Information sharing enablement of supply chain: a conceptual framework

Pujara, Akshay A.; Kant, Ravi

doi:10.1504/ijlsm.2013.052062

“…Information sharing Agarwal and Shankar (2003); Pujara and Kant (2013) Information sharing is a challenging task that requires willingness and a high level of trust among supply chain associates.…”

Section: Use Of Itmentioning

confidence: 99%

Modelling supply chain coordination for performance improvement using analytical network process-based approach

Shukla

¹

,

Garg

²

,

Agarwal

³

2018

IJBEX

0

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In order to improve coordination in the supply chain, the selection of a supply chain coordination mechanism plays an important role. Due to the multi-dimensional nature of a supply chain problem, the selection of the right supply chain coordination mechanisms (SCCMs) in a given situation remains a difficult and most challenging task for supply chain managers. In this paper, an attempt has been made first to explore various issues pertaining to the selection and implementation of SCCMs and finally to create an analytical network process (ANP) based framework to help supply chain managers to take appropriate steps in the selection of SCCMs in a given situation. The framework presented in this paper summarises the role of market responsiveness, process integration, risk, requirement and flexibility for supply chain performance. The paper explores the relationship among cost, flexibility, quality, service level and lead time to prioritise coordination mechanisms of supply chain for Indian manufacturing companies. The paper concludes with the justification of the framework, which analyses and prioritises the alternatives using ANP to improve coordination in supply chain.

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“…This study argues that the two sub-capabilities enable firms to coordinate suppliers to schedule deliveries. First, establishing information-sharing mechanisms enables a firm to coordinate their suppliers to meet the firm's requirements for delivery, quality, and cost (Rai et al, 2012;Pujara and Kant, 2013). Second, increasing supplier alignment allows a firm to encourage direct material suppliers to adjust order fulfilment activities to meet the firm's procurement plans (Gorane and Kant, 2014;Mandal, 2015).…”

Section: Management Capabilities In Direct Procurementmentioning

confidence: 99%

Role of management capability and web-enabled direct procurement in creating competitive direct procurement advantage

Tai

¹

2017

IJLSM

0

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Developing appropriate management capability enables manufacturing firms to strengthen competitive direct procurement advantage. The purpose of this study is to investigate what management capabilities can enable firms to create competitive direct procurement advantage and how web-enabled direct procurement moderates the competitive impact of management capabilities. This study conducted an empirical survey with a valid sample of 101 manufacturing companies in Taiwan to evaluate the research model of this study. The results revealed that process management, trust-building, and coordination capabilities significantly influence the competitive direct procurement advantage. Moreover, this study observed that web-enabled direct procurement alone does not directly influence the competitive direct procurement advantage. Web-enabled direct procurement plays a complementary role in reinforcing the effect of management capabilities.Keywords: web-enabled direct procurement; competitive direct procurement advantage; process management capability; trust-building capability; coordination capability.Reference to this paper should be made as follows: Tai, Y-M. (2017) 'Role of management capability and web-enabled direct procurement in creating competitive direct procurement advantage', Int.

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“…If a firm can effectively reduce errors and costs and increase integrated planning while conducting direct procurement cycle activities, then that firm is likely to have a strong process management capability (Pujara and Kant, 2013;Chiadamrong and Sophonsaritsook, 2015). This study conceptualises the process management capability as a second-order latent construct with two first-order latent sub-constructs: process efficiency capability and integrated planning capability.…”

Section: Management Capabilities In Direct Procurementmentioning

confidence: 99%

“…This study argues that the two sub-capabilities enable firms to coordinate suppliers to schedule deliveries. First, establishing information-sharing mechanisms enables a firm to coordinate their suppliers to meet the firm's requirements for delivery, quality, and cost (Rai et al, 2012;Pujara and Kant, 2013). Second, increasing supplier alignment allows a firm to encourage direct material suppliers to adjust order fulfilment activities to meet the firm's procurement plans (Gorane and Kant, 2014;Mandal, 2015).…”

Section: Management Capabilities In Direct Procurementmentioning

confidence: 99%

“…The process efficiency capability is the ability to streamline direct procurement processes. Firms with an effective process efficiency capability can shorten direct material purchasing times and reduce transaction errors, sourcing costs, and administrative tasks associated with monitoring and controlling procurement transactions (Gupta and Narain, 2012;Pujara and Kant, 2013). The integrated planning capability is the ability to align direct procurement activities with a firm's business requirements.…”

Section: Effect Of Management Capabilitiesmentioning

confidence: 99%

See 1 more Smart Citation

Role of management capability and web-enabled direct procurement in creating competitive direct procurement advantage

Tai

¹

2017

IJLSM

0

View full text Add to dashboard Cite

Developing appropriate management capability enables manufacturing firms to strengthen competitive direct procurement advantage. The purpose of this study is to investigate what management capabilities can enable firms to create competitive direct procurement advantage and how web-enabled direct procurement moderates the competitive impact of management capabilities. This study conducted an empirical survey with a valid sample of 101 manufacturing companies in Taiwan to evaluate the research model of this study. The results revealed that process management, trust-building, and coordination capabilities significantly influence the competitive direct procurement advantage. Moreover, this study observed that web-enabled direct procurement alone does not directly influence the competitive direct procurement advantage. Web-enabled direct procurement plays a complementary role in reinforcing the effect of management capabilities.Keywords: web-enabled direct procurement; competitive direct procurement advantage; process management capability; trust-building capability; coordination capability.Reference to this paper should be made as follows: Tai, Y-M. (2017) 'Role of management capability and web-enabled direct procurement in creating competitive direct procurement advantage', Int.

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Information sharing enablement of supply chain: a conceptual framework

Cited by 10 publications

References 63 publications

Modelling supply chain coordination for performance improvement using analytical network process-based approach

Modelling supply chain coordination for performance improvement using analytical network process-based approach

Role of management capability and web-enabled direct procurement in creating competitive direct procurement advantage

Role of management capability and web-enabled direct procurement in creating competitive direct procurement advantage

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