JIT purchasing and performance: an exploratory analysis of buyer and supplier perspectives

Dong, Yan; Carter, Craig R.; Dresner, Martin

doi:10.1016/s0272-6963(00)00066-8

Cited by 160 publications

(98 citation statements)

References 40 publications

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“…As buyers work toward just-in-time delivery and seek to reduce their risk of over-or under-buying (Dong et al, 2001), they often deliberately defer a decision until the last possible minute in order to understand better what their competitors might do and to reflect exactly current consumer demands, either in terms of volume or product specification (Ashida and Plinke, 2004). To fill these short-lead time and highflexibility orders, suppliers in developing countries may either force extreme overtimes or speed up production lines to extreme physical limits (The Impactt Overtime Project Report, 2005).…”

Section: Production Complexitymentioning

confidence: 99%

Implementing Supplier Codes of Conduct in Global Supply Chains: Process Explanations from Theoretic and Empirical Perspectives

2008

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Section: Production Complexitymentioning

confidence: 99%

Implementing Supplier Codes of Conduct in Global Supply Chains: Process Explanations from Theoretic and Empirical Perspectives

2008

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“…Complementarily, O'Leary-Kelly and Flores (2002) argued that manufacturing and marketing integration improves business performance. Similarly, other studies indicate that integration among functional areas influences operational or business performance (Droge, Jayaram, & Vickery, 2004;Swink, Narasimhan, & Wang, 2007): among others, manufacturing and supply chain integration (Flynn et al, 2010;Narasimhan & Kim, 2002), supply chain and NDP integration (Primo & Amundson, 2002), and buyer and supplier integration (Dong, Carter, & Dresner, 2001). At the same time, integration is a result of different activities.…”

Section: Results Expectedmentioning

confidence: 87%

“…We evaluated how often manufacturing seeks to improve coordination with external and internal actors (Dong et al, 2001;Frohlich & Westbrook, 2002;Koufteros et al, 2005;Monczka et al, 1998;Vickery, Jayaram, Droge, & Calantone, 2003).…”

Section: Methodsmentioning

confidence: 99%

The relationship between manufacturing integration and performance from an activity-oriented perspective

Paiva

Gavronski

D’Avila

2011

BAR, Braz. Adm. Rev.

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Manufacturing integration with other functional areas and suppliers is a key aspect for achieving sustainable competitive advantage. The objective of this study is to analyze manufacturing integration from an activity-based perspective. We hypothesize that manufacturing integration with suppliers, marketing, and R&D is positively related to profit and sales growth when it occurs simultaneously in key internal activities. We surveyed 366 companies located in the southern region of Brazil, chosen from the SEBRAE (1) database. We used structural equations modeling to address validity and reliability issues. We evaluated common method variance (CMV) with the MTMM model and used path analysis to test the structural relations. We found that all manufacturing integration aspects are positively related to sales growth, but only manufacturing-R&D integration is positively related to profitability. Therefore, managers interested in improving the performance of their plants should favor the integration between manufacturing and R&D teams, at all hierarchical levels. We did not find any evidence, however, that direct interaction between manufacturing and marketing improves performance.

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“…Examples include the use of EDI, decisions regarding packaging, or synchronisation of deliveries. Authors that stand out for conceiving integration as practices include: Dong et al (2001), Salvador et al (2001), Frohlich and Westbrook (2001), Vickery et al (2003), Kulp et al (2004); Narasimhan and Nair (2005) or Sanders and Premus (2005). Van der Vaart and Van Donk (2008) concluded that there is an excessive amount of variation in the ways different authors capture the concept of integration and, although there are authors who have combined two of the dimensions and even the three dimensions, they are still concerned with the influence that attitudes, patterns and practices have on each other.…”

Section: Integration Contentmentioning

confidence: 99%

Integration: attitudes, patterns and practices

Vallet‐Bellmunt

Torres

2013

Supply Chain Management: An International Journal

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ABSTRACT:Purpose: This work has two main objectives: 1) to obtain a set of scales for measuring the patterns, attitudes and practices of integration that can be extrapolated to different scopes (both internal and external) and participants (supplier and customer) within the supply chain; and 2) to evaluate the relations between the different components of integration.Design/methodology/approach: Based on previous literature on the content, measurement and scope of the concept of integration, a model is presented and tested using structural equation modelling. Data were collected from 450 enterprises from the Spanish construction materials sector. Findings:Our results suggest that integration is a multidimensional concept that covers the different organisational levels of the company: corporate through attitudes; strategic through patterns, and operative through practices. These components have a different structure and, although attitudes and patterns behave similarly, practices do not, and so there is no single dimension of integration that includes the three levels. With regard to scope, internal and external integration are related but do not constitute one single concept of integration. It therefore cannot be measured as a single dimension in order to relate the integration of the firm with its (corporate, logistic or marketing) performance. Research limitations:From a methodological point of view, data were collected from a single sector, in a single moment in time and with a single respondent in each company. Practical implications:Patterns and attitudes have a complete, corporative and strategic content, whereas practices are independent from each other and have a more operational vision. Originality/value: Unlike studies that analyse integration and its relationship with outcomes, this work focuses on the concept of integration itself by analysing its three components. Thus, it extends the study of internal and external integration and focuses on the behaviour of the enterprise with two different members of the supply chain (suppliers and customers), thereby extending the analysis beyond the dyad.

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JIT purchasing and performance: an exploratory analysis of buyer and supplier perspectives

Cited by 160 publications

References 40 publications

Implementing Supplier Codes of Conduct in Global Supply Chains: Process Explanations from Theoretic and Empirical Perspectives

Implementing Supplier Codes of Conduct in Global Supply Chains: Process Explanations from Theoretic and Empirical Perspectives

The relationship between manufacturing integration and performance from an activity-oriented perspective

Integration: attitudes, patterns and practices

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