The role of marketing in creating a supply chain orientation within the firm

Jüttner, Uta; Christopher, Martin

doi:10.1080/13675567.2013.799636

Cited by 25 publications

(14 citation statements)

References 75 publications

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“…[15], also noted the poor dairy value chains in Ethiopia with lack of trust among the chain actors and low level of integrated dairy management practice and recommended the strengthening of dairy cooperatives and further relationships establishment with other chain actors as a solution. [30], noted that about 20% -35% of milk losses in Ethiopia occur as result of problems in milk collection, cooling and transports. The authors discussed the success story of one dairy business, Hiruth, and showed that the establishment of long-term win-win relationship between the dairy business and the small-holder farmers as a key success factor.…”

Section: Discussionmentioning

confidence: 99%

Characterizing Milk Supply and Marketing Chains and Losses in Wolmera and Ejere Districts of Ethiopia

Amentae¹,

Gebresenbet²,

Ljungberg³

2015

JSSM

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This study was made with the purposes of characterizing milk supply and marketing chains, postproduction losses of milk, and evaluating the potential of supply chain management approach to reduce milk losses in Ethiopia. Primary data were collected by semi-structured survey questionnaire and interview of key informants. The collected data were analyzed using SPSS and Microsoft Excel sheets. Mapping, characterizations, and descriptive statistics were used to analyze the collected data. Both quantitative and qualitative-narrative methods were used in analysis. The finding revealed that farmers, cooperatives/unions, traders, and catering institutions were the major chain actors in milk chain in the study area. With 73% of milk sold by farmers passing through cooperatives/unions to the next chain actors, cooperatives/unions were the focal firms in this supply chain. Production was characterized by smallholders with few numbers of cows and low productivity of milk per cow per day. Cow breed and lack of access to credit were identified as critical resource and the most constraint that hinder production improvement. Marketing relationships among the chain actors were characterized as lacking long-term market orientation and were mostly on the spot and transaction based. The assessment on the enabling environment indicated further need of support from governmental and non-governmental stakeholders to build the capacity of chain actors, particularly the farmers. The study indicated existence of significant amount of milk losses in the milk chain. With 39% of the total losses happening at cooperatives/ union stage, cooperatives/unions were identified as loss hotspot point in the chain. Poor milk handling practice at the collection points, lack of immediate acceptors, milk carrying tools used, means of transport used, and ineffective communication with other partner in the chain were identified in order of severity as important problems causing milk losses in the study area. Based on the study results and review of others' work in similar contexts, this study argued for SCM to be part of solution in improving this dairy chain. The study showed cases where effectively imple-* Corresponding author. T. K. Amentae et al. 824 mented SCM approach converted dairy chains from chains characterized by dismantled, high conflicts of interests among the chain actors, and high losses of food in the chain to chains with mutual interest trying to maximize the profit to the whole chain actors. Integrated and collective actions by all chain actors aiming at reducing costs, improving quality, and minimizing food losses in the chain were central to these efforts. Therefore, SCM approach needs to be part of the solution in increasing profitability and reducing milk losses in Ethiopia in general and in the study area in particular. However, the needs for detailed further study, some of which are recommended by this study, are worthwhile.

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Section: Discussionmentioning

confidence: 99%

Characterizing Milk Supply and Marketing Chains and Losses in Wolmera and Ejere Districts of Ethiopia

Amentae¹,

Gebresenbet²,

Ljungberg³

2015

JSSM

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“…Several researchers advocate for the adoption of the structure-strategystructure-strategyperformance paradigm within the supply chain context [30,39,40]. The structure-strategystructurestrategy-performance paradigm (SSP) posits that a firm's strategy drives its structure and performance.…”

Section: Adoption Domains and Hypothesesmentioning

confidence: 99%

Developing a Systematic Diagnostic Model for Integrated Agricultural Supply and Processing Systems

Shongwe

Bezuidenhout

Sibomana

et al. 2019

Systems

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Despite all the innovative research in agriculture, technology adoption in integrated agricultural supply and processing systems (IASPS) remains a challenge. This is attributed to the complex nature of IASPS and the continued lack of a holistic view towards most of the interventions into the systems. To make sense of issues that affect IASPS, it is important to recognise that most issues within these systems do not exist in isolation, but are imbedded within complex interrelationships. This research developed and demonstrated a systematic diagnostic model that could be used to locate high leverage intervention points within IASPS and to make predictions about the systems behaviour. A meta-analysis was conducted to test the evidence of the interlinkages between IASPS domains and to compare the strength of these relationships. The model revealed that the collaboration, structure and information sharing domains had a higher direct leverage over the other IASPS domains as these were associated with a larger number of interlinkages. Additionally, collaboration and structure provided dynamic leverage as these domains were part of feedback loops. In terms of the potency, collaboration was highly correlated to culture compared to the other domains, viz., information sharing, coercive power and transaction costs.

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“…Desta forma, a II é o canal de partilha de informações e precisa da comunicação constante, eficiente e eficaz que facilite as relações entre os departamentos (Lengler et al, 2013), assim como do estabelecimento de objetivos e metas comuns . Outro fator que sobressai por sua importância para a II, e que já foi citado como antecedente da OM por Kohli e Jaworski (1990), é a liderança e o estilo que possuem os gestores das organizações que buscam a OM (Menguc & Auh, 2008 Martin & Grbac, 2003;Jütter, Godsell & Christopher, 2006;Mason, Doyle & Wong, 2006;Agan, 2011;Jüttner & Christopher, 2013;Didonet, Frega, Toaldo & Díaz, 2014.…”

Section: Framework De Processos Da Integração Interfuncionalunclassified

“…Em relação à cadeia de suprimentos, a OM é percebida como uma necessidade para a área, indicando até que deve ser uma filosofia organizacional para promover a orientação para o cliente (Jüttner & Christopher, 2013) e uma plataforma para a integração externa, para que as firmas envolvidas na cadeia de suprimentos tenham uma visão comum (common cultural Platform), para compartilhar vontades e objetivos (Mason, Doyle & Wong, 2006).…”

Section: Om E Culturaunclassified

“…Estes projetos pretendem aproximar o produto à região para que a capacidade de resposta incremente e não seja uma desvantagem frente à concorrência. parcerias e a orientação para o mercado desses fornecedores (Martin & Grbac, 2003;Mason, Doyle & Wong, 2006;Tiedemann, van Birgele & Semeijn, 2009;Agan, 2011;Jüttner & Christopher, 2013 As reuniões permitem que as experiências pessoais e coletivas sejam valorizadas para melhorar o desempenho organizacional (Biemans & Brenčič, 2007;Biemans et al, 2010;Qu, 2012). A operacionalização das equipes interfuncionais estudadas fundamenta as seguintes proposições:…”

Section: 22unclassified

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Análise dos processos de integração interfuncional em organizações orientadas para o mercado : um estudo na Costa Rica e no Brasil

Oviedo¹

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Market orientation is a strategic perspective looking for knowledge generation and dissemination about context, to satisfy market needs. This market needs satisfaction must be searched through responsive strategies, involving the participation of several functions and hierarchical levels for the generation of market intelligence. Hence, market orientation occurs through interfunctional processes looking for attending market needs through information obtained from: competitors, consumers, customers, shoppers and suppliers. On the other hand interfunctional integration is about the efforts and tasks with active participation of many functions or departments of an organization, looking for the generations of improving results through perceptions union with formal and informal integration factors. Literature shows interfunctional integration as an antecedent for market orientation, and a list of nine market oriented integration factors. Nevertheless, these studies do not show how interfunctional integration is operationalized in the organizations in order to achieve market orientation. This research has the objective of analyzing how interfunctional integration process helps organizations to adopt market orientation strategies, on the Latin American Foods Industrial Sector. To do this, a Multi-Case study was conducted in Costa Rica and Brazil, with two market oriented firms. A total of 24 in depth interviews were realized between June and October 2016, with managers and supervisors from diverse departments such as marketing, commercial, logistics, finance and human resources. Moreover, for triangulation, integration level of the organizations was evaluated though a quantitative scale. Results show that both organizations have market oriented integration processes, as contact points involving more than three departments, to improve responsiveness. These processes are: innovation launch, products and service delivery, claims solution and innovation and improvements projects for a stronger market orientation. These processes require integration factors to help the achievement of results related to market orientation: responsiveness, market intelligence dissemination and customer satisfaction. Seven theoretical propositions are presented, with the aim of increasing elements to the knowledge of the operationalization of market orientation on organizations, through interfunctional integration.

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The role of marketing in creating a supply chain orientation within the firm

Cited by 25 publications

References 75 publications

Characterizing Milk Supply and Marketing Chains and Losses in Wolmera and Ejere Districts of Ethiopia

Characterizing Milk Supply and Marketing Chains and Losses in Wolmera and Ejere Districts of Ethiopia

Developing a Systematic Diagnostic Model for Integrated Agricultural Supply and Processing Systems

Análise dos processos de integração interfuncional em organizações orientadas para o mercado : um estudo na Costa Rica e no Brasil

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