The impact of supply chain management practices on competitive advantage and organizational performance

Embending Sustainability Dynamics in the Lean Construction Supply Chain Management

“…• common requirements of lean and sustainability for external auditing and on-going reviews [44] • increase in the competitiveness and in organizational performance [82], [83], [9] (p. 118), [76] (p. 232), [4] (p. 1058), [5] (p. 109), [84].…”

“…Effective supply chain management plays key role in securing competitive advantage and improving organizational performance [5] (p. 107). Companies start to look at their supply chain to enhance their overall sustainability profile especially due to the fact that the focal companies are held responsible for environmental and social problems caused by their suppliers as well as due to the fact that an increasing share of value is created at the supplier level [4] (p. 1053).…”

Investigating the interactions among benefits of information sharing in manufacturing supply chain

“…Mourtzis, 2011; Lee et al, 2000;Lau et al, 2002;Lee & Whang, 2004;Gupta et al, 2001;Attaran, 2004;2005;Ferdows et al, 2004;Leonard & Cronan, 2002;Min & Mentzer, 2000;Zahedirad & Shivaraj, 2011;Kim et al, 2005;Li et al, 2006;Lau et al, 2008;Flynn et al, 2010;Nyaga et al 2010 3 Elimination of bullwhip effect…”

“…Quick IS gives a quick response to the needs of the customers. Lau et al, 2002;Jauhari, 2009;Attaran, 2004;Lee, 2004;Leonard & Cronan, 2002;Gupta et al, 2001;Jayaram et al, 2004;Lee, 2004;Waller, 2000;Wagner et al, 2002;Simatupang & Sridharan, 2004;Min et al, 2005Khan et al, 2006Smirnova et al, 2011;Nyaga et al, 2010;Kim et al, 2005;Sheu et al, 2006;Li et al, 2006;Lau et al, 2008;Nyaga et al, 2010;Chen et al, 2013;Kim, 2013 4. ISM methodology ISM methodology is mainly designed as a group learning process, but can also be used individually (Haq & Kannan, 2006).…”

Supply chain management resources, capabilities and execution

“…Dimitriadis and Koh (2005) The ability to adopt SCM-related processes, understood as processes that interconnect the partners in a supply chain (Croxton et al 2001), is an elementary capability that drives network integration and performance (Lambert, Cooper, and Pagh 1998;Dey and Cheffi 2013). Wilkinson and Young's (2002) and Li et al's (2006) view of the need to jointly manage networks and thus inter-organisational processes in order to enhance competitiveness and overall performance supports such a relationship. When looking at the interorganisational SCM processes that directly affect the execution of SCM, the literature (Cooper, Lambert, and Pagh 1997;Croxton et al 2001;Lambert, García-Dastugue, and Croxton 2005) comes up with eight processes: (1) customer relationship management, that is, the development and maintenance of relationships with customers; (2) customer service management, that is, a single source of customer information and a key point of contact for administering product service agreements; (3) demand management, that is, balancing the customers' requirements with supply capabilities; (4) order fulfilment, that is, all activities necessary to define customer requirements; (5) manufacturing flow management, that is, all activities necessary to obtain, implement and manage manufacturing flexibility and move products through the plants in the supply chain; (6) supplier relationship management, that is, the development and maintenance of relationships with suppliers; (7) product development and commercialisation, that is, the development and market introduction of new products together with suppliers and customers; (8) returns management, that is, all activities with regard to returns, reverse logistics and avoidance.…”