Benefits, Barriers, and Bridges to Effective Supply Chain Management

Supply Chain Management (Impact Factor: 3.5). 01/2008; 13(1):35-48. DOI: 10.1108/13598540810850300


Purpose – The purpose of this article is to provide academics and practitioners a quantitative and qualitative analysis of the benefits, barriers, and bridges to successful collaboration in strategic supply chains. Design/methodology/approach – A triangulation method consisting of a literature review, a cross-functional mail survey, and 51 in-depth case analyses was implemented. Senior managers from purchasing, manufacturing, and logistics were targeted in the mail survey. The break down by channel category interviews is as follows: 14 retailers, 13 finished goods assemblers, 12 first-tier suppliers, three lower-tier suppliers, and nine service providers. Findings – Customer satisfaction and service is perceived as more enduring than cost savings. All managers recognize technology, information, and measurement systems as major barriers to successful supply chain collaboration. However, the people issues – such as culture, trust, aversion to change, and willingness to collaborate – are more intractable. People are the key bridge to successful collaborative innovation and should therefore not be overlooked as companies invest in supply chain enablers such as technology, information, and measurement systems. Research limitations/implications – The average mail-survey response rate was relatively low: 23.5 percent. The case study analyses were not consistent in frequency across channel functions. Although the majority of companies interviewed and surveyed were international, all surveys and interviews were managers based in the US. Practical implications – This study provides new insight into understanding the success and hindering factors of supply chain management. The extensive literature review, the cross-channel analysis, and case studies provide academics and managers a macro picture of the goals, challenges, and strategies for implementing supply chain management. Originality/value – This paper uses triangulation methodology for examining key issues of supply chain management at multiple levels within the supply chain.

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    • "The selection of Hicks et al. (2006) methodology was based on a detail review of all the methodologies used in section 2.1. The review identified two types: first, studies that utilise structured questionnaires to weight and prioritise issues identified within the literature using statistical methods, with data collected from practitioners (Fawcett et al., 2008; Pujara et al., 2011; Jharkharia and Shankar, 2005; Archer et al., 2008) and second, studies that use the outcome from the literature to support interviews but the actual supply chain issues and barriers captured are open to the interviewees (Childerhouse et al., 2003; Cheikhrouhou et al., 2012; Evgeniou and Cartwright, 2005; Hicks et al., 2006; Garengo and Panizzolo, 2013; Tsinopoulos and Bell, 2010; Sheriff et al., 2012). Hicks et al. (2006) methodology was chosen as it allows the consolidation of data through clusters as well as the calculation of dependencies among different clusters. "
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    ABSTRACT: Purpose – The purpose of this paper is to identify measure and prioritise the perceived importance of supply chain issues within the automotive industry related to information flow during product development (PD). Design/methodology/approach – This study analyses empirical data captured from semi-structure interviews with 15 multinational companies operating in the automotive sector. Data collected are analysed using a standard methodology identified from the literature. The individual issues captured are classified against 14 clusters that represent the core and the fundamental supply chain issues of information flow. Findings – This study showed that half of the issues captured are related to the inadequate information systems used. The cluster that had the majority of individual issues is related to suppliers that are not directly connected with their customers through an enterprise system. However it was identified that two fundamental clusters justify the decision of not being directly connected. Implementing and maintaining multiple enterprise systems can be a big overhead for multinational companies working with a high number of customers. Originality/value – Although several studies have proved the benefits that can be obtained through supply chain collaboration, there are relatively little empirical studies that seek to explore the understanding of supply chain issues in regards to information flow especially during PD. By identifying, measuring and prioritising the importance of supply chain issues this study provides researchers and practitioners guidance in developing better tools and defining more efficient processes.
    Journal of Manufacturing Technology Management 10/2015; 26(8):null. DOI:10.1108/JMTM-02-2014-0008
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    • "In fact, many supply chain articles (e.g. Fawcett et al., 2010) advise firms to integrate their suppliers in order to improve performance, including innovation. Many recent studies have also found that the integration of suppliers is indeed associated with better innovation performance (e.g. "
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    ABSTRACT: Purpose – The interest in global purchasing has increased significantly in recent years, but the impact on product innovation is not well understood. The purpose of this paper is to empirically analyse the impact of global purchasing on product innovation sourced from suppliers, while taking into account how firms integrate their suppliers. Design/methodology/approach – The data used in this study are from the International Purchasing Survey, an international online survey on purchasing and supply management conducted in 2009. The data are analysed using factor and regression analyses. Findings – The paper shows that global purchasing has no direct impact on product innovation performance. However, supplier integration is more strongly associated with product innovation performance for firms purchasing globally compared to firms purchasing regionally. Practical implications – The implication is that when companies purchase globally, they must have a highly developed purchasing department in order to sustain a high level of innovation. For firms purchasing only regionally, the role of the purchasing department is diminished, at least in terms of contributing to innovation. Originality/value – This paper contributes to the discussion of potential advantages and disadvantages of global purchasing. First, the paper provides an explanation for the ambiguous results of previous research. Product innovation does not depend on whether firms are purchasing globally or not, it depends on how they purchase. This paper has showed that when purchasing globally, the role of the purchasing department becomes crucial for product innovation. The proficiency and activities of the purchasing department largely determine the success, in terms of supplier product innovation, of global purchasing.
    International Journal of Operations & Production Management 09/2015; 35(9):1295-1311. DOI:10.1108/IJOPM-03-2015-0128 · 1.13 Impact Factor
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    • "They include cost reductions and improved marketing (Shiels et al., 2003; Akpan‐Obong, 2007; Akhavan and Jafari, 2008; Li et al., 2008; Oluwatayo, 2010; Singh, 2011), more efficient and effective communications (Chibelushi and Costello, 2009; Apulu et al., 2011; Singh, 2011; Pickernell et al., 2013; Ajayi and Olayungbo, 2014), as well as superior procurement and methods of distribution (Collins et al., 2010; Harrison and Van Hoek, 2011; Ajayi and Olayungbo, 2014). According to Fawcett et al. (2008) and Ihua (2009), SMEs are not a uniform or standardized set of businesses. They are in fact a highly heterogeneous collection of enterprises and vary substantially by size, sector, age, structure, and location. "
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    Strategic Change 09/2015; 24(5). DOI:10.1002/jsc.2023
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