Determinants of informal coordination in networked supply chains

Abstract

Abstract:Purpose -Provide insight into the determinants or constructs that enable informally networked supply chains to operate in order to achieve improved operational performance. Design/methodology/approach -The research is based on a wide literature review, focused on the identification of dimensions of informal networking in supply chains along network connectivity, supply chain relationship alignment, informally networked supply chain, and operational performance. These determinants or constructs of informal networking were statistically validated for validity and reliability, using a sample of 231 supply chain professionals.Findings -Four determinant of informal networking were derived: capability connectivity, describing the ability of supply chain partners to rapidly and informally integrate capabilities to service an ad hoc market requirement; relationship alignment or the ability to informally integrate resources across supply chain partners in the context of highly dynamic market situations; the informally networked supply chain itself, measuring the ability of supply chain partners to respond to transient opportunities in the context of highly dynamic markets; and finally operational performance which measures the effect informal networking has on company performance.Research limitations/implications -Future research may investigate the effects of informally networked supply chains on a broader array of measures of company performance, and additional measures of operational performance. Practical implications -These newly developed constructs or determinants give managers further insight into which dimensions need to be fostered to enable informally networked supply chains to operate, and what operational gains may be potentially realised as a result of informal networking. Originality/value -This paper contributes to enhancing the understanding of the newly emerging phenomenon of informal networking in supply chains and how it may yield operational efficiency and effectiveness gains.

Show Me What You Do and I Will Tell You Who You Are: A Cluster Typology of Supply Chain Risk Management in SMEs

“…Collaboration can be vertical or horizonal [40], in this paper we focus on SC collaboration in general. SC risks are challenges linked to potential disturbances influencing SC partners that may directly influence an organization's capability to operate, produce goods, or offer services [41]. As SMEs have fewer financial resources to cope with emerging risks and prevail over them upfront, the implementation of a proper RM within the SC lacks [19,22].…”

Digitalization of the supply chain: transformation factors

“…Better coordination and resource sharing in the supply chain are derived from integrating the supply chain in an organization that allows a whole information flow. Some scholars confirmed that coordination and sharing of resources positively affect the supply chain operational performance and efficiency (Huo et al, 2015;Jiang et al, 2007;Ogulin et al, 2012;Soroor et al, 2009). It is crucial, though, for the managers to focus on improving the coordination of the supply chain by comparing and evaluating the organizational issues to trigger responsiveness and culture (Singh et al, 2019).…”

The Relationship Between Market Environment Dimensions and Availability of Malaria Pills in Uganda

“…This includes the development and maintenance of capabilities to ensure the effective delivery of medical products and services. 34 proposed strategic alliances between the organization and suppliers, manufacturers, and distributors to produce and market ACTs. These scholars demonstrated the relevance of the development of coordination frameworks to enhance the strategic management of ACTs, and argued that the interaction of the micro-market and macro environments is vital for the supply and distribution of ACTs.…”