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A study of supply chain management practice in UK industrial SMEs
Abstract
This paper provides the outcomes of a supply chain management (SCM) practice survey designed to identify current trends in UK industrial small- to medium-sized enterprises. The analysis identifies the adaptation of SCM techniques and relationships between customers and smaller suppliers. The outcomes, based on a survey of 288 firms, indicates a lack of effective adaptation from traditional adversarial relationships to the modern collaborative “e” – supply chain; identifies issues businesses need to address to improve the performance of their supply chains, and so improve their competitive position by grasping the benefits of effective SCM.
... Businesses today depend more on their suppliers for supply chain outsourcing because they place a greater emphasis on their core competencies. Consequently, supply chain management has emerged as a crucial component for fostering effective management and creating significant competitive advantages for suppliers (Fontoura & Coelho, 2022;Afraz, Bhatti, Ferraris & Couturier, 2021;Quayle, 2003). It is obvious that suppliers' capabilities over the long run have an impact on both the competitiveness of businesses and the quality of their products (Christopher, 2005). ...
... The literature around SMES and supply chain management (SCM) practices within them is still scarce and fragmented, especially qualitative case-based works, despite the huge number of SMEs and their crucial role in supply chains (Quayle, 2003;Thakkar et al., 2008). Research on SMEs and SCM methods in mitigating supply chain disruption has a lot of potential, particularly in terms of how well they can innovate while mitigating disruption. ...
... SMES perceive supply chain management as a one-way process since it appears to be a power play on the part of the clients (Iranmanesh, et al., 2023). Similar to this, SMES are run at arms' length from larger clients and do not use supply chain management (Quayle, 2003). According to another definition, the supply chain of small and medium-sized enterprises (SMES) is a collection of business activities that include purchasing from open or spot markets, manufacturing or processing subcomponents or subassemblies in a facility, and delivering goods to large businesses using hired transportation in order to increase the value of the finished product and, consequently, guarantee long-term regular purchase orders (Thakkar et al., 2008). ...
The performance of the supply chain is significantly impacted by active participation of Small and Medium-Sized Enterprises (SMEs), who may very well fulfil the roles of suppliers, distributors, manufacturers, and customers. However, the growing occurrence of supply chain disruption has made it critical for SMEs to deploy innovative strategies to mitigate supply chain disruption. This research therefore investigates how SMEs mitigate supply chain disruption using innovative strategies. The study adopted a case study approach and interviewed supply chain managers to collect relevant data on the strategies the organization is using to mitigate supply chain disruption. The findings reveals three main strategies used by supply chain managers in mitigating disruption such as supply chain digitization and increased communication with customers; collaborative problem-solving to mitigate supply chain disruption; and Innovative Supplier Development Practices. The study recommends that organisations should continue to collaborate with their supply chain partners to identify new practical and cost-efficient strategies that will make their supply chains more resilient.
... Thakkar and Kanda (2008) argue that SCM is more beneficial to LEs than SMEs due to their lack of financial resources, technological know-how and limited infrastructure facilities. However, empirical researchers (Quayle, 2003;Arend and Wisner, 2005;Katunzi and Zheng, 2010;Therakorn, 2014) have reported SCM benefits -which include a reduction in costs, an increase in sales, customer dominance, improved responsiveness, improved agility and a lead time reduction -in small and medium enterprises (SMEs). This has given rise to SCM and SME studies. ...
... Although several empirical studies have highlighted the importance of SCM to SMEs (Quayle, 2003;Arend and Wisner, 2005;Vaaland and Heide, 2007;Koh et al. 2007), there is a dearth of literature concerning SMEs and SCM in Tanzania. Furthermore, as highlighted in the above section, less attention has been given to manufacturing SMEs and most of the studies have only focused on raw agricultural products. ...
... It can therefore be summarised that SME-related problems mainly include financial constraints, poor physical and technological infrastructure, high tax costs and a lack of managerial skills. To overcome these issues, SCM has been regarded as an effective tool that can help firms to improve their performance (Quayle, 2003;Li et al, 2006). The next section will look at SCM implementation in SMEs. ...
Advancements in technology have exerted pressure on organisations to improve their businesses in order to provide customers with goods and services of a high quality at a lower cost. This has prompted firms to find the means of meeting their customer’s needs. One way of doing so is through the implementation of supply chain management (SCM) practices. SCM improves the performance of the firms through a reduction in costs, additionally enhancing productivity, reducing lead times and managing inventories, all of which enables the firms to deliver what the customers expect. Although the benefits of SCM have been documented by various researchers, the majority of studies have focused on large enterprises, whereas small and medium enterprises (SMEs) have been neglected in contrast. Little research has been conducted on SMEs and SCMs. Furthermore, with regard to the food manufacturing sector in Tanzania, previous studies have focused on the entire industry while others have focused on raw agricultural products only.
This research aimed to access the SCM implementation in food manufacturing SMEs in Dar es Salaam and to identify the challenges related to providing recommendations on how to effectively implement SCM to improve SME performance. A mixed-method approach was employed in this study; 13 interviews were conducted and 180 questionnaires were distributed to the respondents. The data collected was analysed using NVIVO 12 and SPSS 25. The findings reveal that the implementation of SCM practices in food manufacturing SMEs in Dar es Salaam is still in the developmental stage. SMEs are unable to implement SCM effectively into their current practices due to poor supplier relationships, low knowledge regarding SCM, poor management, poor investment in technology and financial constraints. To overcome these issues, measures such as support from the government, the integration of SMEs, investment in technology, financial aid and SCM training are recommended. This work contributes to the literature on SCM practices and SMEs. This is where limited research has been conducted, especially in developing countries. For practitioners in Tanzania and other developing nations, this study confirms that SCM practices enhance SME performance and this study can thus serve as a reference when seeking to understand SCM-related problems and how to overcome them.
... En ce qui concerne le choix d'une démarche logistique dans la PME, THAKKAR ET DESHMUKH (2008) avancent ainsi que les partenariats avec les clients donneurs d'ordre et avec les fournisseurs sont des déterminants du choix de l'intégration logistique. DE TONI et al. (1995) et QUAYLE (2003 soulignent plus particulièrement le rôle des partenaires clients dans l'impulsion des démarches logistiques des PME. Cette influence a été particulièrement démontrée dans le cadre de la relation distributeurs-PME agroalimentaires (ABBAD, 2009) et dans le cadre de relations de sous-traitance face à des donneurs d'ordre industriels de grande taille (CURVALLE et al., 1998). ...
... En ce qui concerne l'explication du phénomène de développement logistique de la petite entreprise, notre recherche confirme des liens déjà identifiés par le passé. L'influence des partenariats avec les clients sur le développement logistique (DE TONI et al., 1995 ;QUAYLE, 2003 ;THAKKAR et al., 2008) est ainsi réaffirmée, celle des ressources en technologies de l'information l'est également (GUNASEKARAN, NGAI, 2003 ;GÉLINAS, BIGRAS, 2004). ...
Although logistics development is a trigger of performance in small businesses, the topic has only been scarcely documented in management academic literature. The aim of the paper is to identify different logistics approaches in small businesses, through a survey relying on a sample of 95 small businesses. An exploratory typology highlights three different logistics approaches. The paper investigates whether these logistics approaches are explained by three variables: growth orientation, partnership with clients, IT resources. Growth orientation and logistics approach co-evolve. Partnerships with clients and IT resources explain logistics approaches. The discussion emphasizes the entrepreneur’s vision as a key factor for logistics development.
Le développement logistique de la petite entreprise est peu étudié dans la littérature en gestion, bien qu’il constitue un levier de performance. L’objectif de cet article est d’identifier la variété des petites entreprises en matière d’approche logistique. Une enquête par questionnaire est réalisée sur un échantillon de 95 petites entreprises. Une étude typologique exploratoire permet de mettre en évidence trois types d’approche logistique. Trois facteurs explicatifs de l’approche logistique sont testés : l’orientation vers la croissance, la gestion des relations aux clients et les ressources en technologies de l’information. Orientation vers la croissance et approche logistique co-évoluent. Les relations aux clients et les ressources en TI sont des variables explicatives de l’approche logistique. La discussion place la vision du dirigeant comme un élément central du développement d’une approche logistique élaborée.
... Materials management is all about planning for acquisitions and flow of materials within the supply chain of the organizations. Material management views material flows as a system of organizational inflow and view the concept based on the potential advantages to meet the material need through planning and controlling of material goods from a supplier to stores or from production to dispatch, however the overall control would surely embrace for purchasing, stores, Inventory control production planning and physical distribution (Quayle, 2001). ...
... A study conducted by Tirualem and Amanpreet (2020) on material management in higher education of Ethiopia have concluded that a bigger chunk of country's GDP were routinely allotted to tertiary education however, millions of these allotment had been lost due to poor supply management. A study by Quayle (2001), he suggested that supply chain management is the lifeblood of any organization to be effective and achieve its founding mission. Moreover, A huge amount of fund was endowed to the higher education/ public universities in Ethiopia. ...
... Les recherches en SCM sur les TPE sont très rares, notamment parce que certains auteurs considèrent que leur contexte les exclut de fait à des recherches dans ce champ (par exemple Kim et al., 2008 au sujet des pratiques vertes, du partage d'information et de la confiance dans la SC dans un contexte coréen ou Kayser et al, 2014 au sujet des processus de contrôle de la SC). Ainsi, quelques recherches ont montré par exemple que leurs enjeux sont autour de la mise en place d'indicateurs de performance (Knechtges et al., 2000), de la sélection des fournisseurs (Park et Krishnan, 2001) ou encore de la gestion des stocks et de l'acquisition de nouvelles technologies (Quayle, 2003). La question de l'exploitation de ressources rares et inimitables en SCM pour les TPE reste à ce jour jamais abordée par la recherche. ...
... Cette sélection est critique pour les TPE car ce sont elles qui ont le plus besoin de gagner en avantage compétitif en contrôlant les coûts unitaires. Néanmoins, cette focalisation sur la sélection des fournisseurs obstrue la question de la gestion des achats dans les TPE (Quayle, 2003). Le cas confirme cet engouement pour la création de partenariats avec les fournisseurs en dépit d'une construction d'une politique d'achats et de gestion des stocks. ...
Les Très Petites Entreprises-TPE sont assujetties à une forte concurrence. Il leur est indispensable de convertir leurs ressources en avantages compétitifs. Les entreprises doivent envisager leur supply chain management en leviers compétitifs. C’est un enjeu majeur en raison des difficultés de gestion des TPE de leurs maigres ressources. Quel est le rôle des ressources en lien avec le Management de la Supply Chain dans la recherche de compétitivité d’une TPE ? Manquant de ressources et ayant une position désavantagée dans la Supply Chain, comment font les TPEs pour surmonter ces obstacles ? Une étude de cas dans le secteur des vins et spiritueux est menée. Les résultats montrent que l’entreprise génère suffisamment de marge pour ne pas avoir à envisager une optimisation de sa SC passant par une meilleure mobilisation de ses ressources, et semble se focaliser sur une approche portérienne de diversification et de différentiation.
... SCM is found to influence the initiatives related to sustainability and scalability in many large size organizations, both in manufacturing and service sector and enable organizations to enhance their competitive advantage (Quayle, 2003;Martin and Matthias, 2011;Kwak et al., 2018;Hariharan et al., 2019). At the same time, several authors opined that SCM can also play a similar role in medium size manufacturing companies (MSMCs) by plugging many gaps related to communication among the members of the chain, resulting in a decrease of overall costs (James and Ashraful, 1997;Al-Shboul et al., 2017), enabling an innovation culture (Didonet and Diaz, 2012) and providing competitive advantage (Alhourani and Saxena, 2014;Thoo et al., 2017;Kwak et al. 2018). ...
... SCM is found to play a very vital role in sustainability and scalability of MSMCs and it has the potential to improve their competitive advantage (Quayle, 2003;Martin and Matthias, 2011;Kwak et al., 2018). Importance of SCM in MSMCs can also be attributed to several factors like opportunities provided by globalization, vertical integration of firm's activities, minimization of international trade barriers, availability of abundant information due to the tremendous growth of information systems and technology, and growing awareness towards environmental protection (Bala, 2007). ...
Organizations have improved customer service and witnessed a reduction in their overall costs of operations by implementing supply chain (SC) practices. But many research studies reveal that only the large size companies due to their size and financial ability to invest in innovative practices have been able to visualize these benefits of SCM and many medium size manufacturing companies (MSMCs) have not yet been able to fully reap the positive outcomes of SCM. Organizational factors like size, experience, capital investment and product variety influence this degree of SC awareness and adoption. Studies related to this aspect of SCM are found to be less focused on MSMCs. This paper therefore studies empirically the influence of these organizational factors the degree of SC awareness, identifies the SC practices and analyzes whether degree of SC awareness has any influence on the degree of adoption of SC practices in MSMCs. The results of this study provide value to the SC practitioners and researchers.
Keywords: supply chain strategies and practices, supply chain awareness, degree of adoption, medium sized manufacturing companies, information sharing
... This is due to the non-existence of negotiating power, which is caused by their small scale of orders, compared to large corporations. Another evidence found by Quayle (2003) has shown that SMEs could not obtain benefits from such partnerships due to lack of flexibility in adapting SCM practices effectively. As to elaborate findings by Rezaei et al. (2015), SMEs are only benefitted from research and development (R&D) partnerships instead of other functional areas. ...
SMEs discerned the need of implementing proper supply chain management practices, especially maintaining a good relationship with the partners. Previous literatures have indicated that a close relationship between SME's owner-managers and suppliers provides various benefits such as operation and performance improvement, smooth delivery of goods and services to the final destinations, and better negotiation of price and delivery schedule. Thus, this paper intended to understand the Malaysian's food industry SME relationship with their suppliers. By employing Social Exchange Theory (SET) as a supporting theory, this study intended to understand how elements such as trust, communication, commitment, and bargaining power of buyer develop and maintain the relationship with the suppliers. The results obtained from single case study which was a semi-structured interview that was conducted with the owner-manager, as well as the suppliers. The findings indicated that the SME realised the importance of maintaining good relationship with the suppliers. Among all elements, loyalty, under the commitment element is considered to be unnecessarily important to maintain the relationship with the suppliers by the SME's owner-manager. Meanwhile, trust and communication are the most crucial elements to maintain the relationship.
... Many SMEs consider supply chain management as an exertion of customers' power and refrain from employing it. Further, they prefer to manage the supply chain at arm's length (Quayle, 2003). ...
SMEs always need survival tools or strategies such as orientation and capabilities to survive in the competitive market, as they can help in improving performance. Therefore, this research has highlighted important capabilities and orientations influencing SMEs’ performance in Oman. It has examined the effect of supply chain orientation and market orientation on SMEs’ performance with mediating role of innovation capabilities and operational capabilities. Moreover, it investigated the role of strategic flexibility as a moderator between innovation capabilities and SMEs’ performance in Oman. The survey method was used to collect primary data from managers and supervisors of SMEs functional in Oman. Data analysis was done using AMOS, and structural equation modeling (SEM) was conducted. The moderation was examined by using the Hayes process macro on SPSS. The results revealed that market orientation and SC orientation positively influence SMEs’ innovation capabilities, operational capabilities, and performance. These capabilities also help in enhancing performance. Moreover, they mediate the relationship between “supply chain orientation and SMEs’ performance” and “market orientation and SMEs’ performance.” Furthermore, strategic flexibility does not moderate the effect of innovation capabilities on SMEs’ performance.
... The linkage between supply chain management and SMEs have discovered that inventory network could be utilized by SMEs with significant achievement. Spekman (1998) and Quayle (2003) tracked down that the presentation of store network has helped SMEs in diminishing expenses without thinking twice about consumer loyalty levels. Unmistakable and theoretical advantages were likewise prominent with advantages, for example, expanding on-time request conveyance, lessening creation costs, shortening the item advancement life cycle, working on quality, diminishing stock, and bettering stock administration being the substantial advantages. ...
The aim of this study was to assess the supply chain management practices of micro and small scale manufacturing enterprise operated in Bench-Sheko zone, southwest, Ethiopia. This examination utilized the realistic investigation plan to overview the appraisal of store network the board rehearses on the miniature and limited scope fabricating endeavors worked in Bench-Sheko zone. The assessment has accepted qualitative investigation approach. The study uncovered that just 38%, 26%, 32%, 49%, 15%, 43%, 36%, 38%, 32%, 27% and 34% of assembling endeavors in the zone consolidate natural prerequisites in choosing suppliers, reuse side-effect, squander reusing strategy, utilized crude materials that needs less energy, give impetuses to the possible providers, share data oftentimes to the providers, advance vital provider relationship, advance store network joining, quality coordination’s, electronic coordination’s the executives and coordination’s timetable alone. The after effect of this study has some significant ramifications to the miniature and limited scope producing undertakings. In such manner to remain serious and make due over the long haul the assembling ventures should zero in additional on accepting green supply chain network, supplier relationship and logistics management.
... This national panorama in the furniture industry was what motivated a group of university research professors and students to investigate supply chain performance, not only in large manufacturing companies but also in small and medium sized-enterprises (SMEs) in the furniture industry. Previous diagnosis in SMEs in other countries [8,35,42,60] revealed that the problem was associated with supply chain failures that worked against timely and effective compliance with consumers demands. ...
Chapter 7
Supply Chain in Small
and Medium-Sized Enterprises
in the Furniture Industry
Jesús Gerardo Morales-Rivas, Víctor Manuel Molina-Morejón,
Francisco G. Salas and Vanessa Espitia-Mendoza
Abstract This chapter describes a case study of a small-sized company and proposes
a working procedure that offers alternative strategies to detect, mitigate and eliminate
failures that are generated in a supply chain of small and medium-sized enterprises
(SMEs). An exploratory research was used to understand the SMEs processes and
operations, to investigate the environment of its functioning, and to recognize its
problems. A focus group methodology was also utilized to identify, quantify, and
validate the areas and activities associated with failure, the operating frequencies, and
the causes and effects. The Failure Mode Effects and Criticality Analysis (FMECA)
tool allowed the researchers to obtain a Risk-Priority-Number (RPN) that evaluates
in each failure the severity, probability of occurrences, probability of detection and
economic impact. The results indicated that the delay in supply by the suppliers and
the delay in payment from clients are two key aspects that affect the profitability of
the company.
Keywords Supply chain · Failure mode effects and criticality analysis (FMECA) · Risk-priority-number (RPN) · Economic impact
... This national panorama in the furniture industry was what motivated a group of university research professors and students to investigate supply chain performance, not only in large manufacturing companies but also in small and medium sized-enterprises (SMEs) in the furniture industry. Previous diagnosis in SMEs in other countries [8,35,42,60] revealed that the problem was associated with supply chain failures that worked against timely and effective compliance with consumers demands. ...
... This is because SMEs do not have negotiating power when it comes to conducting business transactions with large-scale companies. In addition, the lack of flexibility in adapting S-CRM practices is also the reason why SMEs do not benefit from partnerships with suppliers and buyers/customers [30]. This is supported by the findings of [31] which revealed that the level of partnership between SMEs is relatively low, making it difficult for them to gain relational benefits from linkages with their supply chain. ...
Digital products have placed as a competitive advantage for business actors both individuals, companies, and industries recently. Social media such as Facebook, Instagram, YouTube, which are accessible from various communication media such as smartphones, tablets, or laptops have become inseparable media from user's handholds in order to share information, offer products and services, and make friends. In an effort to establish good relationships between companies and suppliers (Supplier Relationship Management/SRM) and between companies and consumers (Customer Relationship Management/CRM), hence optimizing the use of social media for companies becomes very important, no exception for small and medium-sized enterprises (SMEs). This study aims to examine the role of social media to assist SMEs in establishing good relationships with their suppliers and customers. There are around 200-250 manufacturing and service SMEs domiciled in Central Java province were involved. The data collection method was carried out through surveys guided by questionnaires and interviews with SME owners. Quantitative data analysis was conducted using Structural Equation Modelling. It is hoped that the resulting findings will prove the significant role of social media in helping SMEs to establish good relationships with suppliers (SRM) and customers (CRM), and it is believed to be useful both theoretically and practically.
... While past research has significantly enhanced the understanding of procurement performance, the majority of such studies have taken commercial/business perspective (Bordonaba-Juste and Cambra-Fierro, 2009;Morrissey and Pittaway, 2006;Quayle, 2003) and so their findings might not be equally applicable to public organisations. Some studies have investigated issues related to procurement performance from public sector perspectives, though, only a few have examined the value-adding activity of strategic participation role of the key officers (i.e., planning officer, budget officer, finance officer, coordinating director, procurement officer, works officer and internal audit officer) of public organisations who actually interact with their counterparts to manage procurement. ...
... Good SCM practices can help freight forwarders reduce costs, speed up deliveries, and build stronger relationships with partners (Wei & Xiang, 2013; Perepa, 2014; Reuters, 2018). Furthermore, SCM allows for greater alignment with overall business strategies (Quayle, 2003), enhancing a company's competitiveness (Langley et al., 2008). ...
This study investigates the role of supply chain management in enhancing environmental performance among freight forwarders, focusing on the case of Malaysia. Despite the critical nature of their services to international trade, freight forwarders have been linked to various environmental issues including pollution, hazardous waste, and greenhouse gas emissions. Through an in-depth analysis, this research aims to shed light on how freight forwarders can implement green supply chain practices to improve environmental performance, while also maintaining operational efficiency. It also addresses the challenges and uncertainties that freight forwarders face in their transition to greener operations.
... In conclusion, the theoretical Framework, based on the Four-factor Theory and Autonomy Clarification Theory, can answer the three research questions, offering a comprehensive criterion for an SME to think from the perspective of a "Big Picture" to understand its existing sustainable nudges and considering the moral issues involved by introducing the concept of Ethical Affiliation and observed Purpose of Nudges; in the meantime, it is also perceived to provide an opportunity-cost-increasing viewpoint to SMEs, focusing on itself combining with the demand of its stakeholders, rather than making the business practices sustainable or setting up sustainable nudges across the whole supply chain, which might arise new concerns regarding effective supply chain management (Quayle, 2003). ...
Sustainable business practices have been under a long-lasting and fierce debate about whether a business shouldpursue SDGs or make money. Several efforts have been made to answer this question, and the Nudging Theory, a newdevelopment in behavioral economics, has been introduced. However, research seldom emphasizes how to assist SMEsto fully understand the nudges and their related effectiveness to achieve SDGs, nor does it address the moral dilemmaspotentially involved. To fill this gap, the paper, by combining two theoretical models, develops a new framework tohelp SMEs comprehend their sustainable nudges in a moral and cost-effective approach so that SMEs’ potential mightbe fully stretched out. Also, a real-world case will be related to the theoretical Framework to assist with understandingwhich SMEs should place their emphasis on, coupled with descriptive and predictive analysis. The Process and theOutcomes of sustainable nudges are summarised as two crucial elements contributing to the effectiveness of suchsustainable nudges.
... Further, if companies focus only on the needs of customers, the performance effect would be negative because market demands and customer preferences are constantly changing in dynamic environments (Oh et al., 2012). In addition, SMEs may be powerless in the face of large customers' changing needs because they are forced to accept the buyers' norms instead of securing their own interests (Quayle, 2003). This imbalance can lead to SMEs focusing on activities that do not improve performance. ...
Purpose
Small- and medium-sized enterprises (SMEs) often operate in environments marked by high levels of turbulence. Such firms adopt digital technologies and platforms that provide access to external real-time information and establish digital connectivity between firms to remain competitive. This study aims to focus on SMEs’ downstream and upstream platform-based digital connectivity (PDC).
Design/methodology/approach
This study examines the effects of PDC on SMEs’ operational performance under conditions of environmental turbulence. The data was gathered from 192 SMEs operating in the manufacturing arena.
Findings
The results show that the adoption of PDC does not directly affect an SME’s operational performance. However, in highly turbulent environments, PDC can improve operational performance. The results indicate that the performance effects of PDC vary according to the level and type of environmental turbulence.
Research limitations/implications
This research offers insights into the relationship between PDC among SMEs and operational performance and encourages future research examining other possible conditional effects that could explain the contradictory results found in previous research.
Originality/value
This study contributes to the knowledge of supply-chain digitalization among SMEs and its performance effects in varying environmental conditions. Further, this study contributes to the prior research by focusing on the interorganizational aspects of digitalization in SMEs.
... To answer these research questions, we conducted a survey of 178 Chinese small and medium-sized enterprises (SMEs). SMEs serve as a fertile ground for us to study the impact of SN in the supply chain on corporate GI for several reasons: The high financial commitment in GI brings more concerns for SMEs with relatively limited access to capital; The relative narrow supply base of SMEs renders them dependent on their supply chain relationships and networks to a large extent and thus behavioral standards stipulated in the supply chain are more important for SMEs (Quayle, 2003); Managers of SMEs are more likely to refer to other firms for what they should do in compensation for their lack of own experience (Oehme and Bort, 2015); In addition, according to Lubatkin et al. (2006), SMEs' managers play more decisive roles in corporate operations. Compared with large enterprises, corporate executives' behavioral characteristics are more determinant for SMEs' practices (Zhao and He, 2022). ...
Purpose
Adopting the theory of planned behavior, this study attempts to investigate how subjective norms in the supply chain influence a firm's green innovation and how such influences are contingent upon the firm's internal and external factors (i.e. flexibility orientation and environmental dynamism). Two types of subjective norms are examined, i.e. injunctive norms (what supply chain partners say) and descriptive norms (what supply chain partners do).
Design/methodology/approach
Using survey data of 178 Chinese small and medium-sized manufacturers, we employ hierarchical linear regression to test the proposed hypotheses.
Findings
Our results indicate that both injunctive and descriptive norms are instrumental in stimulating firms to take actions on green innovation. Moreover, the flexibility orientation of a firm can strengthen the effect of descriptive norms. It is also observed that environmental dynamism weakens the efficacy of injunctive norms but strengthens that of descriptive norms on green innovation.
Originality/value
This study is among the first to apply the theory of planned behavior to explain the microfoundations of focal firm's green innovation and distinguish two types of subjective norms in the supply chain. In addition, it extends the theory of planned behavior by revealing internal and external contingent factors (i.e. flexibility orientation and environmental dynamism) of the relationship between subjective norms and firm behaviors.
... Selain itu, dibutuhkan waktu dan pengalaman yang baik. Sebab jika tidak, implementasi ini bisa menjerumuskan perusahaan karena ada order yang diduplikasi oleh sistem itu sendiri, sehingga pesanan terkesan menjadi lebih besar (Quayle, 2003 ...
This research develops and tests the consistencies of the relation between supply chain management practices, e-business technologies and operational performance. The data for this research is obtained from 67 companies. The relations proposed in the framework of this research are tested using partial least square analysis. The findings of this research shows the impact of supply chain management practices and e-business technologies have an effect on improvement of operational performance. The analysis also found the existence of interaction effect between SCM practices and e-business technologies, both on operational performance.
... Studies also indicate a significant gap between large organizations and SMEs with respect to implementing tools that include a supply chain management concept (Quayle, 2003). For instance, QSAM typically needs a team of four researchers and a week is needed to fully audit the supply chain of a medium-sized organization (Aitken, Childerhouse, Deakins, & Towill, 2016), which is not affordable or reasonable for an SME. ...
This research developed an effective supply chain management (SCM) operation model and a corresponding diagnostic methodology in the global competitive environment by combining three phases and methodologies. In Phases 1, a list of impact factors was collected from relevant studies, and a hierarchy for the current complex research issue was established. In Phase 2, an expert survey was conducted for enhancing the content effectiveness of the model. Subsequently, an analytic hierarchy process (AHP) was applied to determine the weights of those factors. In Phase 3, a self-assessment framework was developed to examine the effectiveness of the global SCM. Finally, a case was analyzed to verify the effectiveness of the self-assessment scales. The results show that the concept of global SCM tends to be broader and more comprehensive than traditional one. Especially in the coordination and cooperation between market, organization itself and suppliers, while using information technology as a communication tool.
... The interviewees deployed the strategies they perceived themselves to have the most control over. Quayle (2013) found that UK SMEs are aware of proactive SC management and the importance of long-term alliances in enacting it effectively. However, SMEs in the grocery-retail industry lack sufficient relationships with their suppliers to deploy SC management practices such as using back-up suppliers and alternative transport methods. ...
Purpose: This study explores business strategies adopted by Small and Medium Sized
Enterprises (SMEs) in the UK’s grocery-retail industry to cope with supply chain (SC)
disruptions caused by the Covid-19 pandemic.
Design/methodology/approach: The study adopted two phases of research methods. In phase 1, in-depth interviews were conducted with ten SMEs from England. Whilst abiding by national guidelines on the travel restrictions imposed by the government, in phase 2 email-based interviewed were conducted with twenty-two SMEs across the UK’s grocery-retail industry. The thematic analysis technique was adopted to analyse the data.
Findings: This study reveals that SMEs need clearer avenues of communication with the
government and better resources for learning and training. SMEs also need to expand their
implementation of information technology to improve SC collaboration. In the meantime, they need to improve their power positions in SCs and reduce dependence on SC partners.
Originality: SMEs in the grocery-retailer industry have been increasingly under pressure to
compete with bigger grocery retailers. During the pandemic they have faced great challenges and been looking for strategies to improve their performance. While a major proportion of participants in the grocery retailer industry are fragmented SMEs, the majority of studies have focused on larger retailers and end consumers. With the help of the social exchange theory, this research reveals new insights on business strategies to cope with SC disruptions, and offer the foundation for a new line of research on preparation for future disruptions.
... Even fewer studies have looked at how HR can affect the effectiveness of SCM implementation. SCM presents SMEs with several challenges, including aligning SCM with corporate strategies and addressing issues in a systemic manner (Quayle 2003). Based on recent ongoing studies, no reviewed literature has examined the effect of SCM and SHRM methods on the effectiveness of SMEs. ...
This article sets out to study the associations between strategic human resources management (SHRM) practices, supply chain management (SCM) implementation, and small to medium enterprise (SME) firm performance in Palestine. An instrument was constructed, followed by detailed research confirmed by human resources management (HRM) and SCM experts’ viewpoints. Several SMEs in Palestine conducted cross-sectional surveys that included both direct and postal questionnaires. Three hundred two usable surveys were returned. SEM was used to study the results. These data show that SHRM practices indirectly aid small and medium-sized businesses by implementing SCM. SCM implementation further explores if it mediates such interaction. It showed that SCM implementation has a total effect on the performance of SMEs. These data indicate that if SHRM standards are not in place, SCM won’t boost SME performance. This study found the vacuum in SCM research by observing that SMEs lack SCM knowledge and incorporate SHRM practices into SCM implementation in SMEs. SCM adoption mediates the influence of SHRM practices on SMEs’ company performance.KeywordsStrategic human resources managementSupply chain managementFirm performanceSmall- and medium-sized enterprisesPalestine
... Many countries are evidence of the greater contribution of SMEs to their economy; for example, In the UK, the contribution rate of SMEs to GDP is about 70%, and the contribution rate to employment is about 90%. British SMEs have taken advantage of economic progress both locally and internationally (Quayle, 2003). SMEs are the main contributors to the global manufacturing and service industries (e.g., Huin et al., 2002). ...
Entrepreneurial orientation (EO) plays a vital role in a firm's success, particularly in the context of globalization. Thus, EO has gained prompt attention because of an increasing trend of globalized markets and economies. This article expands the understanding of Entrepreneurial Orientation as it studies EO to assess Small and Medium Enterprise (SMEs) global performance. The study extends the knowledge of SMEs entering global markets by considering firms' marketing strategy and technological orientation as mediators. Through these mechanisms, corporate EO leads to cross-border excellence. Through a sample of 155 international SMEs in Pakistan, the findings of this study support the impact of EO on global performance, whereas the marketing strategy and technological orientation serve as the mediators in this core relationship. The data were analyzed using a variance-based structural equation model (SEM) in Smart PLS. The findings validate that SMEs, more concentrating on EO, are more able to explore new opportunities in global markets, but their small size, inadequate access to different resources and limited experience in operating in international markets prevents them from taking full advantage of arising opportunities. Hence the findings confirm the significance of EO in the globalization of SMEs; however, it was also observed that although the marketing strategy and technological orientation may reduce the direct impact of EO on international performance, these mechanisms accelerate the indirect impact of EO as a tangible and intangible resource.
... Many countries are evidence of the greater contribution of SMEs to their economy; for example, In the UK, the contribution rate of SMEs to GDP is about 70%, and the contribution rate to employment is about 90%. British SMEs have taken advantage of economic progress both locally and internationally (Quayle, 2003). SMEs are the main contributors to the global manufacturing and service industries (e.g., Huin et al., 2002). ...
Entrepreneurial orientation (EO) plays a key role in a firm’s success, particularly in the context of globalization. Thus, EO has gained prompt attention because of an increasing trend of globalized markets and economies. This article expands the understanding of Entrepreneurial Orientation as it studies EO to assess Small and Medium Enterprise (SMEs) global performance. The study extends the knowledge of SMEs entering global markets by considering firms’ marketing strategy and technological orientation as mediators. Through these mechanisms, corporate EO leads to cross-border excellence. The findings of this study, through a sample of 155 international SMEs in Pakistan, support the impact of EO on global performance whereas the marketing strategy and technological orientation serve as the mediators in this core relationship. The data were analyzed using a variance-based structural equation model (SEM) in Smart PLS software. The findings validate that SMEs, more concentrating on EO, are more able to explore new opportunities in global markets, but their small size, inadequate access to different resources and limited experience in operating in international markets prevents them from taking full advantage of arising opportunities. Hence the findings confirm the significance of EO in the globalization of SMEs however, it was also observed that although the marketing strategy and technological orientation may reduce the direct impact of EO on international performance, these mechanisms accelerate the indirect impact of EO as a tangible and intangible resource.
... Furthermore, there is still a low exchange of information related to helpful info or operational techniques with key partners. According to Quayle (2003) in Mahmud et al. (2021), collaboration and coordination are required for smooth supply chain practices in SMEs. Collaboration is a key success factor in supply chain management by aligning each company's plans and goals and maintaining a competitive advantage (Mahmud et al., 2021). ...
Objective: The purpose of this study is to investigate the impact of market orientation on firm performance, as well as the roles of supply chain integration and firm innovativeness in mediating the relationship in the food and beverage sector, micro, small-medium enterprises (MSMEs) in Bekasi Regency Indonesia.
Design/Methods/Approach: This study conducts the analyses based on 150 samples that were obtained through questionnaires. To analyze the data, this study employs Partial Least Square Structural Equation Modeling (PLS-SEM) using SmartPLS 3.
Findings: The results of this study indicate that market orientation and firm innovativeness have a positive and significant effect on firm performance. Supply chain integration has a positive and insignificant effect on firm performance. Firm innovativeness has a positive and significant effect on firm performance. Supply chain integration is not significant in mediating the relationship between market orientation and firm performance. Firm innovativeness is significant in mediating the relationship between market orientation and firm performance.
Originality: This study Contributes to enriching research of firm innovativeness and supply chain integration on MSMEs in Indonesia
... There are different definitions but still have the same features, including end to end coordination and focus on integration with other entities in the chain to provide value to end customers (Meehan and Muir, 2008;Baymout, 2015). The importance of effective SCM must be seen as a competitive advantage: professional practice which is one of the hearts of corporate organizational strategies (Quayle, M., 2003). ...
Understanding and measuring supply chain performance in large companies is important to achieve cost efficiency or other companies KPI. Alas, very few academic literature or framework found that focus on measuring supply chain performance of SME. So far SME in Indonesia develop their supply chain activities organically. This research aims to identify and to measure the responsiveness and reliability of supply chain management which is implemented by BKG Miniature Guitar in Paguyuban Kampung Guitar Pangalengan, West Java, Indonesia. The descriptive qualitative research was conducted by applying purposive sampling as the sampling technique and carrying out an interview to a single determined informant as the data collection technique. SCOR model 12.0 from Association for Supply Chain Management (APICS) considered as the tool for data analysis. It had been found that, in regard to the reliability, BKG Miniature Guitar's performance reached up to 92.8%, which could be considered into Excellent category, and responsiveness for 17.78 days. According to the calculation on source, make and deliver, BKG should to improve and evaluate on their source process, due to a low-level of POF metric value 64.27%, it seems sensible to expect that there will be enhancements in supply chain performance of BKG.
... They lack experiences and learning capacity, they are bounded rational, have higher capital and transaction costs, have a reactive nature, technologically focused with weak marketing skills, have limited resources and high strategic reliance on CEO perceptions of market forces and generally are more vulnerable (COVIELLO and McAULEY 1999;O'GORMAN, 2001). So small firms usually do not employ SCM, they are managed by the needs of significant customers (QUAYLE, 2003), that I can confirm based on my experiences spent in the SMEs sector. ...
In today’s globalized business environment small and medium sized enterprises (SMEs) face many challenges. In order of their survival SMEs need to produce more, at a lower cost, in less time, and with a few defects. They form the most significant group of manufacturing firms and give supports to large companies in many supply chains. In addition, SMEs contribute greatly to entrepreneurship, gross domestic product (GDP) and employment. Despite the fact that micro, small and medium sized enterprises have very important role in business networks, they still have many problems with using supply chain management (SCM) practices. In this research my purpose was to find the best SCM practices as a strategic method to improve SMEs’ performance. First, I give information in general about SCM and the SMEs, then highlight main characteristics of small firms compared to large ones and the reasons why it is essential and efficient to use SCM practices. The article is based on secondary data, using several analysis, surveys, books, journals and my personal experiences collected in this sector. I conclude the research by summarizing my recommendations in connection with SCM practices, the opportunities and barriers. JEL code: M11
... SMEs are known for being hesitant or even reluctant when investing in new technologies (Quayle, 2003;Vaaland and Heide, 2007). It was found that the reason for SMEs to adapt more slowly to trends was the fact that these companies underlay constraints in technological, financial and human resources (Mittal et al., 2018). ...
SMEs contribute to 95% of the volume in global manufacturing. While supply chains are usually dragged by the big players, SMEs have a large share in value-creation through all levels of the chains. Due to their nature, SMEs are struggling with resource constraints and the balancing of priorities.
... Even less are studies that investigate on how HR could influence the successful implementation of SCM. SCM creates certain challenges to SMEs in terms of SCM alignment with business strategy and solving problems systematically (Quayle, 2003). Based on the relevant existing studies, no previous research studies have studied the simultaneous effects of SCM and HRM practices on firm performance of SMEs. ...
Purpose-This paper aims to investigate the relationships among supply chain management (SCM) implementation, human resource management (HRM) practices and small-and medium-sized enterprises (SMEs) firm performance in Thailand. It further examines whether HRM practices have a mediating effect on such relationship. Design/methodology/approach-A survey instrument was developed based on the literature review which then was verified by SCM expert opinions. Cross-sectional surveys of sample employees of SMEs in Thailand were undertaken by both direct and mail surveys. Of about 779 questionnaires distributed, 203 usable questionnaires were returned. Structural equation modeling (SEM) was performed to analyze the obtained data. Findings-The statistical results reveal that SCM indirectly improves firm performance of small-and medium-sized firms through HRM practices. The latter, HRM practices, is found to fully mediate the impact of SCM implementation on SME firm performance. These results suggest that SCM cannot enhance SME firm performance if its implementation is undertaken without effective HRM practices. Originality/value-This study identified the research gap in SCM areas by recognizing the scarcity of research on SCM in SMEs and by identifying and integrating HRM practices as a significant behavioral support system to SCM implementation in SMEs. Its results reveal that HRM practices fully mediates the impact of SCM on SMEs' firm performance.
... Fifthly, the distribution (place) in the case of vegetables, given the specificity of the distribution chain in terms of adaptation to customers' needs and requirements [70][71][72], represents a synergy between the economic and environmental dimensions, especially when it comes to short food supply chains [73]. Moreover, this requirement of adaptation has become more stringent in the current circumstances, as emphasized in different studies, such as those of Brumă et al. [44] or Butu et al. [45]. ...
Considering that sustainability is a relative concept, but also that this limitation could be avoided through continuous adaptation of the evaluation tools by taking into account the directions of change (such as time, space, application domain), the goal of the present study is to elaborate a matrix for measuring the level of sustainability for small vegetable farms. Thus, looking at what sustainability could represent under such circumstances, we divided its characteristics into four main dimensions (economic, social, environmental, cultural), while adding the private dimension. Inclusion of the private dimension may provide potential added value to this study, and thus enrich the general perspective of producers’ capacity to meet the sustainability goals in their entrepreneurial activity. To quantify these five dimensions of the sustainability matrix, a questionnaire was built up and used as support for face-to-face interviews conducted at the level of the North-East Development Region of Romania. Our results showed associations between diverse components of the dimensions considered, revealing their synergy in farm activity, along with the occurrence of some differences in the levels of sustainability dimensions and sub-dimensions, which differ as a function of the specific types of vegetable production (conventional, ecologic, natural, mixed).
... They lack experiences and learning capacity, they are bounded rational, have higher capital and transaction costs, have a reactive nature, technologically focused with weak marketing skills, have limited resources and high strategic reliance on CEO perceptions of market forces and generally are more vulnerable (COVIELLO and McAULEY 1999;O'GORMAN, 2001). So small firms usually do not employ SCM, they are managed by the needs of significant customers (QUAYLE, 2003), that I can confirm based on my experiences spent in the SMEs sector. ...
The study investigated the factors affecting job satisfaction amongst workers of the poultry sub-sector: a test of equity theory in the Dormaa Municipality in the Bono Region of Ghana. The multistage sampling technique was employed in collecting data from 100 poultry workers with the aid of a structured questionnaire. The logit model was employed in modeling the factors affecting job satisfaction. The empirical findings reveal that occupational level, pay, and relationships with co-workers were the statistically significant determinants of job satisfaction. Moreover, the study found that based on equity theory if poultry workers are satisfied with their pay, they would want to stay longer compared to referent others who are not satisfied. Benevolent poultry workers were dominant (52%), followed by equity sensitive (28%) and entitled (20%) poultry workers. Moving forward, the relevance of equity theory on workers in the cocoa value chain should also be investigated as cocoa remains a staple crop in Ghana.
... where the mean and standard difference is shown in Tables 5 for each item. It was clearly visible that, as the standard deviation is more than twice the maximum time in idle seasons, no significant difference has found between slack and peak period reorder points but, if the reorder point is computed without taking the two durations, The point of reordering is equal to (414) that doubles the entire cost [16][17][18]. Table 5 provides the computation of the two reorder points for the rest items. ...
Business expansion is rapid today and has a significant economic impact. Inventory administration is attributed to these companies appropriately and competently often. This project was conducted in the Jordan substance production unit, which has incomplete issues as frequently as possible as filled and overstock. The manufacturer aims to improve depot efficiency by considering a stock management modification. The objective of this test is to check the causes for wastage administration in meat industries and then follow the recommendations given. The entire cost decrease was significantly reduced following implementing the principles, methods, and techniques of inventory management and control systems like continuous and periodic control systems; consequently, the profit margin was considerably reduced without any price change to the product. In addition, the degree of client service was raised.
... Smooth supply chain practice in SMEs enables better supply chain performance in a large industry [27] as well as better business performance within a firm [28]. For smooth supply chain practice in SMEs, collaboration and coordination are mandatory [29]. Several studies identified barriers affecting SCC [6]. ...
The disruption has a significant impact on supply chain collaboration (SCC) which is an important task to improve performance for many enterprises. This is especially critical for small-and medium-sized enterprises (SMEs). We developed a decision-modeling framework for analyzing SCC barriers in SMEs for the emerging economy in Bangladesh. Through literature review and expert opinion survey, we have identified a comprehensive list of SCC barriers under four main categories, namely, information-related, communication-related, intra-organizational, and inter-organizational barriers. Then we applied the Grey DEMATEL and Fuzzy Best-Worst methods to evaluate these SCC barriers and compared the results. We also conducted a sensitivity analysis to assess the robustness of the proposed approach. The study reveals that lack of communication is the most crucial barrier in SCC, providing a model for assessing barriers in other emerging economies. This study contributes to the literature by analyzing SCC barriers and by comparing the results obtained from two different MCDM methods. The findings of this study can help decision-makers to plan for overcoming the most prioritized SCC barriers which ultimately contribute to improving the resilience and sustainability performances of SMEs.
The greater prevalence of small and medium-sized enterprises (SMEs), which have an important place in country economies, in the supply chain structure is very important in the development of country economies in a complex and competitive business environment. However, while SMEs can make significant contributions to achieving the Sustainable Development Goals (SDGs), food SMEs can also have indirect effects on agricultural productivity in the agricultural sector. Food and Agriculture Organization of the United Nations (FAO) and similar international organizations support practices that may lead to this. SMEs are businesses whose number of employees, annual turnover or annual balance sheet total is below a certain threshold. In addition to making positive contributions to economic life, SMEs also fulfill an important function by providing food supply for food products, which are people's most basic needs. In a competitive and complex business environment, implementing appropriate strategies is a particularly important effort to advance the development of SMEs. This article analyzed the digital transformation and success factors of SMEs with new technologies in agriculture & food marketing. In the study, a systematic analysis method was proposed by nominating important databases such as Web of Science, Scopus and Google Scholar. Articles obtained from different literature platforms were reviewed using validated keywords in accordance with the research purpose. Research results confirm that SMEs' success factors and adoption of new technologies will affect all aspects of agriculture & food marketing. Therefore, when determining strategies for SMEs, more importance should be given to integrating new technologies into all processes, taking into account all these factors.
En este libro se analiza la sinergia estratégica de las organizaciones, por ello se cuenta con tres apartados; Profesionalización, Investigación y Docencia; Inversión Extranjera Directa, Financiamiento y Cadena de Valor; Clima Organizacional, Inteligencia Artificial y Clúster.
The Indian business has begun to recognize the value of Supply Chain Management and has begun to put programs in place to compete on the world market. Thus, in the contemporary business supply chain management (SCM) has become a crucial organizational strategy. Many manufacturing sectors have adopted, but the industry in the hilly areas is particularly affected because of its distinctive locational particularities. The primary objective of this research was to find obstacles towards the adoption of supply chain management in Uttarakhand. An organization's strategy for innovation often includes the idea of green supply chain management (GSCM). Incorporating environmental factors into all facets of supply chain management (SCM), including product design, material sourcing and selection, manufacturing processes, final product delivery to customers, and end-of-life management of the product after it has served its purpose, is the aim of global supply chain management (SCM). Purpose The purpose of the study is to identify the internal and external constraints that affect the adoption of supply chain management (SCM) practises and to evaluate the efficacy of these practises using the business in Uttarakhand as a case study. Method Interviews were conducted to acquire data. In order to develop specific areas of interest from which to develop the research questions, the topic for this paper was thoroughly investigated before the collection of primary data through reading the literature and the identification of common themes. Participants were managers at the top and middle levels as well as other employees from the sales, marketing, and sustainability divisions of the various business unit at Uttarakhand. To obtain the necessary data from the respondent, the study used an interview-based research methodology. Open interview questions were the method utilised to acquire the data. The remarks made during the interview were then recorded, coded, and used to analyse the interview responses. In qualitative research, Bryman and Bell (2011), claims that you deliberately choose knowledgeable respondents who will provide with the information needed. Due to the size of the entire research population, non-probability purposive sampling was used to choose the sample. According to Creswell and Creswell (2018) the purposeful sampling technique is used to reach out to people who are particularly knowledgeable or experienced with a certain issue. It's crucial to keep in mind that while choosing a sample, you should pick one that will provide you a true and accurate representation while not restricting the broader population under study. Hence to closely understand we interacted with all top management and supervisor 1.
Purpose
The purpose of this study is to examine the benefits and challenges of using logistics service providers (LSPs) for small and medium-sized enterprises (SMEs) and large corporations.
Design/methodology/approach
This study uses the focus group interview method with eight LSP companies of varying sizes in the UAE. The aim is to obtain detailed insights into the advantages and obstacles associated with using LSPs.
Findings
The interview results reveal differences in the services and payment options offered by large and small-medium-sized LSPs, leading to varying impacts on SMEs. Additionally, both large and small-medium-sized LSPs encounter challenges in delivering services to SMEs, including sustaining logistic excellence in a competitive market, meeting the high customer expectations from SMEs and large enterprises, difficulty in recruiting skilled and competent employees and high costs of business technology.
Research limitations/implications
This study is limited to the UAE context and the perspectives of eight LSP companies. The findings may not be generalizable to other regions or industries.
Practical implications
The findings of this research provide valuable insights for SMEs and large corporations considering the use of LSPs. Understanding the benefits and challenges associated with outsourcing logistics services can assist in making informed decisions and developing effective collaborations with LSPs.
Originality/value
This research contributes to the existing literature by specifically examining the benefits and challenges of using LSPs for SMEs and large corporations. This study provides a comprehensive analysis of the factors that influence logistics outsourcing decisions and highlights the unique challenges faced by LSPs and SMEs in the context of the UAE.
Implementation of best practices in supply chain for small and medium-sized enterprises is crucial for the streamlined flow of the business and cost optimization. Studies on the implementation of Supply Chain Management by Small and Medium Enterprises are relatively rare and their scope is limited to selected aspects. The sector plays a key role in the economies of all the countries in the world. In this context, it is important to streamline the processes within the supply chain management. This would save the time by 10% and enhance proper coordination with the respective departments. The study also presents the most important elements in the particular cost optimization of SMEs. The proper flow of information and order of processes lead to cost savings by 2.5%. The article is establish on data, using surveys, books, interviews with subject matter experts’, journals, and online resources collected in this sector. This research aims to streamline the supply chain, and optimize the processes within the supply chain to optimize the overall cost of the business by 2.5%.
This is a book about strategic management, which is based on the research works of the author. The book has more than 1,000 cited references. The readers i.e. students, research scholars, business decision makers, government policy makers, will be introduced to a unique “MOST” framework of strategic management that exploits the different views and ideologies of strategies, as organized inventories of cognition, in the strategic analysis or research processes, in order to arrive at strategic choices and a robust business model for winning in the marketplace. Four empirical research examples are illustrated. Both the undergraduate and post-graduate students of business majors would benefit significantly from this comprehensive compendium of strategy formation and management knowledge.
The book is arranged in sixteen chapters. Chapter 1 is the introduction. Chapter 2 presents various nature and characteristics of strategy and introduces the “MOST” model to strategic management. Chapter 3 provides some theoretical positions of the “MOST” model. Chapter 4 discusses the various “Ps” nature of strategy, including introducing a P-based strategic management framework. The detailed skeleton of the “MOST” is covered in Chapter 5. Chapter 6 overviews some important strategy tools. In Chapter 7, different nature of strategic choice is presented. Chapter 8 provides the evaluation criteria for assessing the strategic choice. Chapter 9 presents various elements of strategy implementation. Chapter 10 covers business model, including a subsection of CBT (Community-based Tourism) which is the research of the author and colleague Dr. Busaba Sitikarn. Chapter 12 overviews the research method for strategy formulation. Chapters 13-16 present four empirical research reports in various aspects of strategic management. In essence, The “MOST” model is an example of the “systemic” approach to strategic management. The word “systemic” is linked to “systems”, which is premised on a philosophy that no idea can be fully understood until it is incorporated into an organized field of knowledge. Thus, the “MOST” model is an effort made to arrive at an organized body of knowledge, which has been vastly neglected in the extant literature. The overall systemic configuration of the “MOST” strategic management model is shown in the following conceptual framework.
Operatively and tactically, being “systemic” in nature embeds and embodies a learning-centric driving force in play. Operatively, continuous performance improvement – a key success attribute often associated with world class practice and management – has been concluded to be achievable only when an organization monitors its progress constantly, based on measured facts, depicting the “MOST” model in continuous feedback loop system. Otherwise, organizational performance would be created at random. The tactical domain concerns the subtleties of the complex relationships of relevant variables embedded in the system of strategic measurement, and the roles the variables could play in ensuring reliability and accountability. This depends on the daily reproduction of performance expectations as depicted in the single-loop learning mechanism, and also depends on the ability to learn beyond the confines of the present knowledge profiles of the organization. Tactical insight, therefore, provides a rich explanation for performance measurement and strategic management systems.
A research-oriented, also known as organizational intelligence development, approach to strategic formulation is emphasized in this book. According to Rumelhart and Norman (1981), real learning involves accretion, or the encoding of new information in terms of existing schemata, restructuring of schema, schema creation and the process whereby new schemata are created, tuning or schema evolution, or the modification and refinement of a schema as a result of using it in different situations (Shuell, p. 91), leading to introducing a research-oriented approach to strategic management in this book.
On similar counts, Johnson (2011) studies how active learners learn better than passive learners when they are subjected to a context that is meaningfulness, which is facilitated by the diversified views and ideologies of strategy discussed in Chapter 2. The “MOST” model is a platform of a meta-communication of firms. The “reflexive” nature of organizations and the social world leads to the concept of treating strategic management as a meta-communication, and thus, to succeed in the meta-communication, the “MOST” model establishes an effective communication process to relate between the organization and the environments. Whether inductive or deductive in the research approach to strategy formations, managers use mental representations that mirror the reality, as perceived through the senses (Barnes, 1984) or some statistical instrument and phenomenological structure of understanding (Tan, 2016), to interpret external environmental information (Feeney and Handley, 2006) as well as internal and socio-psychological information (Tan, 2016). In other words, in the view of cognitive science, strategists’ cognition mediates between the external environmental and their responses to environmental stimuli (Moors and De Houver, 2006; Karakaya and Yannopoulos, 2010), as shown in the “MOST” model of strategic management.
Purpose
The present study seeks to explore the relationships among human resource management (HRM) practices, supply chain management (SCM) implementation and small and medium-sized enterprises' (SMEs) performance in Australia. It also investigates whether HRM practices have any mediating effect on such relationships.
Design/methodology/approach
In line with the research objective, a quantitative model was applied and a multi-item survey questionnaire was developed to collect primary data. Cross-sectional surveys of a sample of 216 SMEs from different industries were undertaken to collect data, and factor analysis and structural equation modelling (SEM) were used to analyse data and test hypotheses.
Findings
The statistical results inform that SCM implementation and HRM practices improve SMEs' performance in Australia. SCM implementation is also found to be positively linked to HRM practices and has a significant indirect effect on organisational performance when the HRM practices are mediating. HRM practices are, thus, found in this study to mediate the relationship between SCM implementation and Australia's SMEs performance.
Originality/value
The concurrent effects of SCM and HRM practices on SMEs' performance and how businesses' internal management such as HRM practices mediate and affect SCM and SMEs' performances have not been addressed previously in the Australian business context. This study, hence, addresses the gap in the literature concerning the effect of SCM on SMEs by integrating HRM practices as a significant behavioural support system to SCM implementation in Australia's SMEs.
Social media has become an indispensable component of daily life, serving as a tool for information sharing, interpersonal communication, and organizational assistance. Social media utilization by the company will assist business activities if done well. This study aims to examine the function of social media in company strategies that facilitate activity. As research subjects, up to 124 manufacturing SMEs in Surakarta are involved. A survey method is used to gather data, which is then followed by the distribution of questionnaires and interviews. The data are quantitatively analyzed using a structural equation model with partial least squares. It is believed that the conclusions drawn from the data analysis would benefit both theory and practice.
This study aimed to realize the relationship between supply chain management and operations performance in the industrial companies operating in Gaza Industrial City, according to SCOR model. The study employed the descriptive-analytical method, depending on a questionnaire as the key tool of the study. The questionnaire consists of six dimensions to measure the trends of employee’s in industrial companies. Due to the small size of the population (100 items) the study used the full population in its survey. The responsive percentage was 80% of the population. The study concludes number of results: (1) applying supply chain management was on average (4.28) with a relative weight (85.67%). (2) There is a statistically significant correlation between the dimensions of supply chain performance management attributes, represented in (reliability, responsiveness, agility, costs, and asset management) and the performance of operations in industrial companies. The degree of adoption of industrial companies to the previous dimensions as follows: "Reliability" have a relative weight (87.53%), "Response" with a relative weight (85.39%), "flexibility" with relative weight (86.21%), "Cost" with relative weight (85.65%), and "Asset Management" with a relative weight (83.56%). (3) The results also showed no significant difference at a level (0.05≥α) between the average responses of sample about supply chain management attributable to the variables (gender, education), while there is a significant difference attributable to the variables (years of service, job title). The recommendations from the study: the industrial companies should improve response time to meet customers’ demand, which will be reflected in maximizing operations performance efficiency. In addition, it is recommended that the industrial companies should enhance flexibility in the supply chain, which leads to rapid response for circumstances, opportunities, and threats in external environment, to enhance their competitiveness.
هدفت هذه الدراسة إلى التعرف على إدارة سلسلة التوريد وعلاقتها بأداء العمليات لدى الشركات الصناعية العاملة بمدينة غزة الصناعية وفق نموذجSCOR ، واستخدمت الدراسة المنهج الوصفي التحليلي، واعتمدت على الاستبانة كأداة رئيسية للدراسة مكونة من ستة محاور، تهدف لقياس اتجاهات العاملين في الشركات الصناعية، كما واعتمدت الدراسة علي أسلوب المسح الشامل في اختيار مفردات الدراسة، نظراً لصغر حجم مجتمع الدراسة، والذي بلغ (100) مفردة، وقد تم استرداد (80) مفردة، أي بنسبه (80%) من مجموع مفردات المجتمع الكلي للدراسة، وتوصلت الدراسة إلى مجموعة من النتائج أهمها: أن درجة تطبيق إدارة سلسلة التوريد في الشركات الصناعية العاملة بمدينة غزة الصناعية كانت بمتوسط حسابي (4.28) بوزن نسبي (85.67%)، كما وأظهرت النتائج وجود علاقة طردية ذات دلالة إحصائية بين أبعاد إدارة أداء سلسلة التوريد، والمتمثلة في (الموثوقية، الاستجابة، المرونة، التكلفة، إدارة الأصول) وأداء العمليات في الشركات الصناعية العاملة بمدينة غزة الصناعية، وكانت درجة تبني الشركات الصناعية العاملة في مدينة غزة الصناعية للأبعاد السابقة على النحو التالي: "الموثوقية" جاءت بوزن نسبي (87.53%)، "الاستجابة" جاءت بوزن نسبي (85.39%)، "المرونة" جاءت بوزن نسبي (86.21%)، فيما جاءت "التكلفة" بنسبة (85.65%)، "إدارة الأصول" جاءت بوزن نسبي (83.56%)، كما وأظهرت النتائج أيضاً عدم وجود فروق ذات دلالة إحصائية عند مستوى (0.05≥α) بين متوسطات استجابات أفراد عينة الدراسة حول إدارة سلسلة التوريد تعزى لكل من المتغيرات (النوع، المؤهل العلمي)، ووجود فروق بين المتغيرات (سنوات الخدمة، المسمى الوظيفي) لدى الشركات الصناعية العاملة بمدينة غزة الصناعية، وقد خرجت الدراسة بمجموعة من التوصيات أهمها: ضرورة قيام الشركات الصناعية محل الدراسة بتحسين سرعة الاستجابة لتلبه احتياجات العملاء مما ينعكس على تحسين كفاءة أداء عملياتها، كما أوصت الشركات الصناعية محل الدراسة بالسعي لزيادة درجة المرونة في سلسلة التوريد مما يؤدي إلى سرعة الاستجابة للأحداث أو الفرص أو التهديدات في البيئة الخارجية مما يعزز من قدراتها التنافسية.
Most jobs today have employees interacting with and monitoring their responses to customers
which results in expression of Emotional Labor. Emotional Labor exerted in professions vary in terms of
intensity and frequency but almost all the professions will have to face it according to the job expectations.
The role of Demographics and different role expectations from Service professions has been neglected widely.
The current study focused on understanding the impact of gender and profession on Emotional labor and the
two emotional labor strategies, deep acting and surface acting. The current study tried to analyse whether
the concept of Emotional Labor experiences varies for different segments of professions that are involved in
customer service work in Indian Service Sectors. The occupations considered in the study were: Doctors,
Teachers, Hospitality Executives and Marketing Professionals. To find out the differences that might occur
in the experience of Emotional Labor due to difference in Profession and Gender of the employees, t-test,
ANOVA tests were used (p>0.5 value is statistically significant). The results for the Emotional Labor and its
subscales indicated that there was no significant difference between the four occupations with respect to
Frequency of emotional displays, Variety of emotions, Surface Acting and Emotional Labor as a whole. But
it was found that there was significant difference with Intensity of emotional displays and Deep Acting
Strategy. The results indicated that Gender difference does not play a role in any of the subscales of
emotional labor as well as on the concept of emotional labor as a whole.
Key Words: Emotional Labor, Deep Acting, Surface Acting, Role of Gender and Profession.
Education plays a crucial role in the economic and social upliftment of a country. In state like Madhya Pradesh, educational success of children is close to the heart of almost every parent. But most of the colleges of Indore are facing the challenge of students’ absenteeism. The purpose of this study is to find out the causes of students’ absenteeism at private colleges of Indore region. The sample comprised of 200 students and self developed, close ended scale was developed (high reliability and validity) to find the clear perception of the respondents. Findings revealed five factors were identified- Incongruity between Faculty Members and Students, Psychological Mindset, Family Issues, Personal Plight, College Ambience which affects absenteeism of students. Also, strategies like Creating Culture, Catch Problem Sign, Student and Faculty Interaction are helpful in reducing absenteeism at higher educational level.
Purpose
This study aims to inquire about pre-requisites and benefits of collaboration in the UK and India, testing for significance of country context.
Design/methodology/approach
The survey data set includes 118 UK-based and 175 India-based small and medium enterprises (SMEs). This paper applies a grounded theory research design, given that to date, no sufficient SME sector-specific, quantitative frameworks have been published.
Findings
India-based SMEs are more inclined towards frequent collaboration. Soft variables such as perceived trustworthiness or past commitment, appear to be significant when explaining whether or not SMEs in India enter into a collaboration. Operations-driven motives play the most significant role for them, whereas for UK-based SMEs, product design-related collaboration motives are of more importance.
Research limitations/implications
The developed cross-country and country-specific collaboration variables will facilitate SME studies under a consistent and complete framework.
Practical implications
Business associations and SME owners in the UK can use the research to gain an Indian perspective and vice versa. This study concludes a stylised framework for SME owners and managers to classify collaboration patterns in a country.
Originality/value
While previous research established concepts and practices of SME collaboration, this is the first paper that quantitatively addresses the attitudes and experiences that SME owners hold when initialising inter-firm collaboration.
Purpose
In this paper, the authors seek to contribute to the supply chain digitalisation literature by investigating a potential dark side of supply chain digitalisation from the viewpoint of the small and medium-sized enterprise (SME) suppliers, namely digital capability asymmetry and the partner opportunism of more digitally capable large buyers against SME suppliers. The authors seek to contribute further to the governance literature by investigating the effectiveness of the governance mechanism (legal contracts and relational contracts) in suppressing partner opportunism of this nature.
Design/methodology/approach
Using survey data collected from 125 Korean SMEs, the authors employed a hierarchical regression method to test a set of hypotheses focussing on the dark side of supply chain digitalisation and the effectiveness of the governance mechanism.
Findings
The study’s findings suggest that supplier-perceived digital capability asymmetry, wherein a buyer has a superior digital capability than its SME supplier, increases the SME supplier's dependence on the more digitally capable buyer, with the result that it is more exposed to buyer opportunism. Moreover, the results suggest that only relational governance is effective in protecting SME suppliers from buyer opportunism of this nature.
Originality/value
So far, the overwhelming majority of supply chain digitalisation research has debated its “bright side”. On the contrary, from the resource dependence theory perspective, this paper explains its dark side by providing empirical evidence on (1) the links between supplier-perceived digital capability asymmetry and a buyer's opportunism through an increased supplier's dependence and (2) the effectiveness of different types of governance in opportunism suppression.
Maria Holmund Is a researcher at the swedish school of economics and buisness administration, Helsigfors, Finland, and Soren Kock is an associate professor at the swedish school of Economics and Business administration, Vasa, Finland, Partnership, Co-operation, and stretegic alliance are among treds that have emerged during the 1990s as outcomes of changes in the economic environment. Supply chain managment, thedynamics and interaction in the relationship between buyers and supplier have received increased attention. The relationship between buyer and suppliers, however, have often been categorised as balanced as the studied compaqnies have been more or less equal in size. In this study we have chosen to analyse supply relationship between a dominating buyer and four small supplier. The purpose of this paper is to analyse the buyer-supplier relationship in order to evaluate their stregth. The focus ha mainly been on the technical planning, knowledge, social and legal economica bonds that have emered over time.in the studies relationship these bonds, when present, have been found in a range from rather weak to strong. Moreover we belive resources needed by the buyer are pre-requisite for maintaining long-term relationslhip. the studied relationship can be regarged as stable and long-lasting as the yongest originated in 1983 and the oldest in 1971. the relationship were established more or less in the same years that small suppliers were founded.
Describes the process for conducting downward price business-to-business online auctions over the Internet for direct material purchasing and presents common issues, process improvement opportunities, and the interpretation of auction results. Comparisons are made between online auctions and traditional procurement process. Also discussed are stakeholder reactions and the organizational issues generated when online auctions are introduced to traditional purchasing organizations, as well as the benefits to buyers and sellers. The author proposes that online auctions will delay the adoption of modern supply chain management methods and the implementation of lean production that are needed by both buyers and suppliers in order to truly eliminate waste and reduce total costs.
E-business information systems are computer applications that leverage intra- and inter-firm process and systems integration. Considering the growth and strategic importance of e-business, while it is important for organizations to carefully plan for and architect e-business systems, none of the existing information systems planning models is adequate for the task. An e-business architecture planning model is developed by identifying 12 generic e-business models and three axes on which drivers of the information architecture needs of e-business firms fall. Sowa and Zachman’s information architecture is augmented to further facilitate e-business information systems architecture planning.
Develops the concept of time-based competitive strategies within the context of supply-chain management. Explores the current interest in supplier integration as a source of competitive advantage in consumer markets and proposes that the Japanese influenced network sourcing model provides a method whereby the advantages of vertical integration can be achieved without reducing the flexibility of product and material outsourcing. A central feature of the network sourcing approach is the use of supplier co-ordination and development, facilitated by a supplier forum known as a supplier association. These associations represent a series of linking pins, extending from the focal purchasing organization, whereby the joint determination of supply chain improvements can be formulated and shared between a focal customer organization and entire groups of suppliers. Argues that the successful exploitation of these associations is a major pillar in developing and sustaining continuous improvement on a supply-chain scale, where the efforts of each and every supplier are aligned to the changing requirements of the consumer market.
Discusses the importance of achieving alignment between buyers and sellers, with specific emphasis on efforts by buyers to improve the performance of their suppliers. Describes common barriers and presents strategies and methods that were successful in educating and developing suppliers’ capabilities in lean production across multiple tiers. Presents supporting activities that can help facilitate implementation and ensure that lean production does not become another “flavour of the month”.
A fundamental approach to setting up an e-business initiative is needed to fully utilise the capabilities of Internet technology in a specific business setting. Such an initiative has to build on the strengths of the organisation and take full advantage of the opportunities in the market, meanwhile identifying costly unsuccessful projects and preventing unwanted market disturbances introduced by carelessly designed e-commerce solutions. In this paper, a method is presented for the development of an e-business, based on research in the area of strategic information systems planning. The proposed method is designed to help clarify a strategic e-business vision and to solicit management commitment to change and take action on new business opportunities. In addition, it takes into account the unique possibilities of an organisation’s IT architecture, thus further advancing the value of past investments in IT.
Relationship marketing-establishing, developing, and maintaining successful relational exchanges-constitutes a major shift in marketing theory and practice. After conceptualizing relationship marketing and discussing its ten forms, the authors (1) theorize that successful relationship marketing requires relationship commitment and trust, (2) model relationship commitment and trust as key mediating variables, (3) test this key mediating variable model using data from automobile tire retailers, and (4) compare their model with a rival that does not allow relationship commitment and trust to function as mediating variables. Given the favorable test results for the key mediating variable model, suggestions for further explicating and testing it are offered.
This study was funded in part by a research grant provided by Ernst & Young LLP Center for Business Knowledge, which was administered by Jeffrey Pratt and LeAnne Gershkowitz. The authors appreciate and acknowledge the help and support of Ernst & Young LLP Global Supply Chain Network and especially the guidance and assistance of Christopher Gopal and Gene Tyndall.
Note: This paper was subsequently published in International Journal of Physical Distribution & Logistics Management, Volume 28 Number 8, 1998.
Over the past decade, the traditional purchasing and logistics functions have evolved into a broader strategic approach to materials and distribution management known as supply chain management. This research reviews the literature base and development of supply chain management from two separate paths that eventually merged into the modern era of a holistic and strategic approach to operations, materials and logistics management. In addition, this article attempts to clearly describe supply chain management since the literature is replete with buzzwords that address elements or stages of this new management philosophy. This article also discusses various supply chain management strategies and the conditions conducive to supply chain management.
This article explores the strategies underlying the use of the internet as a marketing tool by Irish businesses. Three different approaches to internet Marketing are described: the ornamental, the informational and the relational. It is shown that, theoretically, the internet offers a unique
opportunity for marketers to build up and maintain relationships with their clients. However, data collected through a mail survey and a content analysis of web sites reveal that currently the most frequent use of the
internet by Irish companies still follows an ornamental or, at most, informational pattern. The authors discuss whether this discrepancy between internet potential and practice is due to the social basis of market relationships or whether it can be seen as evidence that the adaptation of a new marketing tool follows an incremental pattern.
Relationship marketing—establishing, developing, and maintaining successful relational exchanges—constitutes a major shift in marketing theory and practice. After conceptualizing relationship marketing and discussing its ten forms, the authors (1) theorize that successful relationship marketing requires relationship commitment and trust, (2) model relationship commitment and trust as key mediating variables, (3) test this key mediating variable model using data from automobile tire retailers, and (4) compare their model with a rival that does not allow relationship commitment and trust to function as mediating variables. Given the favorable test results for the key mediating variable model, suggestions for further explicating and testing it are offered.
Supply chain management is the management of all activities including marketing, manufacturing, purchasing, and logistics in order to satisfy the ultimate consumer. The supply chain initiates with the extraction or raw material and each link in the chain, processes the material or the concept in some way or supports the processing. The supply chain extends from the raw material extraction or raw concept origination through many processes to the ultimate sale to the consumer of the final product whether goods or services. The overall objective of supply chain strategy is for all stakeholders to work together with both large purchasers aiming to contribute to local economic development by encouraging regional procurement and provide everyone in the supply chain with an opportunity for competitive advantage. The strategy tools employed by organizations include SWOT analysis that help the firm establish its strengths, weaknesses, opportunities and threats.
States that we have witnessed, over the last several years, a profound change in understanding the dynamics of competitive advantage. Managers now acknowledge that a firm's success is tied, in part, to the strength of its weakest supply chain partner. This paper develops the concept of supply chain management and argues that only through close collaborative linkages through the entire supply chain, can one fully achieve the benefits of cost reduction and revenue enhancing behaviors. Data are presented that look at a range of supply chain management practices and processes. By examining differences in practices and processes between buyers and sellers, along with the supply chain, attempts to understand better the challenges facing managers who espouse supply chain management. Also proposes a change in mind set for the traditional procurement manager and present insights for him/her to adapt to the requirements of the new competition.
A survey of 372 logistics managers in different industries revealed multiple outsourcing linkages among logistics activities. These results are consistent with previous findings that suggest that firms can improve customer service and reduce costs by outsourcing multiple logistics functions. The results are also consistent with previous research on the role that improved coordination of information and material flows have in the achievement of economies of scale and economies of scope. Future research developments in the field of logistics outsourcing are also proposed.
Aims to conduct an exploratory study on the organisational implications of strategic alignment within the steel stockholder supply chain by analysing the responses of a case study organisation. Increasingly fragmented and volatile markets result in pressure on organisations to strategically align all aspects of their supply chain to ensure rapid and appropriate responsiveness. There is a paucity of research in this area in the steel stockholder supply chain. A strategic alignment model was selected which incorporated alignment from four key aspects, namely markets, strategy, culture and leadership style. The model is used as an analysis framework for a case study in the steel stockholder supply chain. Data collection included a survey of a stratified sample of customers, company archive and organisational material and semi-structured interviews. The implications for the supply chain and the organisation’s response are discussed and evaluated.
Lean supply - the system of purchasing and supply chain management required to underpin lean production - has been characterized as “beyond partnership”. Re-examines this idea, comparing the techniques which constitute lean supply with those contained in supply chain management, partnership sourcing, and strategic purchasing. The observations and conclusions are based on research principally in the automotive and electronics industries in the UK, Italy, Scandinavia, the USA and Japan.
One of the common problems encountered in managing a supply chain is that of synchronisation of activities throughout the life cycle of its products. Among several initiatives in the US textiles industry to deal with the problem, one in particular aims to achieve quick response (QR) in the supply chain through accurate response (AR). AR is an approach to forecasting, planning, and production that builds on QR capabilities within the supply chain organisation. In order to achieve this, a total systems perspective is necessary requiring analysis of activities. This paper describes a formal system analysis methodology utilising design principles that builds on activities, and utilises models that achieve synchronisation through waste management in inventory for a textile garment supply chain. The generic features of this activity-based problem representation methodology hold promise for its common application across supplier/consumer class of system problems.
An analytical method for benchmarking, using data envelopment analysis, is proposed that can help companies identify their most efficient suppliers, the suppliers among the most efficient with the most widely applicable TQM programs, and those suppliers who are not on the efficient frontier but who could move toward it by emulating the practices of their “best peer” supplier(s). These “best peer” suppliers are those that can be imitated by firms with similar organizational structures with the least amount of effort. The technique enables a purchasing manager to identify suppliers that could benefit most from supplier development efforts and identifies the suppliers for others to study and adopt appropriate practices from, without relying on reputation or advertised excellence. This method helps an organization conserve time that might otherwise be spent on inappropriate search and implementation efforts, thus freeing managerial resources to be applied where they can have their greatest impact.
Explains some of the thinking that informs both the case study articles that appear in the same issue of Supply Chain Management: An International Journal and the EPSRC funded research project currently being undertaken at the Centre for Business Strategy and Procurement. A review is provided of the dominant ideas that currently inform “supply chain management thinking”. This paradigm is characterised as operational effectiveness and efficiency. A case is made for understanding supply chains from a strategic as well as from an operational perspective. Current supply chain management thinking is criticised for being atheoretical and descriptive, and a case is made for an analytical approach to supply chain thinking based around the concepts of power and value appropriation. A more analytically robust way of understanding supply chains is laid out.
As businesses worked towards Y2000 compliancy and checked their sources of supply, the mechanisms and nature of relationships in the supply chain were exposed. A multi-case study methodology of four UK-based SMEs and one large multinational company was undertaken to exploit this time-window. Although the Y2000 problem was to some extent unique, it is only one of many potential environmental changes that organisations, particularly businesses, have to respond to in the rapidly changing future. Thus any lessons that can be learned from studying this event could provide useful information for future significant environmental changes; changes to trading and market environments; changes to employment law. Whilst the terms “supply chain” and “supply chain management” are universally adopted, their meaning and actual application is less certain. This paper explores the limited but diverse multidisciplinary literature and the “theory/practice” gap in the area of supply chain management and the impact on the supply chain of preparing for the Year 2000.
The supply chain has been traditionally defined as a one-way, integrated manufacturing process wherein raw materials are converted into final products, then delivered to customers. Under this definition, the supply chain includes only those activities associated with manufacturing, from raw material acquisition to final product delivery. However, due to recent changing environmental requirements affecting manufacturing operations, increasing attention is given to developing environmental management (EM) strategies for the supply chain. This research: (1) investigates the environmental factors leading to the development of an extended environmental supply chain; (2) describes the elemental differences between the extended supply chain and the traditional supply chain; (3) describes the additional challenges presented by the extension; (4) presents performance measures appropriate for the extended supply chain; and (5) develops a general procedure towards achieving and maintaining the green supply chain.
Examines the development of agile manufacturing and explores the key success factors: customer prosperity, people and information, co-operation within and between firms, and fitting a company for change. Highlights the need for agile companies to adequately address their customers’ fast-changing and focused requirements, which requires staff that are very highly educated and trained, and significantly empowered within the constraints of a clear vision and delineated company principles and goals, and the ability to effect change rapidly, through highly flexible management structures, and comprehensive methods of introducing change.
The author would like to acknowledge the significant contribution to the concepts described in this paper by Norma Harrison of the Graduate School of Management, Macquarie University and Peter Moore, Lisa Boothby and Mark Reynolds of Andersen Consulting, Australia.
Note: This paper was subsequently published in Benchmarking: An International Journal, Volume 5 Number 4, 1998.
This paper discusses information technology (IT) assessment and adoption in small firms. More specifically, it evaluates different approaches to IT assessment and adoption undertaken in professional SMEs, focusing on four professions: architecture; dentistry; law; and veterinary science. Adoption variables examined include: IT planning; choice of IT implementation strategy; the employment of external support; and investment in IT training. The study draws on survey data from over 260 firms in order to evaluate which approaches to IT assessment and adoption add most value in terms of the impact of IT upon the organisation. The research also identifies barriers to effective IT assessment and acquisition, and how these might be overcome.
Argues that the Internet does not signal the end of relationships nor level the playing field for powerful buyers and traditionally weak sellers in the perishable foods industries. The Internet and e-commere are regarded by some as potential barriers to the continued development of vertical supply chain partnerships. Research shows that it is the intangible assets, such as culture, corporate reputation, and relationships with customers, that are the most difficult for competitors to copy and are the foundation for long-term, success. The power of B2B e-commerce in the perishable food industries is based on unleashing the value of past investments in reputation and relationship assets.
Advocates an expanded scope for supply chain management research which accounts for the social function and the political and economic implications of supply chain developments. Argues that the research agenda must not be driven by the notion of efficiency alone, but should also be developed around the concept of the just supply chain. Provides a framework which sets out the range of issues which may contribute to this approach. Believes that the objectives and ideological assumptions of research need to be open to challenge and debate.
Over the last decade or so a number of significant research studies have focused on the characteristics of an excellent supply chain. These studies have shifted the emphasis from operational to strategic considerations. The practice of supply chain management has also broadened to include both operational and strategic concerns. A framework was developed to evaluate both the operational and strategic effectiveness of the supply chain which was tested with ten consumer goods and automobile manufacturers. It was found that consumer goods companies had significant room to improve their logistics operations. But none had a logistics strategy to guide the change. Automotive companies, on the other hand, had more sophisticated logistics operations and had plans to improve further over the next two years. The framework described in this paper provides a useful benchmark set for focusing change projects to improve both operational and strategic capabilities of the corporate supply chain.
Presents the details of an initiative launched in 1995 to transform an aerospace machined parts supply chain comprised of many small businesses from high cost mass production to lower cost lean production. It presents the overall conditions as they existed at the onset of the initiative, strategies and tactics that were used to bring about the desired changes, and an analysis of the business practices, cultural, and behavioural factors that contributed to successes and failures. Recommendations are given to help others in their quest to develop lean supply chains. The lessons learned are most applicable to supply chains containing a large number of small, privately held, businesses making inexpensive parts. However, many of the recommendations will also apply to supply chains containing larger publicly held companies producing more expensive parts or assemblies.
In parallel with a theoretical acceptance of the importance of the laws of competition to formulate strategy, the realization is growing that cooperative behavior among firms is at the root of many success stories in today's management. This situation calls for an effort to develop a theoretical framework to study both aspects of firm behavior (cooperative and competitive) as compatible, complementary aspects of a unique reality. Indeed, the cooperative relationships of a firm can be the source of its competitive strength.
This paper develops the concept of strategic network, as a tool to understand those cooperative relationships and their role in the strategy of the firm. There are three main tasks of the paper: first, to show that strategic networks are but a ‘mode of organization’; second, to study the economic conditions of existence of a network; finally, to analyze the conditions of existence of a network from the point of view of its internal consistency. In a final section some of the most obvious strategic implications of the framework are outlined.
The term “supply chain management” has been used to denote the integration of logistics and physical distribution activities by wholesalers and retailers and manufacturers' efforts to effectively integrate purchasing and supply with other functions in the firm. The concept is still evolving. There is no generally accepted definition of supply chain management or general understanding of how supply chain management impacts organizational characteristics and practices. This article presents exploratory findings from a comprehensive survey regarding supply chain management. The objectives of this study were to study the impact of supply chain management on purchasing practices, to further define and develop the supply chain model from various perspectives, and to identify problems associated with supply chain management, particularly from the purchasing perspective.
In recent years increasing need has been felt for a body of systematic theoretical constructs which will discuss the general relationships of the empirical world. This is the quest of General Systems Theory. It does not seek, of course, to establish a single, self-contained "general theory of practically everything" which will replace all the special theories of particular disciplines. Such a theory would be almost without content, for we always pay for generality by sacrificing content, and all we can say about practically everything is almost nothing. Somewhere however between the specific that has no meaning and the general that has no content there must be, for each purpose and at each level of abstraction, an optimum degree of generality. It is the contention of the General Systems Theorists that this optimum degree of generality in theory is not always reached by the particular sciences.
Industrial procurement is arguably that part of strategy which should have a customer focus. The recent attention to such strategies in a variety of commercial and government contexts, has grown much faster than detailed understanding of how sourcing decisions are made and their implications for organisations. This paper provides an overview of empirical research into sourcing decisions made in organisations.
This study considers a supply-demand situation where a product has only a handful of supply firms and a large number of purchasing firms and compares the attitudes toward partnering of firms which are already in partnering relationships with those that are not. Noting that only 27 per cent of the buyers are currently in any alliance relationships, and most are not planning to be in one, the study reveals that buyers expressed a lukewarm, and sometimes negative, attitude toward the formation of alliances. There are no attitudinal differences between firms in alliance relationships, compared with those without, in five of seven questions on alliance and in the relative importance given 14 of 15 purchasing criteria. With most suppliers willing to provide the buyers with the same benefits, irrespective of whether they are in alliance relationships, it appears that the limitations imposed by the small supply base tend to exert competitive pressures on the suppliers, discouraging buyers from forming partnership relationships.
The Internet as a relationship marketing tool
- S Geiger
- Martin
Supply chain management attitude survey
- S Johnston
Supply chains: some doubts
- S J New
Outsourcing of integrated logistics functions
- E Rabinovich
- R Windle
- M Dresner
- T Coris
Nature and role of procurement in supply chain management
- P Rudolph
Strategic purchasing and supply chain management
- M Saunders
From SMEs to SMEEs”, CRISPS Seminar
- P Powell