A note on versions:The version presented here may differ from the published version or from the version of record. If you wish to cite this item you are advised to consult the publisher's version. Please see the repository url above for details on accessing the published version and note that access may require a subscription. Design/methodology/approach -Data was collected from 204 manufacturing firms in Thailand, and the interrelationships proposed in the framework were tested via Structural Equation Modelling.Findings -Our study highlights the role of intra-and inter-organisational practices, and clearly demonstrates the joint role and impact of BPM and SCC respectively. The results provide empirical evidence that BPM improves both organisational performance and collaborative activities. Also, SCC and collaborative advantage can have indirect positive impacts on organisational performance.Research limitations/implications -This work could be expanded by adopting a supplementary dyadic or extended supply chain approach, and could also consider contextual factors, which were outside of the scope of our study. Practical implications -The BPM approach has a positive impact on organisational performance, which is essential for collaborative activities between a firm and its supply chain partners. Further, effective BPM and SCC practices lead to enhanced performance and collaborative benefits. Practitioners should be better able to define and measure specific actions relating to their BPM and SCC practices.Originality/value -This paper stresses the need to consider the interrelationships between BPM, SCC, collaborative advantage and organisational performance for both direct and indirect effects. Rather than focusing only on improvement at the individual firm level, SCC is vital to compete in the market. Improving the effectiveness of SC allows higher organisational performance levels than those that could be achieved in isolation.

The link between a firm and supply chain (SC) members has been recognised as one of the key issues for ensuring business success and achieving competitive advantage. Indeed, working across organisational boundaries is required to accomplish effective responses to customers' needs. Our preliminary research confirmed that there are positive relationships between business process management (BPM), supply chain collaboration (SCC), collaborative advantage and organisational performance. This study is a step further and uses a multiple case design to illuminate the results and gain a greater understanding from extensive discussions about these relationships. By means of semi-structured interviews, the three main issues were identified as: (1) the link between BPM and organisational performance; (2) the link between BPM and SCC; and (3) the contextual factors and benefits achieved from working collaboratively with SC partners. The different scenarios of the link between BPM and SCC were developed in a taxonomy, and the case studies were used to illustrate the experience of intra-and inter-organisational practices in the developing economy of Thailand. The case studies' results explain in depth that both BPM and SCC are important for improving organisational performance and competitiveness. BPM not only improves organisational performance directly, but also assists with collaborative activities that in turn help to improve internal capabilities. Additionally, the comparisons in issues relating to firm size, industry type, relationship closeness and relationship length were also included in this study.

Lean Manufacturing has been widely adopted in various business and industries worldwide. To determine the current stage of Lean implementation in Thailand and the barrier Lean implementation, the qualitative research involving interview with 10 industrial companies practicing Lean manufacturing was conducted. The result from this study shows that most Lean practitioners understand the principal of Lean manufacturing. Different organization functions adopt different types of Lean tools and techniques as well as the performance measures depending on their business characteristics. However, there are three performance measures, which are manufacturing cost per unit, total sales and part per million (PPM) in defective products shipped to customers, that were adopted by all 10 companies. The most important barrier in Lean implementation is the cultural change since it requires the entire company participation. Finally, the companies participated in this study confirmed that they are satisfy with the result of Lean manufacturing though some companies have not completely adopted the Lean approach into their manufacturing process. To excellent the Lean manufacturing, companies are required to satisfy customer needs, improve the manufacturing process, and increase their flexibility. Furthermore, it is necessary for the top management to provide a clear policies as well as plan and direction. If Lean implementation is to be successful, the communication and human resource department are also the main keys.

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