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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Available from: Stanley E. Fawcett, Oct 09, 2015
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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. · 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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    ABSTRACT: Information communication technology adoption is well advanced in Nigerian SMEs, but further development is hampered by poor infrastructure and corruption.
    Strategic Change 09/2015; 24(5). DOI:10.1002/jsc.2023
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    • "It is evident from literature that the SCM has immense potential to raise a firm from bottom to top. The ability of an organization to recognize and conquer the hurdles in the implementation of SCM practices constructs the pathways to achieve a performance of world class standard [94]. A range of barriers identified to extensive adoption of SCM practices are; non-availability of training or education in the use of new techniques, lack of standardization of business processes, poor understanding of SCM practices, opportunistic behavior of the organizations in establishing cooperative, collaborative relationship, lack of proper information and communication, high cost and the time required, human resource resistance to new techniques and lack of channel trust, culture, lack of unification, inadequate information system etc. "
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    ABSTRACT: The objective of this paper is to provide insight into the similarities and dissimilarities of Supply Chain Management (SCM) practices between large enterprises (LE) and smalland-medium enterprises (SME) of India. Survey method is used to gather the responses from Indian organizations. Exploratory factor analysis is performed to reduce the number of variables, and Reliability analysis is performed to check the consistency of the constructs. A set of hypothesis has been formulated and tested using ANOVA. The findings reveal that the selected sectors have similar opinion regarding the business objectives, supply chain objectives, and reasons for choosing outsourcing strategy. Disagreement exists amongst the sectors on factors developing trust between buyers and suppliers, and kind of relationships maintained with suppliers. It is also observed that SMEs face different barriers than the LEs while implementing SCM practices. Also, SMEs have a cultural difference and adopt different criteria for selecting benchmarking partners vis-a-vis LEs. This paper identifies, and empirically tests the way the LEs and SMEs differ in employing SCM practices. More importantly, this paper is one of the few which explains the importance of SCM implementation in SME’s perspective. This study adds to the existing SCM literature by finding certain interesting results regarding organizational culture, barriers to SCM implementation, and benchmarking practices in SME context.
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