Managing quality risk in supply chain to drive firm's performance: The roles of control mechanisms

Tse, Yiu Kuen; Zhang, Minhao; Tan, Kim Hua; Pawar, Kulwant S.; Fernandes, Kiran

doi:10.1016/j.jbusres.2018.01.029

Cited by 52 publications

(59 citation statements)

References 88 publications

(47 reference statements)

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“…Page 12 of 50 Supply Chain Management: an International Journal apprehend buyers' manufacturing and supply risks (Cheng and Lu, 2017) like suppliers' opportunism to produce fraudulent products (Duhadway et al, 2020) or non-quality products (Tse et al, 2019).…”

Section: Buyer-led and Supplier-led Practices Interplay With Scrsmentioning

confidence: 99%

The role of collaborative interorganizational relationships in supply chain risks: a systematic review using a social capital perspective

Daghar

Alinaghian

Turner

2020

SCM

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Purpose The purpose of this paper is systematically review, synthesize and critically evaluate the current research status on the role of collaborative interorganizational relationships (CIRs) in supply chain risks (SCRs) from a social capital perspective and provide an organizing lens for future scholarship in this area. Design/methodology/approach This study adopts a systematic literature review approach to investigate 126 articles from 27 peer-reviewed journals between 1995 and 2020. Findings This paper investigates supply chain CIRs using a social capital perspective to explain the role of structural, relational and cognitive capital that resides in these relationships in various SCRs (i.e. environmental, supply, manufacturing, demand, information, financial and transportation). The review reveals that the three social capital dimensions uniquely and both positively and negatively affect different SCRs. The findings further suggest that the perceived SCRs can influence the structural and relational capital. Practical implications This study calls for practitioners to consider the cognitive alignment with their supply network partners, their relational investments, as well as the interorganizational processes and systems in managing and alleviating SCRs. Originality/value This review offers a theoretical articulation of how various aspects of CIRs affect SCRs. Specifically, this study extends the existing understanding of the role of social capital in SCRs through offering a synthesis of dominant findings and discourses, and avenues for future research.

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Section: Buyer-led and Supplier-led Practices Interplay With Scrsmentioning

confidence: 99%

The role of collaborative interorganizational relationships in supply chain risks: a systematic review using a social capital perspective

Daghar

Alinaghian

Turner

2020

SCM

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“…In this case, SC provides more flexibility to the organization to reduce transactional costs (Dong et al, 2017). Furthermore, Tse et al, (2019) found empirical evidence that control mechanisms have a significant impact on quality risk management practices, where FC and SC are significant antecedents of SD and PPR which are quality risk management practices. However, this study has not considered RMI as a critical factor in determining the success of SCQRM implementation.…”

Section: Control Mechanisms and Scqrm Implementationmentioning

confidence: 99%

“…Control mechanisms are useful for maintaining cooperation between organizations (Li et al, 2010). In other words, FC helps organizations to increase the positive impact of PPR and company performance (Tse et al, 2019). The application of control mechanisms can directly affect transaction costs, operational costs, and partners' willingness to engage in risk management activities (Das and Teng, 2001;Li et al, 2008).…”

Section: Control Mechanisms and Organizational Performancementioning

confidence: 99%

The Influence of the Antecedents of SCQRM Implementation on Organizational Performance with the Moderating Role of Organizational Culture in the Indonesian Navy

Riyadi

Warsindah

Adriyanto

et al. 2021

bus. and entrepreneurial rev.

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This study aims to determine the effect of the antecedents of Supply chain quality risk management (SCQRM) implementation on organizational performance with the moderating role of organizational culture in the Indonesian Navy. Based on data from questionnaire survey data totaling 260 Indonesian Navy officers, the SCQRM theory model is proposed and the structural equation model is used to test the proposed hypothesis. The results show that strategic leadership, information, and control mechanisms are significant antecedents of SCQRM implementation. Furthermore, strategic leadership and information significantly contribute to organizational performance. An interesting finding is that control mechanisms do not have a direct impact on organizational performance, but they do contribute indirectly to organizational performance mediated by SCQRM implementation. Also, SCQRM implementation significantly contributes to organizational performance and the moderating effect of organizational culture strengthens the relationship between SCQRM implementation and organizational performance. This study focuses on the concept and implementation of SCQRM in Indonesian Navy logistics with the role of strategic leadership, information, control mechanisms, and organizational culture to improve organizational performance using single respondents and expert perceptions, namely Indonesian Navy Officers. The managerial implications suggest that complementary benefits arise from the adoption of a more holistic approach to the management of supply chain quality risk at the organizational level with supported the role of strategic leadership, information, control mechanisms, and organizational culture will improve organizational performance. Three contributions to science in the development of SCQRM theory. First, this study develops an SCQRM theoretical model with three unique dimensions (supplier development, risk management integration, and proactive product recall). Second, this study provides a new perfection of how the complementarity system of SCQRM is operated to improve organizational performance. Moreover, the findings imply that a successful SCQRM implementation is built on a complementarity power in risk management resources and routines. The multiple manifestations of the three SCQRM dimensions are all driven by a cohesive, yet unobserved synergy, which also forms one of the competencies of the organization. Third, this study also provides a new perfection on the role of strategic leadership, information and control mechanisms as antecedents of SCQRM implementation, and the moderating role of organizational culture that strengthens the relationship between SCQRM implementation and organizational performance.

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“…Supply chain challenges Query and PO lead times (QER) Sjobakk et al (2015) Materials management Cagliano et al (2014) Supply chain strategy Kaplan & Norton (1996;2004) Productivity; supplier integration; standardisation of performance measures Salam and Khan (2018) Supplier Assessment Kumar et al (2018) Supply Risk Flexibility and responsiveness (FLX) Jordan and Bak (2016) Supply chain skills Bhagwat & Sharma (2007) Supplier monitoring Van Weele (2010) Strategic purchasing Cagliano et al (2014) Supply chain strategy Liao et al (2010) Supply flexibility; supply performance Tan and Sia (2006) Outsourcing Product quality and availability (QUL) Gunasekaran et al (2001) Quality management Bhagwat & Sharma (2007) Supplier Development Amorim et al (2016) Product availability Kannan and Tan (2005) Quality assessment Tse et al (2019) Salimian et al (2017 Supplier Collaboration Forecasting (FOR) Gunasekaran et al (2001) Supply chain integration Gustafsson & Karlsson (2012) Capacity development Bukh & Malmi (2005) Resource utilisation Dey et al (2015) Supplier performance evaluation Cycle time (CYT) Huang and Keskar (2007) Supplier selection Cagliano et al, (2014) Supply chain strategy Kaplan & Norton (1996) Productivity; supplier integration; standardisation of performance measures…”

Section: Literature Contextmentioning

confidence: 99%

Supplier performance assessment

Romule

Bak

Colicchia

et al. 2019

BIJ

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Purpose The discussion of supplier performance assessment and implementation challenges has been evidenced well in the academic literature. However, the analysis of supplier performance assessment has been limited in terms of inclusion of suppliers’ perspective, especially in terms of what key performance indicators they deem to be relevant and aligned with their goals. Therefore, the purpose of this paper is to shed light on supplier performance assessment, taking into account both manufacturing company’s and suppliers’ perspective, to evaluate to what extent the utilised performance measures are beneficial to all parties. Design/methodology/approach Based on literature review on supplier performance assessment, ten categories of performance measures were established and explored in a case study involving a UK manufacturing company and its suppliers. A questionnaire was distributed to the manufacturing company and their 30 suppliers, resulting with a total of 41 responses. Findings From the established ten categories only five categories were highly rated which were: net profits, flexibility and responsiveness, delivery performance and time and cycle time, product quality and availability, which were aligned to financial and internal business process categories. Research limitations/implications This study focused on a UK-based company and its relationship with its suppliers and how performance measures were assessed within this context. A further study needs to be conducted in terms of comparing the results of the study to other companies’ supplier performance assessment. Originality/value The research on the topic of supplier performance assessment often relates to measurement and highlights measures for assessing suppliers’ performance to a particular industry or area of performance measurement. Hence, this study embeds three distinctive angles including the academic literature on supplier performance assessment, suppliers’ and the manufacturing company’s perspectives.

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Managing quality risk in supply chain to drive firm's performance: The roles of control mechanisms

Cited by 52 publications

References 88 publications

The role of collaborative interorganizational relationships in supply chain risks: a systematic review using a social capital perspective

The role of collaborative interorganizational relationships in supply chain risks: a systematic review using a social capital perspective

The Influence of the Antecedents of SCQRM Implementation on Organizational Performance with the Moderating Role of Organizational Culture in the Indonesian Navy

Supplier performance assessment

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