How to measure SCRES? – the perspective of flexibility and redundancy in relationships with suppliers

Wieteska, Grażyna

doi:10.18778/8220-333-2.11

Cited by 3 publications

(7 citation statements)

References 35 publications

(28 reference statements)

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“…Informant demographics related to designation, gender, and work experience. Supply chain redundancy was operationalized with four items adopted from Wieteska (2020) whose items read as follows; buyers have back-up suppliers (SCR1), buyers reserve slack capacity with suppliers (SCR2), buyers keep safety stock (SCR3), and buyers use safety lead times (SCR4). Supplier flexibility was operationalized with five items from Wieteska (2020): suppliers are able to respond to volume changes (SF1), suppliers are able to offer small minimum order quantities (SF2), suppliers are able to respond to delivery time changes (SF3), suppliers are able to produce a large volume in a short time (SF4), suppliers are able to respond to changes in type of ordered items (SF5).…”

Section: Methodsmentioning

confidence: 99%

“…Supply chain redundancy was operationalized with four items adopted from Wieteska (2020) whose items read as follows; buyers have back-up suppliers (SCR1), buyers reserve slack capacity with suppliers (SCR2), buyers keep safety stock (SCR3), and buyers use safety lead times (SCR4). Supplier flexibility was operationalized with five items from Wieteska (2020): suppliers are able to respond to volume changes (SF1), suppliers are able to offer small minimum order quantities (SF2), suppliers are able to respond to delivery time changes (SF3), suppliers are able to produce a large volume in a short time (SF4), suppliers are able to respond to changes in type of ordered items (SF5). Procurement flexibility was operationalized with seven items Wieteska (2020): buyer performs multi-sourcing (PF1), time required to obtain additional sources is short (PF2), the cost incurred in switching the purchase of items from one supplier to another is low (PF3), time required in negotiating with new source is short (PF4), buyer uses flexible contracts (PF5), the costs of placing orders are low (PF6), the time of placing orders is short (PF7).…”

Section: Methodsmentioning

confidence: 99%

“…Supplier flexibility was operationalized with five items from Wieteska (2020): suppliers are able to respond to volume changes (SF1), suppliers are able to offer small minimum order quantities (SF2), suppliers are able to respond to delivery time changes (SF3), suppliers are able to produce a large volume in a short time (SF4), suppliers are able to respond to changes in type of ordered items (SF5). Procurement flexibility was operationalized with seven items Wieteska (2020): buyer performs multi-sourcing (PF1), time required to obtain additional sources is short (PF2), the cost incurred in switching the purchase of items from one supplier to another is low (PF3), time required in negotiating with new source is short (PF4), buyer uses flexible contracts (PF5), the costs of placing orders are low (PF6), the time of placing orders is short (PF7). Logistics flexibility was operationalized with five items from Wieteska (2020): buyer uses multiple transportation modes (LF1), it is possible to choose a faster mode of transportation in the case of emergency needs (LF2), it is possible to transport small deliveries, with a volume smaller than the load capacity of delivery vehicle/container (LF3), it is possible to mix different products into a delivery load (LF4), and buyer collaborates with logistics providers (LF5).…”

Section: Methodsmentioning

confidence: 99%

“…Procurement flexibility was operationalized with seven items Wieteska (2020): buyer performs multi-sourcing (PF1), time required to obtain additional sources is short (PF2), the cost incurred in switching the purchase of items from one supplier to another is low (PF3), time required in negotiating with new source is short (PF4), buyer uses flexible contracts (PF5), the costs of placing orders are low (PF6), the time of placing orders is short (PF7). Logistics flexibility was operationalized with five items from Wieteska (2020): buyer uses multiple transportation modes (LF1), it is possible to choose a faster mode of transportation in the case of emergency needs (LF2), it is possible to transport small deliveries, with a volume smaller than the load capacity of delivery vehicle/container (LF3), it is possible to mix different products into a delivery load (LF4), and buyer collaborates with logistics providers (LF5). Lastly, supply chain visibility was operationalized with three items developed by Kaviani et al .…”

Section: Methodsmentioning

confidence: 99%

“…Procurement flexibility refers to an ability to switch orders from one supplier to another without much hassles (Coyle et al, 2021). This is most effective where switching costs are low, most suppliers are capable of offering a wide range of items, and are flexible as well (Wieteska, 2020). Moreover, that switching is possible where a buyer is certain that the goods sourced from various suppliers are interoperable.…”

Section: Supply Chain Flexibilitymentioning

confidence: 99%

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Supply chain resilience: the role of supplier development in the form of contract farming in fast-food outlets in Zimbabwe

Mukucha

Chari²

2022

CRR

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PurposeThe study sought to determine the possibility of supplier development in the form of contract farming as a determinant of supply chain resilience in fast-food outlets. This is against the background of the restaurant having been designated as one of the industries that remained operational when the other industries were affected by the two-decade-long economic meltdown and more recently COVID-19 pandemic.Design/methodology/approachData were collected using questionnaires from the consenting restaurants with the most senior procurement personnel in target restaurants as the informants and analysed using analysis of moment structures (AMOS) software.FindingsThe results revealed that indeed supplier development in the form of contract farming leads to supply chain resilience as indicated by improved supply chain visibility, supply chain flexibility, and supply chain redundancy. Fast-food restaurant businesses that have not yet adopted supplier development in the form of contract farming are therefore encouraged to adopt it as a way of enhancing their resilience to traditional supply chain disruptions such as transport shortages, droughts, and more recently COVID-19 pandemic.Originality/valueIt is to the best knowledge of these researchers, that no studies have attempted to analyse the three drivers of supply chain resilience, namely supply chain redundancy, supply chain flexibility, and supply chain visibility in a single study and link them to a single antecedent.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Supply Chain Flexibilitymentioning

confidence: 99%

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Supply chain resilience: the role of supplier development in the form of contract farming in fast-food outlets in Zimbabwe

Mukucha

Chari²

2022

CRR

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Modeling of Sustainable Supply Chain 2.0. (Framework)

Tundys,

Kędzia,

Wiśniewski

et al. 2024

Sustainable Supply Chains 2.0

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The ambiguous impact of supplier involvement in product development on supplier relationship resilience and company performance

Kędzia

2024

CEMJ

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PurposeI aimed to obtain a deeper insight into the link between supplier involvement in product development (SIPD), supplier relationship resilience and company performance.Design/methodology/approachTo collect data, a survey among 500 Polish manufacturing companies was conducted. I used quantitative methods (structural equation modeling) to test several research hypotheses referring to a single supplier–customer relationship. Thanks to the use of multi-construct measurement of SIPD and supplier relationship resilience, the study provides detailed research results on the topic.FindingsCollaborative practices implemented during SIPD increase procurement flexibility and decrease redundancy in the relationship with the involved supplier. Communication during SIPD increases supplier flexibility and procurement flexibility. Increased supplier flexibility and increased procurement flexibility in the relationship with the involved supplier as well as collaborative practices during SIPD positively impact company performance. I confirmed the indirect effect between communication during SIPD and company performance when the mediators are supplier flexibility and procurement flexibility. Decreased redundancy in relationship with involved supplier does not impact company performance.Practical implicationsSupply chain managers need to rethink SIPD practice to effectively ensure supply chain resilience (SCRES), especially in the face of the contemporary global crisis and black swans affecting the supplier base. My article provides important managerial insights into drivers of SCRES and company performance.Originality/valueTo the best of my knowledge, this research is among the first to conclude that SIPD does not have an unequivocally positive or direct impact on supplier relationship resilience. The research fills the gap by analyzing the impact of SIPD on two main SCRES elements. The study examines supplier relationship resilience, understood as flexibility and redundancy elements, in a single supplier–buyer relationship perspective. Thus, the presented considerations go beyond the traditional understanding of flexibility and redundancy in supplier relationship management, that is through the prism of double or multi sourcing and having back up-suppliers.

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How to measure SCRES? – the perspective of flexibility and redundancy in relationships with suppliers

Cited by 3 publications

References 35 publications

Supply chain resilience: the role of supplier development in the form of contract farming in fast-food outlets in Zimbabwe

Supply chain resilience: the role of supplier development in the form of contract farming in fast-food outlets in Zimbabwe

Modeling of Sustainable Supply Chain 2.0. (Framework)

The ambiguous impact of supplier involvement in product development on supplier relationship resilience and company performance

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