An Empirical Study of Delivery Speed and Reliability

Handfield, Robert; Pannesi, Ronald T.

doi:10.1108/01443579210009069

Cited by 42 publications

(34 citation statements)

References 12 publications

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“…The most consistent predictor was new product introduction. In a later analysis, a delivery performance factor (consisting of volume flexibility, delivery speed, and delivery dependability) was found to be related to growth in ROI, ROS, and Sales (Vickery et al, 1997; see also Handfield and Pannesi, 1992). In contrast, the Narasimhan and Jayaram (1998) study found no relationship between customer responsiveness (a composite measure of minimizing delays in order cycle time and reducing product design time) and firm performance in the North American and European samples.…”

Section: The Research Modelmentioning

confidence: 96%

The effects of internal versus external integration practices on time‐based performance and overall firm performance

Dröge

Jayaram

Vickery

2004

J of Ops Management

553

479

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This paper examines the effects of integration practices on time-based performance and on overall firm performance (financial and market share). Integration practices are grouped into two categories: (1) external strategic design integration, which reaches across firm boundaries to involve suppliers and customers and (2) internal design-process integration, which comprises more tactically oriented, integration practices that match design requirements and process capabilities. First, regression results show that both internal and external integration are related to time-based performance, which in turn is related to firm performance. Thus, two indirect routes to firm performance are identified. Second, hierarchical regression reveals that integration directly affects firm performance even after time-based performance is accounted for. Finally, we found that the interaction of internal and external integration is significantly related to both market share and financial performance (after controlling for all other effects). This latter result suggests that the joint use of external and internal integration practices has a synergistic effect on firm performance. #

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Section: The Research Modelmentioning

confidence: 96%

The effects of internal versus external integration practices on time‐based performance and overall firm performance

Dröge

Jayaram

Vickery

2004

J of Ops Management

553

479

View full text Add to dashboard Cite

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“…Here delivery speed refers to the ability to deliver products or services faster than other competitors (Handfield & Pannesi, 1992). This definition also includes the Harrison et al, 1999).…”

Section: Delivery Speed (Ds)mentioning

confidence: 97%

Modeling agility of supply chain

Agarwal

Shankar

Tiwari³

2007

Industrial Marketing Management

509

326

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“…Rather than goods being held at various points within the chain, they will be moving between these points. Research has shown that companies that have been able to achieve significant reductions in cycle times have been able to translate this into tangible business benefits (Handfield and Pannesi, 1992;Belyea, 2000;Arntzen et al, 1995;Aron, 1998;Brennan, 1998). Despite this potential for providing a source of competitive advantage, it has also recently been shown that the infrastructure necessary to support streamlined product flows lags behind the rapid developments in information technology.…”

Section: Physical Logisticsmentioning

confidence: 99%

Supply chain management integration and implementation: a literature review

Power

2005

Supply Chain Management: An International Journal

508

344

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Purpose -The purpose of this paper is to review a sample of the literature relating to the integration and implementation of supply chain management practices from a strategic viewpoint. Design/methodology/approach -The literature is examined from three perspectives. First, supply chain integration covers issues relating to integration of core processes across organizational boundaries through improved communication, partnerships, alliances and cooperation. Second, strategy and planning examines supply chain management as a strategic matter for trading partners, along with factors relating to the amount of planning required. Third, implementation issues concern factors critical for successful implementation, as well as issues specific to inter and intraorganizational aspects of supply chain initiatives are contained in this sub-group Findings -An important emergent theme from the literature is the importance of taking a holistic view, and the systemic nature of interactions between the participants. At the same time, it is also apparent that this requirement to take such an holistic and systemic view of the supply chain acts as an impediment to more extensive implementation. The strategic nature of adopting a supply chain wide perspective, on the one hand provides significant potential benefit, and on the other requires trading partners to think and act strategically. This is easier said than done within a stand-alone organization, let alone across a diverse and dispersed group of trading partners. Research limitations/implications -The scope of this review is by design limited to a cross-section of the literature in this area. As such, it cannot, and does not, attempt to be an examination of the full range of the literature, but a sampling of important and influential works. Practical implications -This review of the literature serves to highlight the inter-dependence between integration (technologies, logistics, and partnerships), a strategic view of supply chain systems, and implementation approach. All three need to inform and underpin each other in order for management of supply chains to be able to deliver on the promise of benefits for all trading partners. Originality/value -This study reviews a sample of recent and classic literature in this field, and in doing so provides some clear guidelines for the conduct of future research.

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An Empirical Study of Delivery Speed and Reliability

Cited by 42 publications

References 12 publications

The effects of internal versus external integration practices on time‐based performance and overall firm performance

The effects of internal versus external integration practices on time‐based performance and overall firm performance

Modeling agility of supply chain

Supply chain management integration and implementation: a literature review

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