Article

Benefits, barriers, and bridges to effective supply chain management

Supply Chain Management (Impact Factor: 2.92). 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
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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 · 2.92 Impact Factor
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    • "First, organizational culture is more intractable than other factors such as technology or information (Fawcett et al., 2008; McCarter et al., 2005). Second, organizational culture plays an important role in supply chain management (SCM) (Braunscheidel et al., 2010; Dowty and Wallace, 2010; Fawcett et al., 2008). Appropriate organizational culture influences the behavior of internal employees in terms of information sharing, teamwork and risk taking (McCarter et al., 2005). "
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    ABSTRACT: Purpose - This study aims to bridge the gap in understanding the effects of organizational culture on supply chain integration (SCI) by examining the relationships between organizational cultures and SCI. The extant studies investigating the antecedents of SCI focus mainly on environments, interfirm relationships and other firm-level factors. These studies generally overlook the role of organizational culture. The few studies that do examine the effects of organizational culture on SCI show inconsistent findings. Design/methodology/approach - By placing organizational culture within the competing value framework (CVF), this study establishes a conceptual model for the relationships between organizational culture and SCI. The study uses both a contingency approach and a configuration approach to examine these proposed relationships using data collected from 317 manufacturers across ten countries. Findings - The contingency results indicate that both development and group culture are positively related to all three dimensions of SCI. However, rational culture is positively related only to internal integration, and hierarchical culture is negatively related to both internal and customer integration. The configuration approach identifies four profiles of organizational culture: the Hierarchical, Flexible, Flatness and Across-the-Board profiles. The Flatness profile shows the highest levels of development, group and rational cultures and the lowest level of hierarchical culture. The Flatness profile also achieves the highest levels of internal, customer and supplier integration. Research limitations/implications - This study is subject to several limitations. In theoretical terms, this study does not resolve all of the inconsistencies in the relationship between organizational culture and SCI. In terms of methodology, this study uses cross-sectional data from high-performance manufacturers. Such data cannot provide strong causal explanations, but only broad and general findings. Practical implications - This study reminds managers to consider organizational culture when they implement SCI. The study also provides clues to help managers in assessing and adjusting organizational culture as necessary for SCI. Originality/value - This study makes two theoretical contributions. First, by examining the relationships between organizational culture and SCI in a new context, the findings of the study provide additional evidence to reconcile the previously inconsistent findings on this subject. Second, by departing from the previous practice of investigating only particular dimensions of organizational culture, this study adopts a combined contingency and configuration approach to address both the individual and synergistic effects of all dimensions of organizational culture. This more comprehensive approach deepens our understanding of the relationship between organizational culture and SCI.
    Supply Chain Management 01/2015; 20(1):24-41. DOI:10.1108/SCM-11-2013-0426 · 2.92 Impact Factor
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