Managing glitches in collaborative product development with suppliers

Merminod, Valéry; Dain, Marie-Anne Le; Frank, Alejandro Germán

doi:10.1108/scm-01-2020-0042

Cited by 9 publications

(5 citation statements)

References 80 publications

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“…Moreover, digital technologies can support supplier integration in the product development process (Ayala et al , 2020) or avoid glitches when such integration happens (Merminod et al , 2021), which can help develop green products aligned with the GSCM system of the firm. Future studies could advance in this direction of research.…”

Section: Discussionmentioning

confidence: 99%

Smart green supply chain management: a configurational approach to enhance green performance through digital transformation

Lerman

Benitez

Müller

et al. 2022

SCM

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Purpose While it is known that digital transformation facilitates data flow in supply chains, its importance on green supply chain management (GSCM) has not been investigated concisely. This paper aims to expand the theory of digital transformation in GSCM by investigating the interconnections between these concepts and providing an integrative view of a smart green supply chain management (Smart GSCM). Design/methodology/approach This adopts a configurational perspective on digital transformation and supply chain management (SCM) to investigate the different dimensions of Smart GSCM and their contribution to green performance. Therefore, this paper analyzes data from 473 manufacturing companies using regression techniques. Findings The results show how smart supply chain contributes to green performance through managing green relationships (external GSCM activities) and establishing green operations (internal GSCM activities). Furthermore, this paper finds partial mediating effects for external and internal GSCM activities on green performance. These findings show that smart supply chain (i.e. digital transformation strategy and front-end technologies, supported by several back-end technologies) is directly associated with higher levels of GSCM. It is specifically associated with one of the internal dimensions of green operations, namely, green purchasing activities. Hence, the findings suggest that digital transformation alone is insufficient to achieve green performance, needing a GSCM configuration to mediate this effect. Practical implications This study calls attention to how managers should integrate these at least three different perspectives of SCM: digital transformation, external relationships and internal operations to increase green performance. Originality/value As the main contribution, this study provides a configurational and holistic understanding of the different dimensions and mechanisms in Smart GSCM.

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Section: Discussionmentioning

confidence: 99%

Smart green supply chain management: a configurational approach to enhance green performance through digital transformation

Lerman

Benitez

Müller

et al. 2022

SCM

Self Cite

View full text Add to dashboard Cite

show abstract

“…The factors have been categorized and contrasted with the factors on the customer side. This provides a deeper insight into the phenomenon and contributes to a dual perspective that is missing in the current literature (Johnsen, 2009; Merminod et al , 2022). The findings show that many of the factors mirror those on the customer side, but some are unique to each side.…”

Section: Discussionmentioning

confidence: 86%

“…Although a few studies emphasize the supplier perspective (Oinonen and Jalkala, 2015; Hwang et al , 2019; Flankegård et al , 2021), studies that adopt the customer perspective still predominate, as shown in a recent systematic review and meta-analysis of the literature on supplier involvement by Suurmond et al (2020). Furthermore, several scholars recommend that research should focus more on the supplier perspective (Mikkelsen and Johnsen, 2019; Merminod et al , 2022), indicating limited insights into suppliers’ perspectives on critical factors for involvement in customer product development. However, what are considered critical factors may differ between large firms and small and medium-sized enterprises (SMEs), as SMEs have differences in resources, organizational structure, competencies, technology base, etc.…”

Section: Introductionmentioning

confidence: 99%

Critical factors for involvement in customers’ product development: an SME perspective

Flankegård

Johansson

Granlund

2023

JBIM

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Purpose This paper aims to identify critical factors that influence small and medium-sized enterprise (SME) suppliers’ involvement in their customers’ product development and contrast these with the factors identified from the customer perspective. Design/methodology/approach A multiple case study approach was used, including four companies. Data were collected through 32 semi-structured interviews, six workshops and documents. Findings A model is presented that merges this study’s nine identified critical factors with seven critical factors from the customer perspective. The model provides a dual perspective of supplier involvement in product development, wherein the supplier and customer perspectives are concurrently addressed. Some factors are unique for the supplier, but several mirror those on the customer side. Research limitations/implications The study is based on data from SME suppliers in Northern Europe. As it is expected that SME companies are more constrained by limited resources, future studies could study critical factors at larger suppliers. Practical implications Customers and suppliers having insights about the critical factors can provide better conditions for product development for the other actor; for example, when evaluating customer–supplier integration. Originality/value The presented model of critical factors provides a more nuanced picture of supplier involvement in product development as prior research has been biased toward the customer perspective. This study emphasizes the importance of contextual information that has been unnoticed in the literature.

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“…The SCM literature has focused particularly on the value and role of suppliers in focal firms’ innovation ecosystems by discussing suitable timing, role and coordination mechanisms of successful involvement of suppliers in buying organizations’ innovation projects (Van Echtelt et al , 2008; Johnsen, 2011; Yan et al , 2018). Supplier involvement has often been associated with improvements in innovation project performance (Cousins et al , 2011; Bellamy et al , 2014; Luzzini et al , 2015), but it can also be detrimental for project outcomes when the buying firm is challenged to manage the increased project organizational complexity (Merminod et al , 2021).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Managing triadic supplier relationships in collaborative innovation projects: a relational view perspective

Patrucco

Harland

Luzzini

et al. 2022

SCM

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Purpose Suppliers are essential partners in innovation projects, as they own resources, knowledge assets and capabilities that complement those of buying firms. In today’s competitive environment, firms may choose to collaborate with suppliers beyond dyads, forming triadic or three-party relationships. Using the theoretical lens of the relational view (RV), this study aims to explore what type of triad configurations firms use to govern supplier relationships in collaborative innovation projects, how they choose to share resources and implications for project performance. Design/methodology/approach The authors use interview data from buyers and suppliers in six case studies of firms involved in ten collaborative innovation projects. The four constructs of the RV are used to observe how firms govern triadic relationships, combine complementary resources, invest in relationship-specific assets and manage information and knowledge exchange with and between suppliers in innovation projects. Findings Four archetypes of triadic relationships in innovation projects – labeled Triangle, A-frame, D-Frame and Line – are presented and characterized in terms of their structural and relational features. The authors discuss how each triad archetype is applicable to different innovation projects according to specific project characteristics. Originality/value This study is pioneering in its empirical examination of triadic relationships in collaborative innovation projects. It provides a novel typology of four archetypes of triad from the perspective of collaborative relationships with suppliers. Through applying the RV, it advances understanding of how triadic relationships are governed, how they invest in relationship-specific assets, how they combine complementary resources and how they exchange knowledge and information in each type of triad appropriate to different innovation project settings. To date, much of the extant literature has focused on dyads.

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Managing glitches in collaborative product development with suppliers

Cited by 9 publications

References 80 publications

Smart green supply chain management: a configurational approach to enhance green performance through digital transformation

Smart green supply chain management: a configurational approach to enhance green performance through digital transformation

Critical factors for involvement in customers’ product development: an SME perspective

Managing triadic supplier relationships in collaborative innovation projects: a relational view perspective

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