Supply chain management survey of Swedish manufacturing firms

Olhager, Jan; Selldin, Erik

doi:10.1016/s0925-5273(03)00029-x

Cited by 140 publications

(70 citation statements)

References 8 publications

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“…This ability requires organizations to integrate SCM within their internal boundaries. Olhager and Selldin (2004) examined how Swedish organizations deal with specific supply chain issues while Kim (2007) analyzed different organizational set-ups and how these affect the performance of SCM. These investigations focused on the level of supply chain integration and subsequent SCM performance across different organization types.…”

Section: Introductionmentioning

confidence: 99%

Improving the execution of supply chain management in organizations

Teller

Kotzab

Grant

2012

International Journal of Production Economics

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The aim of this paper is to identify areas for improving the level of supply chain management (SCM) execution. A conceptual model was developed that proposes internal and joint SCM conditions and the adoption of SCM processes as the main antecedents of SCM execution.Based on a survey of 174 senior managers representing large organizations structural equation modelling was conducted followed by a three-step importance-performance analysis. The results show that internal SCM conditions, specifically information technology and human resources, are the major drivers for improving the total level of SCM execution. Keywords Improving the Execution of Supply Chain Management in Organizations AbstractThe aim of this paper is to identify areas for improving the level of supply chain management (SCM) execution. A conceptual model was developed that proposes internal and joint SCM conditions and the adoption of SCM processes as the main antecedents of SCM execution.Based on a survey of 174 senior managers representing large organizations structural equation modelling was conducted followed by a three-step importance-performance analysis. The results show that internal SCM conditions, specifically information technology and human resources, are the major drivers for improving the total level of SCM execution.

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Section: Introductionmentioning

confidence: 99%

Improving the execution of supply chain management in organizations

Teller

Kotzab

Grant

2012

International Journal of Production Economics

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“…The relationships among partners in distribution channels are different from those in component manufacturing supply chain buyer-supplier relationships. The buyers and supplier in a supply chain focusing on component manufacturing, where the buyer needs the supplier to provide manufacturing service and expertise, and thus much more cooperation and participation are required for product development, process improvement, joint problem solving, production planning, goal setting, and so on [19][20][21]. Because power results from resource dependency [10], the buyer and supplier depend on each other more when the buyers' output quality relies on the components or products provided by the supplier.…”

Section: Introductionmentioning

confidence: 99%

The Effects of Interdependence and Cooperative Behaviors on Buyer’s Satisfaction in the Semiconductor Component Supply Chain

Pai

Yeh

2015

Sustainability

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Abstract:The semiconductor industry is characterized by extreme competition in price and product features. Firms need to acquire or exchange resources with their supplier or buyer partners to stay at the leading edge of technology. Cooperation between buyers and suppliers is important and power is the mechanism that can explain the cooperative behaviors. This study aims to investigate how the power structure between the buyer and supplier influences the extent of suppliers' cooperative behaviors, and the effects of these on buyer satisfaction with the buyer-supplier relationship. Opinions from firms in semiconductor manufacturing supply chain were used to investigate the proposed model. It is found that mutual interdependence between a supplier and its buyer can enhance cooperative behaviors and power asymmetry hurt firms' investment in cooperative behaviors. Suggestions are then provided to semiconductor supply chain members based on the findings of this work.

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“…CPFR emerged in the US in the mid 1990s and the Voluntary Interindustry Commerce Solutions (VICS) Association published its first CPFR voluntary guidelines in 1998, the consumer packaged goods industry being the primary target group (Seifert, 2003, Ireland & Crum, 2005. Despite a wide range of CPFR pilots implementations, several studies show that adoption has been slow in practice and large-scale implementations have been scarce (Barratt, 2004b, Olhager & Selldin, 2004, Seifert, 2003.…”

Section: Introductionmentioning

confidence: 99%