Fundamental changes are occurring in the way organizations interact with each other. Competitive and antagonistic relationships are giving way as supply chain members begin to realize the strategic and economic potential of increased interorganizational trust and commitment (Andaleeb 1996;Bowman 1993). Long-term supply chain relationships are reducing the costs of repetitive transactions, improving customer satisfaction, and helping companies "compete in time." The focus of supply chain management on maximizing performance through efficiency and effectiveness improvements is at the center of business decision making in the 21 st century (Mentzer 1993). Information technology (IT) appears to play an important role in facilitating these types of improvements for the supply chain.The relationship between IT and interorganizational coordination is particularly evident in the retail consumer products industry. Retailers are using various forms of logistics management strategies that include quick response (QR) and efficient consumer response (ECR) techniques. Each of these techniques requires complete, timely, and accurate coordination of stock-keeping unit (SKU) level information among the organizations involved in a retail supply chain. Product demand is captured within electronic point-of-sale (POS) systems and triggers inventory replenishment. Inventory replenishment is then tracked from global positioning systems (GPS) and shared among the participant firms within the supply chain using electronic data interchange (EDI). Ultimately this logistics information is made available to employees and suppliers of the retail firm via sophisticated logistics information systems (LIS) (Hagon 1994;Walton and Miller 1995).Information technologies appear to provide significant opportunities for restructuring supply chain relationships, thus improving total supply chain performance through increased commitment, performance, dependence, and (ultimately) long-term orientation. An abundance of information can be found in the popular business press citing anecdotal benefits for the use of information technology in supply chain management (

Examines the difference in perceptions of 18 carrier selections factors between import shippers, export shippers, and international containership carriers. MANOVA was used to determine differences between the three groups. Suggests that there are significant differences between import shippers and carriers; export shippers and carriers; and import shippers and export shippers. Significant differences between the import shipper and carrier groups were found on the loss and damage and equipment availability factors. Significant differences between the export shipper and carrier groups were found on the rate changes, service frequency, financial stability, service changes, and equipment availability factors. The only significant difference between the import shipper and export shipper groups was found on the door‐to‐door transportation rates factor.

Purpose Supply chain management literature recognizes that interorganizational networks provide resources that convey critical benefits, such as capital, competitive advantage and efficient strategy implementation. The purpose of this paper is to leverage network theory and identify technological innovations as the antecedents for organizations to achieve stronger interorganizational networks. Specifically, this paper investigates how supply chain technologies of its logistics affiliate, Cainiao Network (CN), affect Alibaba Group’s three fundamental network mechanisms reachability, richness and receptivity and how interorganizational networks subsequently drive Alibaba Group’s performance. Design/methodology/approach A case study approach was chosen as a methodology to develop an in-depth understanding of the proposed innovations-network-performance framework. Findings Results indicate that innovative technologies positively lead to network reachability, richness and receptivity. Stronger interorganizational networks directly lead to higher performance. In addition, CN is identified as a unique innovative business model. Originality/value The key contribution of this research is that it investigates Alibaba Group’s performance from a network and innovation perspective. It identifies technological innovations as a key driver for stronger interorganizational networks. Furthermore, three network mechanisms are introduced and investigated as the antecedents of organizational performance. This research also provides a comprehensive description of Alibaba Group and CN.

PurposeThis study aims to report on the current issues facing the maquiladora industry in Mexico and the cross‐border supply chain and to present suggestions for improving the situation in the future.Design/methodology/approachPhenomenological interviews were conducted with managers overseeing various aspects of the cross‐border supply chain. The resulting data were analyzed using a grounded theory methodology to uncover theoretical linkages.FindingsThe results of this study show that maquiladoras experience many of the same problems as other companies in terms of managing the cross‐border supply chain. Key factors such as distance, comparative advantage, and integration of the workforce cause problems everyday for the managers involved.Research limitations/implicationsThis was an exploratory investigation of the issues with a small number of informants and future research needs to be done to gain additional insights. As North American Free Trade Agreement enters its second decade, and the focus on global supply chain efficiency becomes primary for all manufacturers, solving the problems discussed in this paper becomes even more paramount.Practical implicationsIn addition to low‐cost manufacturing, distance and integration are critical issues for companies to understand in their pursuit of a low‐cost strategy for competitive advantage.Originality/valueThe major contribution of this paper has been an improved understanding of the impediments to success in the Mexican maquiladoras. Many of the issues discussed in this paper would also apply to other global supply chains and numerous other countries.