş, 2021), innovation performance (Sharma et al. , 2020), and effectiveness of organizational design-manufacturing integration (Thomé and Sousa, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

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Untangling the complexity generating material delivery “schedule instability”: insights from automotive OEMs

Shurrab

Jönsson

2022

IJOPM

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PurposeChanges frequently made to material delivery schedules (MDSs) accumulate upstream in the supply chain (SC), causing a bullwhip effect. This article seeks to elucidate how dynamic complexity generates MDS instability at OEMs in the automotive industry.Design/methodology/approachAn exploratory multiple-case study methodology involved in-depth semistructured interviews with informants at three automotive original equipment manufacturers (OEMs).FindingsDynamic complexity destabilizes MDSs primarily via internal horizontal interactions between product and process complexities and demand and SC complexities. A network of complexity interactions causes and moderates such instability through complexity absorption and generation and complexity importation and exportation.Research limitations/implicationsThe multiple-case study contributes to empirical knowledge about the dynamics of MDS instability. Deductive research to validate the identified relationships remains for Future research.Practical implicationsIn revealing antecedents of complexity’s effect on MDS instability, the findings imply the need to develop strategies, programs, and policies dedicated to improving capacity scalability, supplier flexibility, and the flexibility of material order fulfillment.Originality/valueBuilding on complexity literature, the authors operationalize complexity transfer and develop a framework for analyzing dynamic complexity in SCs, focusing on complexity interactions. The identification and categorization of interactions provide a granular view of the dynamic complexity that generates MDS instability. The identified and proposed importance of readiness of the SC to absorb complexity challenges the literature focus on external factors for explaining complexity outcomes. The results can be used to operationalize such dynamic interactions by introducing new variables and networks of relationships. Moreover, the work showcases how a complexity perspective could be used to discern the root causes of a complex phenomenon driven by non-linear relationships.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

Untangling the complexity generating material delivery “schedule instability”: insights from automotive OEMs

Shurrab

Jönsson

2022

IJOPM

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“…2.1 Theoretical background Industry in general, and the manufacturing industry in particular, are currently immersed in a significant technological transformation that involves every organization with major effects along the entire SC (Ghobakhloo, 2020). In recent years, SCs have become more complex for several reasons, including the uncertainty that surrounds them and the behavior of the stakeholders in the SC (Ates ¸and Memis ¸, 2021;Serdarasan, 2013).…”

Section: Theoretical Background and Research Hypothesesmentioning

confidence: 99%

The lean supply chain management response to technology uncertainty: consequences for operational performance and competitiveness

Garcia-Buendia

Fuentes²,

Marín³

et al. 2022

JMTM

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PurposeThis study aims to analyze the lean supply chain management (LSCM) strategy's role as a mechanism to address technology uncertainty and provide organizations with competitive advantage.Design/methodology/approachAn empirical study was conducted of 276 Spanish focal firms in industrial sectors that occupy an intermediate position in the supply chain to investigate the influence of technology uncertainty on LSCM implementation and the latter's effect on operational performance and competitiveness. A covariance-based structural equation model (CB-SEM) was used to test three hypotheses.FindingsTechnological uncertainty encourages progress in the implementation of lean throughout the supply chain and so is a mechanism that not only brings stability to the focal company but also improves its performance and puts it in a better competitive position.Practical implicationsManagers are suggested to consider the strategic integration with supply chain partners and the establishment of long-term relationships based on trust and commitment advocated by LSCM to enhance organizations' capabilities and effectively and flexibly respond to technological changes.Originality/valueThis study focuses on the effects of environmental uncertainty on the supply chain. The past literature has focused on the behavior of individual firms to deal with uncertainty, but this work shifts the level of analysis to the supply chain. Therefore, the strategic change to deal with what is happening in the environment is now switched to the supply chain level.

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Formation of manufacturers' supply management capability: The knowledge‐based view

Li,

2024

Transp. j.

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Acknowledging the pivotal strategic importance of external suppliers in obtaining competitive advantages underscores the necessity for manufacturers to bolster their supply management capabilities. This involves meticulously structuring, developing, and efficiently managing the supply base to ensure alignment of suppliers with the manufacturing processes and business objectives, consequently generating value and enhancing market competitiveness. The processes of acquiring, assimilating, transforming, and exploiting pertinent supply chain knowledge are vital for continuously bridging the gap between the current knowledge and the complex requirements of supply management, consequently strengthening the purchasing department's supply management capabilities. Strategic purchasing orientation commits more strategic resources to the purchasing department, allowing manufacturers to access and assimilate a broader spectrum of knowledge within the supply network. Grounded in the knowledge‐based view, our research delves into the development process of supply management capabilities, examining the influence of strategic purchasing orientation and absorptive capacity. Through hierarchical regression analysis of data from 395 manufacturers, our findings reveal that a pronounced strategic purchasing orientation significantly enhances absorptive capacity, thereby facilitating the development of supply management capabilities. Additionally, our study identifies distinct mediating roles of potential and realized absorptive capacities in the relationship between strategic purchasing orientation and supply management capability. This research offers a novel perspective on the development of supply management capabilities, providing valuable insights for manufacturers to address the complexities of supply management by narrowing the knowledge gap. Key words: supply management capability; absorptive capacity; strategic purchasing orientation.

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Embracing supply base complexity: the contingency role of strategic purchasing

Cited by 23 publications

References 60 publications

Untangling the complexity generating material delivery “schedule instability”: insights from automotive OEMs

Untangling the complexity generating material delivery “schedule instability”: insights from automotive OEMs

The lean supply chain management response to technology uncertainty: consequences for operational performance and competitiveness

Formation of manufacturers' supply management capability: The knowledge‐based view

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