Article

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

ABSTRACT 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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    • "; Razzaque and Sirat (2001); Foster et al. (2011); Razzaque and Sheng (1998); Gunasekaran and Ngai (2003); Power et al. (2009); Pettit and Beresford (2009); Fawcett et al. (2008); Tieman (2010); Pahim et al. (2012a, 2012b "
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    ABSTRACT: Purpose: The aim of this study is to discover the critical success factors (CSFs) for the Halal supply chain management because this area is gaining recognition. Plus, the aim is to use the CSFs for future research. Design/methodology/approach: The study is based on the application of CSFs on the Halal supply chain. A comprehensive literature review is undertaken to discover the CSFs of conventional supply chain and to apply it to the Halal supply chain. Findings: Government support, transportation planning, information technology, human resource management, collaborative relationship, Halal certification and Halal traceability are the CSFs for the Halal supply chain. Research limitations/implications: This study only discusses the CSFs related to the Halal supply chain and ignoring other forms of Halal businesses. This study only concerns on English literatures and omit other languages. The study lacks empirical evidence and future research should be done to test the CSFs relevancy. Practical implications: This study addresses stakeholders of the Halal supply chain CSFs, which have not been fully understand and appreciated. Originality/value: CSFs concept has never been attempted on the Halal supply chain. Therefore, this study appraises the concept of CSFs and adds value to the knowledge on the Halal supply chain.
    03/2015; 6(1):44 - 71. DOI:10.1108/JIMA-07-2013-0049
    • "Human aspects are fundamental to organizational integration (Barki and Pinsonneault 2005). The adoption of practices enablers of SCM (for example, quality management, demand management, partnership with suppliers, benchmarking, VMI) requires internal modifications, including organizational culture (Mello and Stank 2005), in order to promote cross-functional relationships between the areas related to creating customer value (Fawcett et al. 2008, Juttner et al 2007, Lambert et al. 2005). However, effective implementation is considered dependent on the human factor in terms of skills, capabilities and favorable predisposition of employees to perform the functional tasks of these practices (Gowen III and Tallon 2003, Lengnick-Hall et al. 2013, Teller et al. 2012). "
    03/2015; 6(1). DOI:10.14807/ijmp.v6i1.246
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    • "More specifically, we adopt a combined method, which utilises scientific literature to develop a frame of reference aimed at increasing current understanding on various aspects of horizontal collaboration. Although different in both nature and scope, several studies exist that have greatly relied on literature reviews as investigative tools to shed light on unknown or poorly investigated aspects (Eriksson, 2010; Fawcett et al., 2008). This research will not, therefore, yield statistically significant findings. "
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    ABSTRACT: Purpose - The purpose of this article is to provide academicians and practitioners alike with a theory-based framework regarding horizontal collaboration in logistics. The proposed tool is based on an incremental perspective, according to two main dimensions: mutual trust among partners and the extent of the cooperation. Design/methodology/approach - This study used a "synthesising" approach to gauge potential contributions previously spread across different streams of research and disciplines that are now integrated into the framework. We conduct a deep literature review to characterise the horizontal collaboration phenomenon along two levels of analysis. In doing so, we examined relevant literature in the field of horizontal cooperation in logistics to critically appraise aims of, impediments to and existing models for horizontal collaboration. Additionally, we reviewed seminal literature of four organisational theories to assess their potential to contribute to the theoretical foundations of the growing topic of horizontal collaboration. Transaction Cost Economics, Social Exchange, Resource Dependence and Social Dilemma represent the theoretical foundations to cast light to how to design and implement inter-organisational horizontal initiatives. Findings - The proposed tool organises horizontal collaborations within three steps for each of the two levels of classification: trust and extent of the cooperation. The organisational theories reviewed play different roles to help in different stages of the horizontal collaboration. Additionally, for each combination of trust/extent of the cooperation coherent pairs of aims of the collaboration and assets that are to be shared are defined. Research limitations/implications - The article represents the first attempt to analyse horizontal collaboration from within the discipline itself and from the wider field of SCM through other well-established theoretical lenses. The proposed tool has shed some light into the black box of (un) successful horizontal collaboration, but it is theory based - which represents its main limitations - thus, requiring further testing of the research streams suggested in the paper. Practical implications - The article not only gives insights into theoretical challenges of horizontal collaborations that needs further investigation but is also useful to companies involved in horizontal collaborations by helping define coherent assets that are to be shared to achieve specific goals. In its more theoretical underpinning, the framework can also inspire the partnership philosophy and help sketch a collaborative evolutionary path. Originality/value - The lack of a theoretically robust landmark that could help understand, design and implement horizontal collaborations has been defined as a major theoretical and practical shortcoming. The article represents the first contribution aimed at filling that gap.
    Supply Chain Management 01/2015; 20(1). DOI:10.1108/SCM-02-2014-0078 · 3.50 Impact Factor
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