Towards supply chain coordination and productivity in a three echelon supply chain

Eltantawy, Reham A.; Paulraj, Antony; Giunipero, Larry C.; Näslund, Dag; Thute, Abhinay A.

doi:10.1108/ijopm-10-2013-0459

Cited by 31 publications

(26 citation statements)

References 60 publications

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“…There is also recognition that the roles and responsibilities of a focal firm's suppliers can change over time and as relationships evolve (Slepniov et al, 2010), which is key to this paper in understanding the importance of socially complex resources in achieving CLSCs. The longitudinal study was conducted over a total period of just over 2 years, which was sufficient time to build a rapport with the focal firm and interviewees, and to observe key developments in the firm's CLSC and its relationships with suppliers (Aloini et al, 2015;Done et al, 2011, Eltantawy et al, 2015.…”

Section: Table Herementioning

confidence: 99%

Developing closed loop supply chains for environmental sustainability

Ashby

2018

JMTM

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Purpose Forward and reverse supply chains form a “closed loop” when managed in a coordinated way and this “cradle to cradle” responsibility has strong relevance to addressing environmental sustainability in global supply chains. The extensive outsourcing of manufacturing has created highly fragmented supply chains, which is strongly evidenced within the UK clothing industry, and it presents major environmental challenges, particularly around waste and resource use. The purpose of this paper is to investigate how a closed loop supply chain (CLSC) can be successfully developed to address environmental sustainability. Design/methodology/approach The natural resource-based view (NRBV) acknowledges the importance of a firm’s tangible and intangible resources, as well as socially complex relationships, and provides three path-dependent strategies for achieving environmentally based competitive advantage. Via an in-depth case study of the UK-based clothing firm, the NRBV is employed as a framework for understanding the processes that a focal firm needs to engage in to develop a CLSC, and the contribution that is made by its resources and supplier relationships. Findings The findings illustrate the key importance of strategic resources and shared vision and principles between the focal firm and its suppliers, in order to progress from a more reactive pollution prevention strategy to a fully embedded CLSC response to environmental sustainability. The case study highlights the need to extend the current CLSC model to integrate the design function and end customer; the design function ensures that appropriate environmental practices can be implemented, and customers represent a key stakeholder as they enable the reverse flows required to maximise value and minimise waste. Originality/value The NRBV and its three path-dependent strategies are an established framework for understanding environmentally based competitive advantage, but has not previously been explicitly employed to investigate CLSCs. This research, therefore, provides valuable insight into the applicability of this model in the supply chain field, and the key role of tangible and intangible resources and socially complex supplier relationships in developing and achieving a CLSC.

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Section: Table Herementioning

confidence: 99%

Developing closed loop supply chains for environmental sustainability

Ashby

2018

JMTM

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“…For instance, the interaction between buyers and suppliers is addressed by Maestrini et al (2016). Eltantawy et al (2015) considered supply management coordination among a prominent contact lens company (customer), its carton supplier (first tier), and paperboard supplier (second tier). The authenticity of the supply chain is investigated by Ranfagni and Guercini (2014), and Pereira et al (2011) examined cost reduction in an automotive supply chain.…”

Section: Areas Of Implementation Of Armentioning

confidence: 99%

Action Research as a Meta-Methodology in the Management Field

Erro‐Garcés

Alfaro

2020

International Journal of Qualitative Methods

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Although it was first developed in the field of psychology, action research is a methodology of growing importance in business and management contexts. In this research article, we focus on a significant aspect of action research: the variety of methodologies that can be used jointly in an action research study and its relationships. More specifically, the aim of this study is to underscore the definition of action research as a meta-methodology that encompasses different ways of carrying out empirical research. To this end, we perform a meta-analysis of articles discussing empirical research that used an action research methodology. The meta-analysis is based on a systematic review of articles published between 2000 and 2018. The main findings suggest that action research may be regarded as a multidisciplinary method and that it can be implemented jointly with other methodologies; not just qualitative methods but also quantitative research. Consequently, action research may now be defined as a meta-methodology or an umbrella process. In this way, action research is a tool whose implementation ought to be promoted in the business/management field as a way of enhancing relevant, rigorous empirical studies and serving as a framework reference in projects based on research and practice contribution as well as active collaboration between researchers and practitioners.

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“…A better CM not only increases the collaboration avenues with suppliers but also extracts benefits from their supplier's supplier. These benefits can be direct (such as cycle time reduction, minimizing inventory and operational efficiency improvement) or indirect (such as minimum expediting, efficient ordering and contract compliance) (Eltantawy et al, 2015). van Iwaarden and van der Valk (2013) discussed different behaviors of the associated partners in terms of finished product storages, component storage, backorder acceptations and the recourse to overtime with additional hour.…”

Section: CMmentioning

confidence: 99%

Supply management integration model for Indian manufacturing industries

Pradhan

Routroy

2016

International Journal of Operations &Amp; Production Management

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Purpose -The purpose of this paper is to identify and develop the structural relationship among the key drivers to control and enhance the supply management (SM) performance in Indian manufacturing environment. Design/methodology/approach -The drivers (i.e. sourcing alternatives and supplier selection, supplier development (SD), contract management (CM) and risk management (RM)) of SM were identified and SM integration model was proposed through literature review and in consultation with industry experts. The proposed model was validated by capturing experts' view in Indian manufacturing environment. The strength of relationships between these drivers and on SM performance was also established using structural equation modeling.Findings -CM has positive direct effect on SM performance and two drivers (i.e. sourcing alternatives and supplier selection, and SD) have positive indirect effect mediated by CM. Whereas, RM has direct and indirect (mediated by CM) positive effect on SM performance in Indian manufacturing environment. Research limitations/implications -This model can be validated for manufacturing industries in other countries.Practical implications -This model provides a comprehensive relationship among four drivers of SM and shows the direction for designing and implementing appropriate policies in order to enhance the SM performance in Indian manufacturing environment. Originality/value -Although many issues related to SM have been widely researched, but no literature has been reported related to SM integration model consisting of its drivers in general and in Indian manufacturing environment in specific. The key drivers of SM were identified and their relative importance was analyzed in Indian manufacturing environment.

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Towards supply chain coordination and productivity in a three echelon supply chain

Cited by 31 publications

References 60 publications

Developing closed loop supply chains for environmental sustainability

Developing closed loop supply chains for environmental sustainability

Action Research as a Meta-Methodology in the Management Field

Supply management integration model for Indian manufacturing industries

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