Achieving supply chain agility through IT integration and flexibility

Swafford, Patricia M.; Ghosh, Soumen; Murthy, Nagesh N.

doi:10.1016/j.ijpe.2008.09.002

Cited by 635 publications

(620 citation statements)

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“…This chapter will focus more on the IT integration capability by focusing on industry 4.0 concept. Swafford et al (2008) indicated that IT integration enables a firm to tap its supply chain flexibility, which in turn results in higher supply chain agility and ultimately higher competitive business performance. Since 2008, the IT integration concept has changed due to new innovative technologies development, which involves the industry 4.0 concept.…”

Section: Managing Supply Chain Resilience By Using Industry 40 Conceptmentioning

confidence: 99%

“…The major impact has been done by the development of industry 4.0 concept to the supply chain. This concept involves Internet of Things (IoT), which is responsible for information gathering, big data analytics (information processing), and autonomous vehicles (information utilization) (Swafford, Ghosh & Murthy, 2008;Chen, Cheng & Huang, 2013;Navickas & Gruzauskas, 2016;Zhao et al, 2016;Klötzer & Pflaum, 2015). Therefore, by identifying the main capabilities, which are responsible for supply chain resilience, and by limiting the trade-offs in the process by using innovative technologies, supply chain resilience can be achieved.…”

Section: Introductionmentioning

confidence: 99%

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Managing Capabilities for Supply Chain Resilience Through it Integration

Gružauskas

Vilkas

2017

Economics and Business

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Abstract. The trend for e-commerce, estimated population size to 11 billion by 2050, and an increase in urbanization level to 70 % is requiring to re-think the current supply chain. These trends changed the distribution process: delivery distances are decreasing, the product variety is increasing, and more products are being sold in smaller quantities. Therefore, the concept of supply chain resilience has gained more recognition in recent years. The scientific literature analysis conducted by the authors indicate several capabilities that influence supply chain resilience. Collaboration, flexibility, redundancy and integration are the most influential capabilities to supply chain resilience. However, the authors identify that the combination of these capabilities to supply chain resilience is under researched. The authors indicate that by combining these capabilities with the upcoming technologies of industry 4.0, supply chain resilience can be achieved. In the future, the authors are planning to conduct further research to identify the influence of these capabilities to supply chain resilience, to quantify supply chain resilience, and to provide further practices of industry 4.0 concept usage for supply chain resilience.

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Section: Managing Supply Chain Resilience By Using Industry 40 Conceptmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Managing Capabilities for Supply Chain Resilience Through it Integration

Gružauskas

Vilkas

2017

Economics and Business

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“…On one hand, systems such as ERP that, in theory, are meant to provide both standardization and flexibility can in fact "generate rigidities that prevent organizational innovation and adaptation" (D'Adderio, 2003, p. 335). On the other hand, integrated processes allow for greater sharing of new information, thus insuring quicker response to changes in the environment and increasing the organization's flexibility (Swafford, Ghosh and Murthy, 2008).…”

Section: Hypothesis 2 -The Greater the Firm's It Integration The Grementioning

confidence: 99%

Innovation Capability and Performance Of Manufacturing SMEs: The Paradoxical Effect of IT Integration

Raymond

Bergeron

Croteau

2013

Journal of Organizational Computing and Electronic Commerce

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In theory, IT integration through applications such as ERP, MRP-II and EDI provides an organization with the ability to exploit innovation capabilities. Based on survey data obtained from 309 Canadian manufacturing SMEs, this study aims to identify the enabling effect of IT integration upon the innovation capability of manufacturing SMEs, that is, in terms of growth and productivity outcomes, and to verify if this effect is subject to industry influences. While the firm's innovation capability was found as expected to be positively related to the growth and productivity of manufacturing SMEs, the results underline paradoxical effects of IT integration in this regard. While IT integration was seen to enable the innovation capability of manufacturing SMEs in terms of growth, it was also seen to have a disabling effect on this same capability with regard to productivity.Keywords: innovation capability, product innovation, process innovation, IT integration, R&D, growth, productivity, innovation, SME, paradox 2 Innovation Capability and Performance of Manufacturing SMEs:The Paradoxical Effect of IT Integration AbstractIn theory, IT integration through applications such as ERP, MRP-II and EDI provides an organization with the ability to exploit innovation capabilities. Based on survey data obtained from 309 Canadian manufacturing SMEs, this study aims to identify the enabling effect of IT integration upon the innovation capability of manufacturing SMEs, that is, in terms of growth and productivity outcomes, and to verify if this effect is subject to industry influences. While the firm's innovation capability was found as expected to be positively related to the growth and productivity of manufacturing SMEs, the results underline paradoxical effects of IT integration in this regard. While IT integration was seen to enable the innovation capability of manufacturing SMEs in terms of growth, it was also seen to have a disabling effect on this same capability with regard to productivity.Keywords: innovation capability, product innovation, process innovation, IT integration, R&D, growth, productivity, innovation, SME, paradox IntroductionInnovation has long been considered as the key factor for the survival, growth and development of small and medium-sized enterprises (SMEs) (Acs and Audretsch, 1990;Becheikh, Landry and Amara, 2006). Developing their capacity to innovate is a mission-critical task for all organizations. Given the specificities of SMEs with regard to their environment, strategy, structure and technology, more research in this specific context is thus needed, including information technology (IT) in particular (Gable and Stewart, 1999;Premkumar, 2003). These specificities also imply that research findings in the large enterprise context do not automatically extend to small companies (Thong, Yap and Raman, 1996;Pflughoeft et al., 2003). As SMEs differ from large organizations, a greater innovation capacity is deemed to counterbalance their greater vulnerability in a global business environment and in ...

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“…SWARA likes other MADM methods, is expert based and completely structured by experts' rules. Most other related MADM methods are based on pairwise comparisons like: AHP (Saaty, 1980), ANP (Saaty, 2001), FARE (Ginevicius, 2011 and BWM (Rezaei, 2015) but SWARA is completely different in this item. SWARA method applied in different studies about decision making for expert and personnel selection (Kersuliene & Turskis, 2011;Hashemkhani Zolfani & Agha Banihashemi, 2014;Nabian, 2014); business issues (Hashemkhani Zolfani et al, 2013a); optimal alternative of mechanical longitudinal ventilation in tunnel pollutants (Hashemkhani Zolfani et al, 2013b); success factors of online games based on explorer (Hashemkhani Zolfani et al, 2013c) (Yazdani et al, 2016).…”

Section: Step-wise Weight Assessmentmentioning

confidence: 99%

“…Step 2 -From the second criterion, comparative importance of average value S j should be done as follows: the relative importance of criterion j in relation to the previous (j -1) criterion (Stanujkic et al, 2015).…”

Section: Step-wise Weight Assessmentmentioning

confidence: 99%