Inter-organizational systems use and supply chain performance: Mediating role of supply chain management capabilities

Asamoah, David; Agyei-Owusu, Benjamin; Andoh‐Baidoo, Francis Kofi; Ayaburi, Emmanuel

doi:10.1016/j.ijinfomgt.2020.102195

Cited by 87 publications

(104 citation statements)

References 49 publications

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“…(Bibri, 2018), cloud computing (Vazquez-Martinez et al, 2018, BCT (Korpela et al, 2017), and big data analytics (Kache & Seuring, 2017) influence SC processes. Moreover, Asamoah et al (2021) Moreover, the components of CE aligned with industry 4.0 enables sustainable production through recovery operations and reducing the use of material (Despeisse et al, 2017). Also, it helps to improve operational parameters and economic performance through sharing of information regarding supply and demand management across SC stakeholders (Rymaszewska et al, 2017).…”

Section: The Results Inmentioning

confidence: 99%

Circular economy practices and industry 4.0 technologies: A strategic move of automobile industry

2021

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The fourth industrial revolution (IR4.0) toward automation and digitalization is the new trend among automobile production systems. Indubitably, the automobile industry has been scurrying in this revolution due to investment and governmental support availability. The current study examines the role of industry 4.0 on circular economy practices and supply chain capability to improve firm performance. Cross-sectional data were collected from 286 respondents through a closed-ended questionnaire.The adoption of circular economy practices improves the economic and operational performance of the firm. Also, industry 4.0 has the potential to make significant improvements in business operations. The empirical results confirm that industry 4.0 plays a positive role in implementation of circular economy practices and supply chain capability. Furthermore, circular economy practices provide evidence to have positive nexus with operational and economic performance. On the other hand, supply chain capability has a positive relationship with operational performance and has an insignificant association with economic performance, whereas operational performance improves economic health. Thus, the current research work provides the guidelines for the participating enterprises that can achieve sustainable goals by assimilating industry 4.0 in manufacturing systems.

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Section: The Results Inmentioning

confidence: 99%

Circular economy practices and industry 4.0 technologies: A strategic move of automobile industry

2021

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“…While, other studies have operationalized IT as highly aggregated concepts (Sanders and Premus, 2005; Sanders, 2007; Paulraj et al , 2008; Fawcett et al , 2011; Prajogo and Olhager, 2012; Davis et al , 2014; Yu, 2015; Peng et al , 2016; Kim, 2017), or have focused on the impact of IT investments (Fawcett et al , 2011; Devaraj et al , 2013). Although a few studies have considered IT as a formative construct consisting of different sub-constructs (Rai et al , 2006; Asamoah et al , 2021), their tests cannot disentangle the individual role of each IT capability in enhancing SCM. Consequently, these studies investigating the relationships between IT/IS capabilities, SCM and operational performance are yet to empirically test the influence of different dimensions of IT/IS capabilities on SCM.…”

Section: Introductionmentioning

confidence: 99%

Understanding the link between IS capabilities and cost performance in services: the mediating role of supplier integration

Teng

Tsinopoulos

2021

JEIM

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PurposeThe purpose of this study is to explore the link between information systems (IS) capabilities, supplier integration and cost performance in the service context. Specifically, it empirically investigates how supplier integration meditates the relationship between three dimensions of IS capabilities and cost performance in service firms.Design/methodology/approachA survey of 156 UK service firms was conducted and the data analyzed to determine the role of supplier integration in mediating the effects of IS capabilities on firms' cost performance. The research model was tested using structural equation modeling (SEM), and the neural network model was used to rank the relative influence of significant predictors obtained from SEM.FindingsThe results confirmed that supplier integration fully mediates the effects of information technology (IT) for supply chain activities and flexible IT infrastructure on cost performance and partially mediates the effect of operations manager's IT knowledge on cost performance. The results showed that operations manager's IT knowledge is the strongest predictor of supplier integration.Originality/valueThis study takes a step toward quelling concerns about the business value of IS, contributing to the development and validation of the measurement of IS capabilities in the service operations context. Additionally, it adds to the emerging body of literature linking supplier integration to the operational performance of service firms.

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“…Compression of time comprising supply, production, and distribution processes becomes more and more often a necessity for many branches, allowing them to stay in the market. Efficient supply chain management results in cutting down the cycle time and lowering costs [55][56][57][58].…”

Section: Literature Reviewmentioning

confidence: 99%

Improvement of the Logistics Flows in the Receiving Process of a Warehouse

et al. 2022

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Background: The present work is related to a project developed in a company dealing with the security and communication systems, fire alarms, and electronic displays sector, located in the district of Aveiro. This work aims to improve the logistics flow of material reception in the warehouse of a company by using case study research methodology. Methods: Initially, there were too many queues at reception and high throughput times. The approach used to solve these problems was balancing the workstations, with the help of industrial simulation software (Arena®) and changing the existing layout, making the queues residual in order to reduce the throughput times. Results: Considerable savings were achieved with this approach in terms of operational costs. A reduction of the throughput time by 28% is reached and a reduced number of workstations is achieved, as well as a greater capacity to receive more material without the need for further investment. Conclusions: The changes in the layout allowed improvements at the ergonomic level and greater organization (5 S’s) at the workstations, thus having a positive impact on the employees’ working conditions.

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Inter-organizational systems use and supply chain performance: Mediating role of supply chain management capabilities

Cited by 87 publications

References 49 publications

Circular economy practices and industry 4.0 technologies: A strategic move of automobile industry

Circular economy practices and industry 4.0 technologies: A strategic move of automobile industry

Understanding the link between IS capabilities and cost performance in services: the mediating role of supplier integration

Improvement of the Logistics Flows in the Receiving Process of a Warehouse

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