Supply chain integration scales validation and benchmark values

Marín-García, Juán A.; Alfalla-Luque, Rafaela; Medina‐López, Carmen

doi:10.3926/jiem.517

Cited by 6 publications

(4 citation statements)

References 60 publications

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“…Three control variables that could influence SCI dimensions were also included in our models: industry sector (Danese and Romano, 2011;Liu et al, 2016), plant size (Danese and Romano, 2011;Marin-Garcia et al, 2013) and plant age (Perols et al, 2013). Industry sector has been modelled as a composite (Henseler et al, 2016) consisting of seven dummy variables representing all the sectors included in the sample, except for the "Meat industry and Food products" sector, which is taken as the benchmark.…”

Section: Mediating and Non-linear Relationshipsmentioning

confidence: 99%

Mediating and non-linear relationships among supply chain integration dimensions

Dı́az

Garrido‐Vega

Fuentes

2018

IJPDLM

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Purpose The purpose of this paper is to analyse the relationships between the different dimensions of supply chain integration (SCI). First, the sequence in which these dimensions should be implemented and some possible mediating effects are investigated. Then, relationships are examined more closely to observe whether they present more complex non-linear forms than those usually analysed. Design/methodology/approach Required information was gathered from a sample of 477 Spanish industrial companies (23.4 per cent response rate). PLS structural equation modelling was applied to capture non-linear relationships between SCI dimensions. Findings The results indicate that internal integration leads to external integration and that within external integration, information flow integration provides the basis for financial flow integration and physical flow integration. Thus, the results suggest the existence of a logical sequence to achieve SCI. In addition, clearly different non-linear relationships are observed between the analysed variables. Practical implications It seems that a sufficient minimum value has to be reached for internal integration to have a positive effect on external information and financial integration. In addition, a higher degree of information integration appears to facilitate financial and physical integration, although a medium degree of information integration results in a lower degree of financial integration. Therefore, managers should not expect that efforts made to increase one integration dimension will always produce the same effect on the other dimensions. Originality/value An empirical contribution is made to knowledge of the logical SCI sequence. This contribution is not only important for academia, but also for managers seeking to improve supply chain performance through integration.

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Section: Mediating and Non-linear Relationshipsmentioning

confidence: 99%

Mediating and non-linear relationships among supply chain integration dimensions

Dı́az

Garrido‐Vega

Fuentes

2018

IJPDLM

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“…SCI was measured across three dimensions: internal, supplier and customer integration. The items for II were adapted from Basnet (2013) and Huo et al (2014), and those for supplier integration and customer integration from Marin-Garcia et al (2013). Strategy typology was operationalised using items that solicit both strategy orientations and structural dimensions.…”

Section: Measurement Instrumentmentioning

confidence: 99%

The impact of the core company’s strategy on the dimensions of supply chain integration

Feyissa

Sharma

Lai

2019

IJLM

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Purpose Nowadays, supply chain integration (SCI) is considered as an enabler of competitive firm performance. It has three important dimensions: internal, supplier and customer integration. Understanding the interaction between these dimensions and organisational strategy would pave the way for effective implementation of SCI. The famous Miles et al. (1978) strategy typology classifies firms into four strategy types: defenders, prospectors, analysers and reactors. The purpose of this paper is to explore the impact of the core company’s product-market innovation strategy on the dimensions of SCI, and to investigate the comparative strength of each dimension of SCI in defenders and prospectors. Design/methodology/approach Primary data were collected through an online survey of 112 firms in 24 countries across Africa, Asia, Europe and North America. Direct and mediated relationships were assessed by conducting structural equation modelling on the dimensions of SCI and product-market innovation strategy variables. Cluster analysis was conducted on organisational strategy variables to group the firms into different strategy types. Next, a one-way analysis of variance was applied to assess the impact of organisational strategy on each dimension of the SCI. Finally, a post hoc analysis was conducted to compare the strength of each dimension of the SCI against the different strategy types. Findings The results indicate that internal integration (II) mediates the positive effects of the core company’s product-market innovation strategy on supplier and customer integration. Furthermore, the results indicate that prospectors have stronger internal, supplier and customer integration as compared to defenders. Research limitations/implications This study had two main limitations. One limitation is the lack of consideration of possible differences in the strengths of the investigated relationships across different geographical locations and cultures. The second limitation is the inability of the cross-sectional research design to capture the dynamics in the process of adopting SCI and organisational strategy. Practical implications The present study highlights to executives the need for understanding the implications of specific strategies on the SC linkages and relationships that are required to implement those strategies. Thus, it could serve as a preliminary clue in decision-making for establishing integrated SC that is compatible with the organisational strategy. Furthermore, it could serve as a guidance to managers in steering their firms in the organisational adaptive cycle, by indicating that the implementation of product-market innovation strategy requires adopting strong SCI, and by highlighting the importance of adopting II prior to external integration. Originality/value This paper tests relationships that explain how the core company’s strategy influences each dimension of SCI.

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“…Para dar respuesta al objetivo 1 presentaremos la tabla de correlaciones de Pearson entre las competencias. Para el objetivo 2, realizaremos un análisis factorial exploratorio, con componentes principales, analizando correlaciones y con rotación ortogonal varimax (Hair et al, 1995;Losilla et al, 2005;Marin-Garcia, 2012;Marin-Garcia et al, 2013). El número de factores extraídos se basa en el criterio de eigenvalue >1, el análisis de pendiente de número de componentes y el criterio de varianza extraída superior al 80%.…”

Section: Desarrollo De La Innovaciónunclassified

¿Cuántas competencias transversales podemos diferenciar en un auto-diagnóstico?

Garcı́a

Huerta

Mas

2017

Libro De Actas IN-RED 2017 - III Congreso Nacional De Innovación Educativa Y De Docencia en Red

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The UPV has identified 12 soft-skills based on the lists of EURACE, ANECA and ABET. However, are IntroducciónLas competencias transversales (soft skills) han sido incorporadas a las memorias y planes de estudios de los grados universitarios de ingeniería, u otros grados, a instancias de los requisitos de diferentes normativas españolas (RD 1393(RD /2007(RD , 861/2010(RD , 1027(RD /2011 (McGourty et al., 2002; Passow, 2012;Shuman et al., 2005;Terry et al., 2002;Weiss & Aldridge, 2002;Williams, 2002). El grado de solape o congruencia entre las competencias elegidas por las diferentes agencias es bastante bajo. En unos casos, se requieren unas competencias que otros sistemas no contemplan. En otros, competencias con nombres similares tienen definiciones radicalmente diferentes. Por último, también se da el caso de que definiciones similares tienen nombres o rótulos diferentes en cada uno de los sistemas. En cualquier caso, la Universitat Politècnica de València (UPV) realizó un proceso de integración de las propuestas de las tres agencias (ANECA/AVAP, ABET y EURACE) que culminó con un listado de 12 competencias transversales (más una 13ª que no es transversal a todos los grados sino que son competencias específicas del grado), que pretenden dar cobertura completa a los requisitos de las tres agencias (http://www.upv.es/contenidos/COMPTRAN/info/955709normalc.html): CT-01. Comprensión e integración  CT-02. Aplicación y pensamiento práctico  CT-03. Análisis y resolución de problemas

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Supply chain integration scales validation and benchmark values

Cited by 6 publications

References 60 publications

Mediating and non-linear relationships among supply chain integration dimensions

Mediating and non-linear relationships among supply chain integration dimensions

The impact of the core company’s strategy on the dimensions of supply chain integration

¿Cuántas competencias transversales podemos diferenciar en un auto-diagnóstico?

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