Supply chain management resources, capabilities and execution

Abstract

This paper identifies inter-and intra-organisational management resources that determine the level of execution of inter-firm alliance supply chain management (SCM). By drawing on network and resource-based view theories, a conceptual model proposes the effects of SCM resources and capabilities as influencing factors on SCM execution. The model was tested using survey data from studies conducted in two European supply chain environments. Variance-based structural equation modelling confirmed the hypothesised hierarchical order of three proposed antecedents: internal SCM resources affect joint SCM resources, which in turn influence collaborative SCMrelated processes and finally SCM execution. An importance-performance analysis for both settings shows that providing and investing in internal SCM resources should be a priority when aiming to increase SCM execution. The theoretical contribution of this paper lies in confirming that the improvement of SCM execution follows a clear pathway featuring internal supply chain resources as one of the main drivers. The practical implications of this research include the development of a prioritisation list of measures that elevate SCM execution in the two country settings.

Internal Integration in Supply Chain Integration: A Systematic Literature Review

“…Collaboration is characterized by people's willingness to work together, sharing information and knowledge, solving problems and making decisions (HARTLEY et al, 2014). Kotzab et al (2015) explain that collaboration is an essential aspect of integration. It should occur across the strategic, tactical and operational levels of the companies.…”

“…Supply Chain Management (SCM) is described as a process of upstream to downstream, which is composed of intra-and inter-operational steps sequentially interconnected (LAMBERT, 2008;KOTZAB et al, 2015). The flows that promote the exchange of material, financial resources and information are understood by two points of view: (1) internal to the company, between functional areas with activities related to the SCM, and (2) external to the company, between the links that compose the supply chain (BARRAT; BARRAT, 2011; YANG; YEO; VINH, 2015).…”

Business process management and supply chain collaboration: a critical comparison

“…Hence, there has been a shift towards managing SC members to gain mutual benefits and a concentration on a SC-centric rather than an organisation-centric view. Within a SC, firms need to provide basic management resources, both internally and in relation to their SC partners, to develop main capabilities in relation to SCM execution [2]. Hence, there has been a change of focus from the process function to SC, which has been characterised by specific attention to partnerships, relationships, networks, value creation and value constellations [3].…”

“…This can be broken down into three research sub-questions: (1) ''How does BPM help to improve organisational performance? ''; (2) ''How does BPM help in collaborative activities? ''; and (3) ''How do contextual factors impact on the link between BPM and SCC and the relationship benefits?…”

The Impact of Supply-Chain Management Capabilities on Business Performance in Egyptian Industrial Sector

“…SCM is not a new concept for manufacturing companies since SCM has been implemented in the system for a long time. Kotzab, Teller, Grant, and Friis, (2014) mentioned that (Schnetzler & Schonsleben, 2007) defined SCM as the supply chain construct such as (Day, 1994;Tracey et al, 2004;Tracey et al, 2005).…”