Linking product modularity to supply chain integration and flexibility

Abstract

This study builds a moderated mediation model to empirically investigate the impacts of product modularity and supply chain integration (i.e., supplier, customer, and internal integration) on the flexibility and moderating effects of the product life cycle (i.e., growth and maturity stages) on the relationships using data collected from 204 Chinese manufacturers. The findings reveal that both supplier integration and internal integration mediate the relationship between product modularity and flexibility. Moreover, the indirect effect of product modularity on flexibility through supplier integration is stronger during the growth stage than during the maturity stage. There is no difference in the indirect effect of product modularity on flexibility through internal integration, which is significant in both the growth and maturity stages. In addition, the impact of product modularity on customer integration is significantly stronger, whereas that of customer integration on flexibility is significantly weaker during the growth stage than during the maturity stage.

The impact of relational capital on green supply chain management and financial performance

“…Such friendly and cooperative partnerships enable customers to follow inter-organizational processes that meet environmental and quality standards and specifications (Srivastava, 2007). Customer relational capital also facilitates speedy interactions and communications with customers, which can inform them about a manufacturer's environmental strategies and objectives and its production processes (Chen and Hung, 2014;Wang and Zhang, 2019). Customers can thus understand the manufacturer's strategies and operations, facilitating cooperation in customer green management.…”

“…Internal relational capital is the lubricant between the functional departments of a company (Yeung et al, 2009). It can encourage employees in different functional departments to cooperate, facilitating total involvement in environmental improvement and mitigation of environmental impacts (Wang and Zhang, 2019). Only when friendly and mutually beneficial relationships are established between functional departments can environmental factors be integrated into all stages of internal operations and decision making, which promotes the establishment of ISO 14000/14001 environmental management systems (Chan et al, 2012;Flynn et al, 2010).…”

“…Close interactions at multiple levels allow a manufacturer to develop consistent strategies and culture, which help it cooperate with suppliers in developing environmental objectives (Lee et al, 2015). Mutual trust and friendship at multiple levels promote cross-functional cooperation, which ensures that a manufacturer can consistently provide environmental requirements to suppliers (Wang and Zhang, 2019;Zhang et al, 2018). Internal cooperation also ensures that a manufacturer devises consistent environmental criteria for supplier selection, eco-label products, and collaboration with suppliers with ISO 14001 certification (Zhu et al, 2013).…”

“…Moreover, we argue that internal relational capital enhances financial performance indirectly through customer green management. Multi-level interactions between different functions create a cooperative atmosphere that encourages employees to participate in customer green management (Wang and Zhang, 2019). Mutual trust and friendship at multiple levels facilitate cooperation between a manufacturer and customers on eco-design and cleaner production (Zhu and Sarkis, 2004;Zhu et al, 2013).…”

Tedari̇k Zi̇nci̇ri̇ Entegrasyonu, Operasyonel Çevi̇kli̇k Ve Ki̇tlesel Ki̇şi̇selleşti̇rme Yeteneği̇: İmalat Sektöründe Ampi̇ri̇k Bi̇r Araştirma

“…Yazarlar, iç entegrasyonun ve tedarikçi entegrasyonunun esnekliği pozitif yönde etkilediğini göstermişlerdir. Ayrıca esneklik üzerinde en yüksek etkiye sahip olan boyutun iç entegrasyon olduğunu da belirtmişlerdir(Wang & Zhang, 2020, s. 1157. Son olarakChaudhuri vd.…”