The role of supply chain management on Indonesian small and medium enterprise competitiveness and performance

Hwihanus, Hwihanus; Wijaya, Oscarius Yudhi Ari; Nartasari, Diah Rani

doi:10.5267/j.uscm.2021.10.005

Cited by 14 publications

(13 citation statements)

References 23 publications

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“…Quality can be defined as the degree of unique characteristics of a product or service that meets customer needs (Astanti et al ., 2022). One of the crucial goals of SCs is to produce high-quality products at a low cost (Kirbac et al ., 2022; Hwihanus et al ., 2022). Recently, besides the low price, it has become important for the products to be environmentally friendly and to contribute to the circular economy (Gebhardt et al ., 2022).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

A proposed circular-SCOR model for supply chain performance measurement in manufacturing industry during COVID-19

Özbiltekin-Pala

Koçak

Kazançoğlu

2022

IJQRM

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PurposeCOVID-19 is a global event affecting supply chain operations and human health. With COVID-19, many issues in business models, business processes and supply chains, especially in the manufacturing industry, have had to change. The ability to analyze supply chain performances and ensure circularity in supply chains has become one of the factors whose importance has increased rapidly with COVID-19. Therefore, it aims to determine which supply chain performance criteria come to the fore for the company under consideration to accelerate the transformation into high performance and circularity in supply chains.Design/methodology/approachIn this study, a new circular-SCOR model is proposed, and 17 supply chain performance measurement criteria are prioritized for a manufacturing company in the context of circular economy principles during COVID-19 by using stepwise weight assessment ratio analysis and analytical hierarchy process method, separately.FindingsAs a result, for both methods, in the case study discussed, the demand fulfillment rate is determined as the most prominent criterion in line with the circular economy principles in the COVID-19 period in manufacturing supply chains.Originality/valueIt is expected that this study will contribute to managers and policy makers as it addresses the “new normal” that started after COVID-19 and the criteria to be considered in supply chain performance measurement and emphasizes the need to adopt circular supply chains, especially in manufacturing industries.

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Section: Theoretical Backgroundmentioning

confidence: 99%

A proposed circular-SCOR model for supply chain performance measurement in manufacturing industry during COVID-19

Özbiltekin-Pala

Koçak

Kazançoğlu

2022

IJQRM

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“…The joint implementation of the aforementioned initiatives is seen as a natural alignment through their similar operations management approach (Nandurkar et al, 2014;Hailu et al, 2018a;Sisay et al, 2021). For example, LM refers to a long-term management philosophy that helps the organizations to identify and eliminate waste through CI and respect for people (Liker, 2004;Klein et al, 2022); TQM refers to a management philosophy which builds its objective of organizational effectiveness on the following interconnected factors: quality, people, organizations and management (Lepist€ o et al, 2022); SCM is the relationship management from upstream to downstream or from suppliers to consumers to provide more value to customers and reduce supply chain costs (Hwihanus et al, 2022); IM is the operationalization of creative potential with a commercial and social motive by implementing new adaptive solutions that create value, harness new technology or invention, contribute to competitive advantage and economic growth (Singh and Aggarwal, 2022); LSS is a powerful methodology or strategy which promoting quality improvement to achieve organization's operational excellence, waste reduction and process improvements (Daniyan et al, 2022). From this perspective, synthesizing these paradigms into an integrated framework results in the combination of the best of the five programs as the latest generation improvement technique which IJQRM 40,10 integrates human and strategic (or technical) elements into a program that sequences improvement to an overall approach for industrial performance and business growth.…”

Section: Introductionmentioning

confidence: 99%

Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness

Berhe

Gebremichael

Beyene

2023

IJQRM

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PurposeExisting conceptual, empirical and case studies evidence suggests that manufacturing industries find the joint implementation of Kaizen philosophy initiatives. However, the existing practices rarely demonstrated in a single framework and implementation procedure in a structure nature. This paper, therefore, aims to develop, validate and practically test a framework and implementation procedure for the implementation of integrated Kaizen in manufacturing industries to attain long-term improvement of operational, innovation, business (financial and marketing) processes, performance and competitiveness.Design/methodology/approachThe study primarily described the problem, extensively reviewed the current state-of-the-art literature and then identified a gap. Based on it, generic and comprehensive integrated framework and implementation procedure is developed. Besides, the study used managers, consultants and academics from various fields to validate a framework and implementation procedure for addressing business concerns. In this case, the primary data was collected through self-administered questionnaire, and 244 valid questionnaires were received and were analyzed. Furthermore, the research verified the practicability of the framework by empirically exploring the current scenario of selected manufacturing companies.FindingsThe research discovered innovative framework and six-phase implementation procedure to fill the existing conceptual gap. Furthermore, the survey-based and exploratory empirical analysis of the research demonstrated that the practice of the proposed framework based on structured procedure is valued and companies attain the middling improvements of productivity, delivery time, quality, 5S practice, waste and accident rate by 61.03, 44, 52.53, 95.19, 80.12, and 70.55% respectively. Additionally, the companies saved a total of 14933446 ETH Birr and 5,658 M2 free spaces. Even though, the practices and improvements vary from company to company, and even companies unable to practice some of the unique techniques of the identified CI initiatives considered in the proposed framework.Research limitations/implicationsAll data collected in the survey came from professionals working for Ethiopian manufacturing companies, universities and government. It is important to highlight that n = 244 is high sample size, which is adequate for a preliminary survey but reinforcing still needs further survey in terms of generalization of the results since there are hundreds of manufacturing companies, consultants and academicians implementing and consulting Kaizen. Therefore, a further study on a wider Ethiopian manufacturing companies, consultants and academic scale would be informative.Practical implicationsThis work is very important for Kaizen professionals in the manufacturing industry, academic and government but in particular for senior management and leadership teams. Aside from the main findings on framework development, there is some strong evidence that practice of Kaizen resulted in achieving quantitative (monetary and non-monetary) and qualitative results. Thus, senior management teams should use this research out to practice and analyze the effect of Kaizen on their own organizations. Within the academic community, this study is one of the first focusing on development, validating and practically testing and should aid further study, research and understanding of Kaizen in manufacturing industries.Originality/valueSo far, it is rare to find preceding studies proposed, validated and practically test an integrated Kaizen framework with the context of manufacturing industries. Thus, authors understand that this is the very first research focused on the development of the framework for manufacturing industries continuously to be competitive and could help managers, institutions, practitioners and academicians in Kaizen practice.

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“…The results of these three studies were supported by Hwihanus, Oscarius, and Rani (2021) in his research on "The role of supply chain management on Indonesian small and medium enterprise competitiveness and performance", which results in the conclusion that SCM has a significant effect on competitive toughness, competitive advantage can mediate the influence of SCM on organizational performance, and competitive advantage has a significant positive effect on organizational performance. The higher the competitive advantage occurs, the better the company's performance will be [9].…”

Section: Introductionmentioning

confidence: 99%

The Influence of Information Technology and SCM on Competitive Advantage to Improve MSMEs Performance

Ikhwana

Dianti

2022

IJCIS

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The increasing number of MSMEs has a role for the national and regional economies. However, this increasing has not totally been released from the obstacles obstructing business development, especially in Garut Regency. Lack of capital, high raw materials, and difficulty in marketing products are some of the obstacles faced by business actors in Garut Regency. Meanwhile, based on the results of the regional competitiveness index report in 2019, it is known that Garut Regency falls into the moderate category and business dynamics are the pillars with the lowest conditions. The contribution of MSMEs and the increasing number of business competition as well as the condition of MSMEs of Garut Regency is currently the reason that MSMEs deserve attention. This research aims to explain the interactions occurring between variables in this study by testing the influence of information technology and SCM on competitive advantage to improve organizational performance in MSMEs in Garut Regency. Data on this study was obtained from 109 MSME actors in Garut Regency through the results of the spread questionnaires. While the technique used to analyse the data is Pearson product-moment correlation analysis and regression using SPSS statistics. This research reveals that: 1) Information technology influences supply chain management, 2) Information technology influences competitive advantage, 3) Information technology influences competitive advantage, and 4) Competitive advantage influences organizational performance.

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The role of supply chain management on Indonesian small and medium enterprise competitiveness and performance

Cited by 14 publications

References 23 publications

A proposed circular-SCOR model for supply chain performance measurement in manufacturing industry during COVID-19

A proposed circular-SCOR model for supply chain performance measurement in manufacturing industry during COVID-19

Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness

The Influence of Information Technology and SCM on Competitive Advantage to Improve MSMEs Performance

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