The effects of strategic sourcing on supply chain strategies

Abstract

Purpose This study aims to examine the effects of strategic sourcing (SS) on lean supply chain (LSC) and agile supply chain (ASC) strategies and investigate the role of these concepts on development of competitive performance. Design/methodology/approach A proposed research model and hypotheses are tested by using cross-sectional e-mail survey data collected from the manufacturing firms operating in Turkey. SS is conceptualized as a second-order factor. Structural equation modeling is used to test the proposed hypotheses. Findings This study reached the conclusion that SS affects LSC and ASC strategies positively. Additionally, it is seen that these concepts are effective in improvement of competitive performance. Practical implications The results are important in terms of emphasizing the significance of SS in improvement of the lean and agile nature of the supply chain. Originality/value This study contributes to the literature by providing empirical evidence regarding the relationships among SS, supply chain strategies and competitive performance. Research limitations/implications This study was carried out on the plant level where one person from each organization responded to the survey.

Extending lean management along the supply chain: impact on efficiency

“…This is in line with the relational view of the RBT and integrated SCM, which underline that cooperation and collaboration in the SC can lead to sustainable competitive performance (Arya and Lin, 2007;Danese and Romano, 2011;Azadegan et al, 2013). Implementing LSCM is extremely difficult and complex (Yildiz-Çankaya, 2020), which means that it is currently a very specific, difficult-to-imitate resource and, therefore, according to the RBT, a generator of CA (Yildiz-Çankaya, 2020). Recent studies support this idea (Iyer et al, 2019) as they find that implementing LSCM depends on the specificity and complementarity of other resources that enable collaboration in the SC and that our findings show lead to better operating results.…”

“…Also, as every supply chain is different, the LSCM resource is currently very specific to each case, and the supply chain members involved are usually the focal firm's strategic suppliers. These findings are related to recent contributions to the literature that determine that a learning orientation and establishing strategic relationships with suppliers are antecedents to LSCM implementation (Iyer et al, 2019;Yildiz-Çankaya, 2020).…”

“…The relational view of RBT is an extension of RBT that integrates the core tenets of RBT and relational network theory to explain how SC cooperation and collaboration can lead to sustainable CA (Prajogo et al, 2016). This framework has been used to explain the effect of resource complementarity in LM environments (Agyabeng-Mensah et al, 2020;Kumar and Sanchez-Rodrigues, 2020), LM implementation at the internal level (Ghobakhloo and Hong, 2014;Ghobakhloo and Azar, 2018) and LM application at supply chain level (Iyer et al, 2019;Yildiz-Çankaya, 2020). In this sense, while LM provides productivity and cost advantages for focal firms, implementing this way of thinking across the supply chain is an extremely difficult and complex process in which RBT must underpin research into LSCM's effects on performance (Yildiz-Çankaya, 2020).…”

The lean supply chain management response to technology uncertainty: consequences for operational performance and competitiveness

“…(2020) explored the role of SC complexity/dynamism and product characteristics in LSCM implementation. Yildiz Çankaya (2020) investigated strategic sourcing's role in developing a lean SC. More recently, Moyano-Fuentes et al.…”

“…, 2021; Tortorella et al. , 2017; Yildiz Çankaya, 2020), the inclusion of the particular context in which the SC operates may provide additional insights. As previous research states, the context can drive the selection of the most appropriate competitive strategy and its performance outcomes (Qi et al.…”