Supply Chain Performance Based on the Lean-Agile Operations and Supplier-Firm Partnership: An Empirical Study on the Garment Industry in Indonesia

Sukwadi, Ronald; Wee, Hui‐Ming; Yang, Ching‐Chow

doi:10.1111/jsbm.12016

Cited by 46 publications

(56 citation statements)

References 39 publications

(108 reference statements)

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“…Asia, which plays an important role in the global market, occupied only 28% of studies (e.g. , Kumar et al 2006, Lee 1997, Sukwadi et al 2013. Further analysis of the twenty Asian based studies found the majority to be in India.…”

mentioning

confidence: 99%

Lean implementation within SMEs: a literature review

Mason

Williams

et al. 2015

Journal of Manufacturing Technology Management

216

244

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Journal of Manufacturing Technology Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 F o r P e e r R e v i e w IntroductionThe modern marketplace is commonly characterised in many sectors by hypercompetition, a state, which has accrued over many years (D'Aveni 1994). Hypercompetition has been driven by the combined impact of macro-forces changing the nature of both supply and demand. On the supply side, environmental factors such as the increasing globalisation and deregulation of commerce have opened up markets to be provided for by a greater volume of companies (Harvey et al. 2001). This has combined with the development and adoption of new technologies, which has enhanced the sophistication of supply capabilities (Harvey et al. 2001). On the demand side, customers, presented with this increased proliferation and sophistication of choice in supply, are characterised by a growing assertiveness in seeking out better and better values when selecting products and services (Bhamu and Sangwan 2014).For organisations, hyper-competition has led to a realisation that more demanding rules for business now exist to be successful in the modern age. There needs to be a full recognition of what customers' value combined with a focus on the optimisation of operating processes to effectively compete in serving customers (Bowersox et al., 2000). The "Lean" business ideology (Bhasin 2013), which has been one of the dominant research areas in Operations Management (Voss 1995, Shah andWard 2003), has thus been turned to by many organisations to guide their mind-set and efforts in addressing these needs. Lean sets out a methodology for being highly responsive to customers' demands whilst constantly challenging costs and wastes throughout supply networks (Bhamu and Sangwan 2014, Shah andWard 2007). So, it would appear that Lean can be applicable to all sizes of enterprise in their endeavours to become more competitive to sustain, and possibly enhance, their position in the modern marketplace. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 F o r P e e r R e v i e w Broadly, organisations can be simply categorised into two groups: Large Enterprises (LEs) and Small and Medium sized Enterprises (SMEs). It would appear however, that there is a significantly lower up take lower take up of Lean in SMEs compared to LEs (Shah and Ward 2003) and that many SMEs are still unfamiliar with Lean implementation (Achanga et al. 2006). Research has indicated that this is due to many factors, which will be further explored and examined in this paper. While several studies that have addressed Lean implementation in general (e.g. Hines et al. 2004, Holweg 2007, Moyano-Fuentes and S...

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confidence: 99%

Lean implementation within SMEs: a literature review

Mason

Williams

et al. 2015

Journal of Manufacturing Technology Management

216

244

View full text Add to dashboard Cite

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“…Furthermore, there is a limited research on role of power in SCP in the context of 17 SMEs (Adams et al, 2012;Sukwadi et al, 2013). Large organizations are often well 18 equipped and prepared to play the power games in their favor.…”

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confidence: 99%

“…Agribusiness SMEs participate in several interlinked supply chains which make 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 g r i b u s i n e s s i n D e v e l o p i n g a n d E m e r g i n g E 4 supply chain relationships a critical issues for their success (Park and Krishnan, 2001;Adams 1 et al, 2012;Sukwadi et al, 2013).…”

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confidence: 99%

“…SCP is measured in terms of efficiency, 24 responsiveness, quality and chain balance. Efficiency is the best use of available resources customer complaints (Aramyan et al, 2007;Molnár et al, 2010;Sukwadi et al, 2013). Lead 6 time is the total amount of time which elapses between sending/getting and 7 delivering/receiving goods or services (Gunasekaran et al, 2001).…”

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confidence: 99%

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Role of power in supply chain performance: evidence from agribusiness SMEs in Uganda

Odongo

Dora

Molnár

et al. 2017

JADEE

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4Purpose: This paper examined the role of power on supply chain performance in the context 5 of small and medium sized agribusiness enterprises (SMEs). Contrary to most of previous 6 studies, which collect and analyze data from one side of a relationship dyad using a focal firm 7 approach, a matched triad approach was employed in data collection and analysis in this 8 study. 9Methodology: Empirical data was collected from 150 agribusiness supply chain members 10 from the maize supply chain in Uganda. Analysis was done using multi-group analysis and 11 structural equations modelling. Limitations: This study only focused on one commodity chain in one country, which can 17 limit the broad application of the findings.

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“…For instance, due to the competitive market in the garment industry [21], the performance framework should also focus on the agility measures, which were driven by innovative product and unstable demand [22]. On the contrary, the automobile industry's performance rely upon the forecasting accuracy [as a make-to-stock system] and this requires measuring the accuracy of forecasting [23].…”

Section: Supply Chain Performance Managementmentioning

confidence: 99%

Factors influencing the choice of performance measures for the oil and gas supply chain – exploratory study

Menhat

Yusuf

2018

IOP Conf. Ser.: Mater. Sci. Eng.

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Abstract. The current value of the oil price per barrel has severely impacted the oil and gas industry around the world. This has worsened the situation due to the fact that it has long been the backbone of the country through the energy supply, employability and also its role as the major economic contributor. Due to multiple external factors that affect this industry such as crude oil availability, oil price fluctuation, high transportation cost, as well as exposure to high uncertainties, it is sensible for the supply chain practitioner to shift their focus in managing their resources and capabilities. To maximise the potential of supply chain activities in improving overall company performance, it is important to pay extra attention on their performance management. This includes the design of meaningful performance measurement framework to assess organisational performance. This study will explore the influencing factors in choosing performance measures for the oil and gas supply chain. Five in-depth interviews were conducted with supply chain experts within the industry. Eight influencing factors have been identified through the interviews.

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Supply Chain Performance Based on the Lean-Agile Operations and Supplier-Firm Partnership: An Empirical Study on the Garment Industry in Indonesia

Cited by 46 publications

References 39 publications

Lean implementation within SMEs: a literature review

Lean implementation within SMEs: a literature review

Role of power in supply chain performance: evidence from agribusiness SMEs in Uganda

Factors influencing the choice of performance measures for the oil and gas supply chain – exploratory study

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