Infrastructure framework and manufacturing supply chain agility: the role of delivery dependability and time to market

Abstract

Purpose The main purpose of this study is to examine the role of delivery dependability and time to market, on the relation between the infrastructure framework and supply chain agility. Furthermore, the impacts of supply chain agility on firm performance are examined. Design/methodology/approach Data were collected from 113 respondents, senior executives and managers, in purchasing, operations, supplying, planning and other supply chain functions in large manufacturing firms in the MENA region, which includes 12 countries (Jordan, Lebanon, Egypt, Saudi Arabia, United Arab Emirates, Kuwait, Oman, Bahrain, Qatar, Morocco, Tunis and Algeria). A large-scale survey questionnaire was used for data collection process. The research framework was tested by using hypothesis-testing deductive approach. The results are based on covariance-based analysis and structural equation modelling using analysis of moment structures software. Findings The results show that infrastructure framework elements do not contribute significantly to support supply chain agility. It is also found that delivery dependability and time to market partially mediate the relationship between infrastructure framework elements and supply chain agility. Additionally, it is found that supply chain agility is associated with enhanced firm performance. Originality/value This paper provides an overview and empirically shows that delivery dependability and time to market are appropriate logistics practices for mediating the impact of infrastructure framework and supply chain agility. These relationships indicate a contribution to theory that explains how infrastructure framework elements can procreate supply chain agility, through the synchronising of appropriately matched logistics practices.

Financial performance and supply chain dynamic capabilities: the Moderating Role of Industry 4.0 technologies

“…Schilke 2014). Our findings further indicate that SCA exerts a positive impact on financial performance, which is in line with existing literature (Gligor, Esmark, and Holcomb 2015;Al-Shboul 2017). Therefore, superior performance outcomes from SCI as a lower-order capability can be realised by developing the higher-order dynamic capability of SCA, which is in line with performance effects predicted by Collis (1994).…”

“…SCA is fundamental for firms operating in unpredictable environments characterised by rapid fluctuations in demand and supply (Christopher and Towill 2001), as it enables them to adapt and respond to changes in customer expectations (Christopher 2000;Vonderembse et al 2006). Most importantly, SCA can mitigate the risks imposed by unforeseen changes in the external environment, including demand for new product designs, improvements, functionalities, and increases in production costs (Al-Shboul 2017;Sangari and Razmi 2015). In this context, the speed of such response is an important component of SCA (Gligor and Holcomb 2014;Swafford, Ghosh, and Murthy 2006;Swafford, Ghosh, and Murthy 2008;Eckstein et al 2015).…”

Examining the synergistic effect of supply chain agility, adaptability and alignment: a complementarity perspective

“…Operational elements capture aspects of quality, productivity, and efficiency, while relational elements support the supplier-customer relationship (Stank et al, 1999). For instance, research suggests that supply chain agility enhances firm performance by reducing cycle times and time to market (Agarwal et al, 2007;Mason-Jones and Towil, 1999;Sharifi et al, 2006;Al-Shboul, 2017). Additionally, agility has been linked to improved financial performance.…”

A systematic literature review on the service supply chain: research agenda and future research directions

“…Another reason for its lesser appeal for research was because of the common misconception of directly applying best practice manufacturing supply chain management tools in the service sector to get better outcomes (Ellram, Tate, and Billington 2004). Previous studies mostly focused on the manufacturing and transportation sectors (Baltacioglu et al 2007;Masali 2016;AL-Shboul 2017;Zhu and Tian 2016;He et al 2016) but the emergence of the recent boundary less business world has changed this perception. The success of the service sector in US is directed attributed to robust second half economic performance (valued by GDP) to the world's principal economy in 2014 (Guardian 2015).…”