Improving the execution of supply chain management in organizations

Teller, Christoph; Kotzab, Herbert; Grant, David

doi:10.1016/j.ijpe.2011.03.002

Cited by 42 publications

(39 citation statements)

References 34 publications

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“…This is in line with the notions of Teller, Kotzab, and Grant (2012), who argue that supply chain processes leverage the use of SCM resources to affect the execution of SCM. Such a proposed mediation is also supported by Baraldi, Gressetvold, and Harrison's (2012) notions on the interaction of resources, and their view on how network partners combine and develop them in order to establish capabilities that further support the management and subsequently the competitiveness of networks.…”

Section: H4: the More (A) Internal/(b) Joint Scm Resources Are Availasupporting

confidence: 83%

“…IPA is a widely accepted analytical tool within the area of customer satisfaction research (Johnson and Gustafsson 2000). We followed Johnson and Gustafsson (2000) as well as Teller, Kotzab, and Grant (2012) in setting up the IPA.…”

Section: Importance-performance Analysismentioning

confidence: 99%

“…Consequently, they derive a framework of supply chain integration that consists of three dimensions (information integration, coordination and resource sharing, and organisational relationship linkages) that are all aimed at integrating internally with suppliers as well as with customers. Some conceptual and empirical studies suggest that the level of implementation of inter-organisational supply chain business processes depends on the existence of specific SCM-related resources (Kotzab et al 2011;Teller, Kotzab, and Grant 2012). However, the literature still lacks insights as to which resources and capabilities in individual firms directly drive and indirectly leverage their internal and external integration of supply-chain-specific business processes with suppliers and customers, creating value and improving the total performance of the chain.…”

Section: Introductionmentioning

confidence: 99%

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Supply chain management resources, capabilities and execution

Kotzab

Teller

Grant

et al. 2014

Production Planning & Control

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This paper identifies inter-and intra-organisational management resources that determine the level of execution of inter-firm alliance supply chain management (SCM). By drawing on network and resource-based view theories, a conceptual model proposes the effects of SCM resources and capabilities as influencing factors on SCM execution. The model was tested using survey data from studies conducted in two European supply chain environments. Variance-based structural equation modelling confirmed the hypothesised hierarchical order of three proposed antecedents: internal SCM resources affect joint SCM resources, which in turn influence collaborative SCMrelated processes and finally SCM execution. An importance-performance analysis for both settings shows that providing and investing in internal SCM resources should be a priority when aiming to increase SCM execution. The theoretical contribution of this paper lies in confirming that the improvement of SCM execution follows a clear pathway featuring internal supply chain resources as one of the main drivers. The practical implications of this research include the development of a prioritisation list of measures that elevate SCM execution in the two country settings.

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Section: H4: the More (A) Internal/(b) Joint Scm Resources Are Availasupporting

confidence: 83%

Section: Importance-performance Analysismentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Supply chain management resources, capabilities and execution

Kotzab

Teller

Grant

et al. 2014

Production Planning & Control

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“…[Insert Table 1 here] This study focuses on comparing the theoretical underpinnings of the four major approaches to IPA; other approaches, listed in the table, which combine IPA with different techniques, such as Profile Accumulation Technique (Johns, 2001), Analytical Hierarchy Process (Tsai, Hsu, & Chou, 2011), and structural equation modeling (Teller, Kotzab, & Grant, 2012) are excluded from this study. In the following sections each of the four approaches is briefly described and then compared and contrasted to the other approaches.…”

Section: Different Approaches To Ipamentioning

confidence: 99%

“…IPA has been applied in profile marketing (Crompton & Duray, 1985), manufacturing (Platts & Gregory, 1992), operations and engineering services (Slack, 1994), retail (Shieh & Wu, 2009), education services (Ford, Joseph, & Joseph, 1999), hospitals (Yavas & Shemwell, 2001), professional associations (Johns, 2001), financial services (Matzler, Sauerwein, & Heischmidt, 2003), transportation (Huang, Wu, & Hsu, 2006;Mangan, Lalwani, & Gardner, 2002), ports (Brooks, Schellinck, & Pallis, 2010), airport services (Tsai, Hsu, & Chou, 2011), human resources (Eskildsen & Kristensen, 2006;Siniscalchi, Beale, & Fortuna, 2008), hotels (Deng, 2008;Deng, Kuo, & Chen, 2008), tourism (Lai & To, 2010;Taplin, 2012), restaurants (Liu & Jang, 2009;Ma, Qu, & Njite, 2011), other service sectors (Bacon, 2003), and supply chain management (Teller, Kotzab, & Grant, 2012).…”

Section: Introductionmentioning

confidence: 99%

Investigating the different approaches to importance–performance analysis

Feng

Mangan

Wong

et al. 2014

The Service Industries Journal

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Importance-performance analysis is an analytic technique that generates a twodimensional importance-performance grid, where the values of importance and performance across attributes are plotted against each other. This technique is used to assist service and other firms in prioritizing areas for service improvement when resources are limited. This study contributes to service theory by firstly performing a comprehensive literature review of four different and commonly used approaches to importance-performance analysis. Survey data from the ports sector are then used to elucidate the value and the distinctiveness of these four different approaches, and it is also shown how the underlying theoretical assumptions led to somewhat varying, and contradictory interpretations.Subsequently, novel guidelines for integrating results from these four different approaches are proposed. The study advances service theory by detailing the integration of the different approaches to make sense of the importance and performance of diverse service attributes. The integrative approach developed in this paper also provides practitioners with clearer guidance for the application of 2 importance-performance analysis.

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