Organizational commitment and governance for supply chain success

Abstract

PurposeTo examine the nature and extent of commitment to supply chain collaboration. Also, to explore the state of supply chain governance structures.Design/methodology/approachA multi‐method survey and in‐depth interview methodology was employed to gather data. Content analysis was then used to identify the types and extent of managerial support for supply chain initiatives.FindingsFour types of managerial support are needed to achieve the highest levels of supply chain success: top management support, broad‐based functional support, channel support, and infrastructural/governance support. None of the interview companies have put all four types of support in place. Leading‐edge governance relies on cross‐functional/inter‐organizational teams, executive governance councils, customer advisory boards, supplier advisory councils and a modified reporting structure that overseas all value‐added activities from product conceptualization to customer relationship management. Again, none of the interview companies have established all aspects of an effective supply chain governance structure.Originality/valueMuch has been written on the need to focus on supply chains and create more cooperative and integrative relationships with key organizations in the supply chain; however, little has been written concerning the commitment levels among those involved in the supply chain or the types of governance structures that should be utilized within a given organization or along the supply chain. This paper bridges this gap, providing a benchmark for managerial commitment and presenting a composite governance structure based on observed best practices. Both academics and practitioners can use the insights provided to work toward a better understanding of supply chain commitment and governance.

Effective logistics alliance design and management

“…Thus, we were able to systematically and visually record our narrative review process and extract the data from which our results emerged. 7 We included all studies that included LSP at least as part of their sample of supply chain collaborators (as in: Fawcett et al, 2008;Fawcett et al, 2006;Zacharia et al, 2009 (Schrader and Hennig-Thurau, 2009) Based on this systematic extraction, we made a differentiation between studies that focused on vertical alliances and studies that emphasized horizontal relationships; this was done in order to incorporate the respective idiosyncracies of these alliance types in logistics alliance design and management. Finally, we structured the identified research issues of both vertical and horizontal alliances along four main categories (see Figure 2 for an overview).…”

Enabling sustainable energy futures: factors influencing green supply chain collaboration

“…In this context, the key responsibility of management is the provision of adequate monetary support, resources and their constant commitment (Min et al 2005). The latter argument is supported by Fawcett et al (2006), who state that commitment should come from all levels of the organisation and their SC partners. Only senior management can commit the resources and calibrate the incentives to develop factual cross-functional competences.…”

Sustainable Collaborative Governance in Supply Chain

“…As a widely used concept in many fields, governance can be generally described as a series of regulation and coordination of activities through a variety of formal and/or informal mechanisms based on a specific purpose [23][24][25]. Governance mechanisms may include policies, guidelines, rules, laws, norms, standards, monitoring and verification procedures, financial and other incentives, and the exercise of authority [26,27].…”