Supply chain strategies of manufacturers in Ethiopia

Birhanu, Dagne; Lanka, Krishnanand; Rao, Abhishek

doi:10.1108/ijppm-04-2015-0058

Cited by 10 publications

(10 citation statements)

References 39 publications

(77 reference statements)

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“…Many studies have found that performance measures are likely to be affected by business strategy (Chong and Chong, 1997; Ittner et al , 2003; Hoque, 2004; Braam and Nijssen, 2004; Gosselin, 2005; Van der Stede et al , 2006; Hyvönen, 2007; Fleming et al , 2009; Zhu et al , 2009; Verbeeten and Boons, 2009; Jusoh, 2010; Gimenez et al , 2012; Birhanu et al , 2018). It has been argued that to achieve competitive advantage and superior organisational performance, management control systems should be tailored to support business strategy (Simons, 1990; Hyvönen, 2007).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

The impact of contingency fit on organisational performance: an empirical study

Amhalhal

Anchor

Tipi

et al. 2021

IJPPM

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Purpose The research investigates the effectiveness of the performance measurement alignment approach which claims that measurement diversity (multiple performance measures) should be aligned with organisational contingencies to enhance organisational performance. Design/methodology/approach The theoretical framework is contingency theory. The study is an empirical investigation of the indirect relationship between three contextual factors (business strategy, information technology and organisation size) and organisational performance via multiple performance measures. The results are derived from cross-sectional questionnaire survey data from 132 Libyan companies (response rate of 61%). For data analysis, the research uses mediation regression analysis via Preacher and Hayes' (2004) macro. Findings There is a significant indirect effect of business strategy and information technology, but not organisation size, on organisational performance. The measurement diversity approach plays a core mediating role in the relationship between the contingencies and organisational performance. Practical implications The study helps to provide a better understanding of the usefulness of the fit/match between contingencies and Multiple Performance Measures in improving organisational performance. Originality/value The empirical evidence supports the central proposition of contingency theory that there is no universally appropriate performance measurement system which applies equally to all organisations in all circumstances. It also provides evidence relating to non–manufacturing and an emerging market context. This research significantly extends the relevant literature by highlighting the relationship between information technology, multiple performance measures and organisational performance. This study is the first to use Preacher and Hayes' (2004) macro to analyse mediation design in the field of contingency-based performance measurement.

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Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

The impact of contingency fit on organisational performance: an empirical study

Amhalhal

Anchor

Tipi

et al. 2021

IJPPM

View full text Add to dashboard Cite

show abstract

“…(2020), Fadaki et al. (2019), Sharifi and Zhang (2000), Ghobakhloo and Azar (2018), Birhanu et al. (2018), and Shahin and Rezaei (2018).…”

Section: Methodsmentioning

confidence: 99%

“…Based on Fujio Cho's original TW 2001, the TW model in this research comprises challenge (4 indicators), Kaizen (8 indicators), Genchi-genbutsu (4 indicators), respect (3 indicators), and teamwork (4 indicators). The measurement instrument for AM was developed fromZimmermann et al (2020),Fadaki et al (2019),Sharifi and Zhang (2000),Ghobakhloo and Azar (2018),Birhanu et al (2018), andShahin andRezaei (2018).…”

mentioning

confidence: 99%

The effects of the Toyota Way on agile manufacturing: an empirical analysis

Vanichchinchai

2022

JMTM

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PurposeThe purpose of this research is to examine the impact of the Toyota Way (TW), TW pillars (i.e. continuous improvement, and respect for people), and TW elements (i.e. challenge, kaizen, genchi-genbutsu, respect, and teamwork) on agile manufacturing (AM) and AM elements (i.e. responsiveness, capability, speed and flexibility).Design/methodology/approachData were collected from 216 automotive parts manufacturers. Multiple and linear regressions were used to test the hypotheses.FindingsThe study found that overall TW and both pillars have significant effects on overall AM and all AM elements, except for the influence of continuous improvement on speed and flexibility. No individual TW element can improve every AM element. TW and AM are not mutually exclusive. To improve AM, managers should apply TW as a set of integrated technical and personnel elements rather than as isolated elements.Originality/valueThis study is one of the first to hierarchically explore the effects of socio-technical TW, TW's individual pillars and elements on overall AM and each AM element in the automotive parts industry. Findings from this research can be used to develop a socio-technical lean system to be integrated with AM more effectively leading to successful leagile manufacturing.

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“…Second, strategic perspective: time to network, time to mark and ROI of focal organization have relevancy to the measures considered in this study. Birhanu et al (2018) argued that supply chain strategies are driven by respective companies and their supply chain measures. Manage environmental and sustainability expectations with profound effect on supply chain network configuration.…”

Section: Supply Chain Performancementioning

confidence: 99%

An empirical investigation of supply chain operations reference model practices and supply chain performance

Kottala

Kotzab

2019

IJPPM

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Purpose The purpose of this paper is to develop and validate a scale measurement of supply chain operations reference (SCOR)-related performance indicators and proposed constructs, SCOR-related performance indicators as practices within the Indian manufacturing sector. Design/methodology/approach A literature-based model on SCOR processes with five constructs and respective performance indicators was empirically validated by using a structured questionnaire. A total of 155 respondents among Indian manufacturing sector participated in this research, and the returned questionnaires were analyzed by using structural equation modeling. Findings The study established a relationship among the SCOR-related performance indicators and overall supply chain performance indicators (OSCPI). The moderation effect of demographic characteristics, namely, employee size, company age and type of company showed significant differences between SCOR-related performance indicators and overall supply chain indicators. Research limitations/implications The scope of the study is limited to specific Indian manufacturing firms. The survey could not represent whole population of manufacturing sector. Practical implications The findings assist managers/supply chain practitioners in improving the performance measures identified using the standard framework, i.e., SCOR processes, overall supply chain performance measures as standard practices for Indian manufacturing sector for a profitable and sustainable business growth in global environment. Originality/value This research holds a value for suggested practices under SCOR processes and the proposed model for OSCPI, a path finder/performance measurement tool for supply chain professionals in the Indian context.

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Supply chain strategies of manufacturers in Ethiopia

Cited by 10 publications

References 39 publications

The impact of contingency fit on organisational performance: an empirical study

The impact of contingency fit on organisational performance: an empirical study

The effects of the Toyota Way on agile manufacturing: an empirical analysis

An empirical investigation of supply chain operations reference model practices and supply chain performance

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