Business process management and supply chain collaboration: effects on performance and competitiveness

Abstract

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.

Supply Chain Risk Management: A Review of Thirteen Years of Research

“…Some of these researches analyze the relationship between logistics service pro-viders and industrial companies (customers) specifically upstream of the supply chain or throughout the chain. This is the case for example of [45] [46].…”

Gestão Do Conhecimento, Cultura Organizacional E Gestão De Pessoas Com a Gestão De Processos E Questões Organizacionais Emergentes: Uma Análise Crítica Da Dinâmica Subjetiva Em Gestão Por Processos (Bp)

“…A concepção de "processos" em negócios se refere às atividades de gestão que perpassam os limites funcionais de estruturas hierárquicas e se apresentam como uma nova dinâmica de geração de valor ao cliente (REI-JERS, 2006; TARHAN; TURETKEN; REIJE-RS, 2016). Nesse sentido, destaca-se o desenvolvimento de técnicas que proveem suporte às funções específicas por meio da integração dos sistemas para o controle do trabalho, a obtenção de informações e a mensuração do desempenho (PRADABWONG et al, 2017).…”

Separation of factors important for the adoption of business process management practices in labor-intensive activities

“…Prepoznajući potrebu za uključivanjem svih elemenata upravljanja poslovnim procesima i ispitivanjem njihovih međusobnih veza radi saznanja na osnovu sagledavanja koncepta upravljanja poslovnim procesima u punom obimu Pradabwong et al [15] razmatraju elemente strategijske usklađenosti, informacionih tehnologija, procesne orijentacije i poboljšanja i ljudi, koje nazivaju osnovnim elementima upravljanja poslovnim procesima koji se javljaju u literaturi. Zairi [5] navodi da su elementi koji utiču na uspostavljenost upravljanja poslovnim procesima mapiranje i dokumentovanje osnovnih aktivnosti, fokus na potrošače, merenje performansi aktivnosti i postavljanje ciljeva, kontinuirana optimizacija, inspirisanost najboljom poslovnom praksom i pristup kontinuiranih promena.…”

“…Uvidom u radove [1,5,15,16,17,18,19,20,21,22,23] dolazi se do saznanja o faktorima koji su primenjivani u dosadašnjim istraživanjima. Setovi faktora u okviru pomenutih istraživanja su na različite načine grupisani, stoga se u okviru ovog rada, narednim korakom, nastoji urediti lista faktora koji sveobuhvatno opisuju tempo i način usvojenosti prakse upravljanja poslovnim procesima, posebno u radno-intenzivnim delatnostima.…”