Enablers of supply chain integration

Abstract

Purpose – Previous research on supply chain integration (SCI) enablers has primarily focussed on interorganizational relationships, the purpose of this paper is to broaden the discussion to include interpersonal relationships (IPRs). Design/methodology/approach – Based on a comprehensive literature review, a series of propositions are postulated and synthesized into a conceptual model of how IPRs maintain and enable SCI, which is decomposed into strategic alliance, information sharing, and process coordination. Findings – The authors find that IPRs including personal affection, communication, and credibility, have a positive influence on SCI, and these links are mediated by interorganizational relationships including trust, commitment, and power. Originality/value – The framework developed in this study provides new insights into the role of interpersonal networks in interorganizational relationships, which lead to SCI.

Influence of Organisational Culture on Supply Chain Resilience: A Power and Situational Strength Conceptual Perspective

“…In most supply chains, there is generally a focal firm which co-ordinates their operations with other less powerful firms (Zelbst et al 2009). Wang et al (2016) note that the types of coercive or non-coercive power which exist between organisations will impact the nature of supply chain relationships. In supplier relationships, "the use of coercive power depends on having such power, and one side's source of power is the other side's dependence resulting from an imbalance of resources" (Liu et al 2010b, p. 9).…”

The challenges and practice of metal industries into global supply chain integration: A literature review

“…Meantime, make-to-stock organizations endure less from the supply chain diffusion associated effects on order fulfilment cycle time in comparison to companies that utilize more pull-type production and inventory approach. Though in brief, findings show that information sharing (Abdullah & Musa, 2014), the way and level of supply chain integration (Wang et al, 2016), supply chain digitalization (Dashtbayaz & Mohammadi, 2015;Johnson et al, 2007), information technology, knowledge, geographical dispersion (Alie Wube Alie Wube Dametew et al, 2016b;Lorentz et al, 2012), firm complexity, supply chain design (Sezen, 2008) and organizational relationships are considered as the enablers of supply chin integration. Accordingly, the proper implementation, using and applications of these enablers are enhance efficiency, effectiveness, performance, and competitiveness of supply chain subsystems in different ways.…”

“…However, the researchers have found different results on related to this enabler and inhibitors of supply chain integrations. For instance (Wang et al, 2016) indicate that inter-organizational relationships include communication, personal affection and credibility, integration has a positive impact on enhancing commitment, power and trust, between organizations. As well (Abdullah & Musa, 2014) found that information sharing and the level of information integrations between firm organizations have improved the performance and competitiveness of, the supply chain firms.…”

“…Supply chain firms should invest in higher level for the improvement, and building of people, so as to improve and enhance the entire supply chain system. In addition, interpersonal relationships (IPRs) include (personal affection, communication, and credibility) and inter-organizational relationships (IORs) including (trust, commitment, and power), have a positive influence on supply chain integrations (Wang et al, 2016). These means interpersonal and inter organizational relationships and integrations are the enablers of supply chain integrations for strategic development, information follow, and process coordination and system integrations.…”

Factors for Improving and Moderating a Successful Supply Chain

“…Integration is an important issue in the supply chain research field, and it is an important foundation of supply chain improvements. In establishing integration, manufacturers and partners should first formulate a cooperative-conscious construct (Wang, Childerhouse, Kang, Huo, & Mathrani, 2016;Liao, Kuo, & Ding, 2017). Based on the conscious construct, there is a need to further integrate physical and information resource flows (Rodrigues, Dalcol, Pizzolato, & Maruyama, 2013;Świerczek, 2014).…”