Supply Chain Relationships: Making the Transition to Closer Integration

Christopher, Martin; Jüttner, Uta

doi:10.1080/13675560050006646

Cited by 68 publications

(41 citation statements)

References 30 publications

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“…the work of Leuschner, Rogers, and Charvet (2013) and Sofyalıoğlu and Öztürk (2012) for a meta-analysis on the role of SCI on organizational performance. Our results are in accordance with the findings of Li et al (2006) and Alfalla-Luque et al (2015); (see also Christopher & Juttner, 2000;Gimenez & Ventura, 2003). Our results are however inconsistent with the findings of Hertz (2001); Swink et al (2007) and Jin et al (2014).…”

Section: Discussioncontrasting

confidence: 47%

“…There are many enablers of an integrated supply chain (see e.g., Christopher & Juttner, 2000;Christopher & Jüttner, 2000 for both academic and practitioner perspectives). Researchers, however, identify the role of employees to be an important aspect and precedent for a successful integration (Alfalla-Luque et al, 2015;Barratt, 2004;Christopher & Juttner, 2000;Dainty, Millett, & Briscoe, 2001;Handfield & Nichols, 2002;Narasimhan & Kim, 2002;Shub & Stonebraker, 2009). Alfalla-Luque et al (2015) argue that role of employee commitment is one of the most important aspect that can help create a delivering value chain.…”

Section: Introductionmentioning

confidence: 99%

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Antecedents of Organizational Performance in Challenging Business Environment: The role of Employee Commitment and Supply Chain Integration

Atif¹,

Nazir²,

Abdullah³

2017

BER

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Section: Discussioncontrasting

confidence: 47%

Section: Introductionmentioning

confidence: 99%

Antecedents of Organizational Performance in Challenging Business Environment: The role of Employee Commitment and Supply Chain Integration

Atif¹,

Nazir²,

Abdullah³

2017

BER

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“…Higher levels contain some of the elements from the lower ones. The most advanced level of coordination takes place in the efficient management of information, materials and money to maximize the creation of value in the supply chain (Christopher and Jüttner, 2000). This type of optimal coordination is the result of using the layer coordination model illustrated in figure The literature contains a variety of models proposed for coordination in the supply chain.…”

Section: Coordination Dimensions In the Supply Chainmentioning

confidence: 99%

Untitled

2014

IOSRJEN

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-Many production facilities generate and update production schedules on shop floor for manufacturing. Rescheduling is necessary because the manufacturing system is dynamic and unexpected events occur. This research paper discusses Enterprise Resource Planning in Supply Chain Management policies and how they affect the performance of manufacturing systems. The benefits of proper Enterprise Resource Planning in Supply Chain Management include improved manufacturing system performance with reduced cost due to computational effort human or computer and disruptions to existing plans (nervousness). The paper summarizes previous work in this area and also discusses how it requires methods to solve production problems on shop floor. The goal is to help production planners, engineers, and researchers understand the importance of Enterprise Resource Planning in Supply Chain Management and the proper role of production in dynamic manufacturing systems. Enhanced competitiveness requires that companies ceaselessly integrate within a network of organizations. Firms ignoring this challenge are destined to fall behind their rivals. This integration of companies within a network has led to put more emphasis on Enterprise Resource Planning in Supply Chain Management. The main finding is that the panel experts saw only a modest role for ERP in improving future supply chain effectiveness and clear risk it actually limiting progress in SCM. ERP was seen as offering a positive contribution to future supply chain issues: 1.More customization of products and services, 2.More standardized processes and information, 3. The need for worldwide IT systems, and 4.Greater transparency of the market palace. Implications for research and management practice are discussed. I.INTRODUCTION Manufacturing facilities are complex, dynamic, stochastic systems. From the beginning of organized manufacturing, workers, supervisors, engineers, and managers have developed many clever and practical methods for controlling production activities. Although dispatching rules, kanban cards, and other decentralized production control policies are in use, many manufacturing facilities generate and update production schedules, which are plans that state when certain controllable activities (e.g., processing of jobs by resources) should take place. Dispatching rules are usually quick but myopic because they typically they do not use global information. Production schedules can enable better coordination to increase productivity and minimize operating costs. A production schedule can identify resource conflicts, control the release of jobs to the job shop, ensure that required raw materials are ordered in time, determine whether delivery promises can be met, and identify time periods available for preventive maintenance. Production scheduling is a very difficult combinatorial optimization problem, so manual solution of any reasonably large problem is impossible. Research scientists, software companies, and manufacturing consultants have developed and impleme...

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“…(Francis 2000;Jones and Simons 2000). VCA borrows from this but with the added dimension of relationships between chain members which relates to the organisation, management and control of the chain (Taylor 2005) and has a significant impact on supply chain outcomes (Christopher and Juttner 2000;Cousins and Menguc 2006;Li et al 2006). In line with Porter's (1990) notion of value addition and based on the idea that consumers have the final say on what constitutes value (Slater and Narver 1992), a number of studies have incorporated consumer research into the methodology (Adhikari et al 2012;Bonney et al 2007Bonney et al , 2008Soosay et al 2012).…”

Section: From Value Chain Analysis To Global Value Chain Analysismentioning

confidence: 99%