Developing a conceptual model for examining the supply chain relationships between behavioural antecedents of collaboration, integration and performance

Tsanos, Christos S.; Zografos, Konstantinos G.; Harrison, Alan

doi:10.1108/ijlm-02-2012-0005

Cited by 85 publications

(102 citation statements)

References 120 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…These are inter-organizational processes which are across functions in one organisation. This internal collaboration is usually considered under two dimensions-the integration of physical and information flows which is labelled as information integration and coordination of operational decisions [60]. Consistently with this classification, the observed differences between the two companies are information integration (information flow and system integration, information sharing or collaborative communication) with the application of ERP software and operations management (internal alignment) with managerial approach using lean manufacturing.…”

Section: Internal Collaboration and Performancementioning

confidence: 96%

Supply chain collaboration and performance: an empirical study of maturity model

Kumar

Shiwakoti

2020

SN Appl. Sci.

View full text Add to dashboard Cite

Supply chain collaboration (SCC) is a competitive tool used to improve the business performance of an organisation and the entire supply chain. Firms have therefore strived to achieve a greater collaboration level; however, most of the collaboration initiatives end up in failures. It is confirmed that how SCC impacts performance and how it leads to higher levels of performance are not well understood in real world. Especially, there is a dearth of empirical research on the analysis of the specific industry to minimize the chance of failure of implementation phase. Given these limitations, this paper aims to explore in-depth the relationship of SSC mechanisms; maturity level in particular; and performance outcomes in a specific industry. A maturity model for SCC based on capability maturity model integration approach is used to evaluate the current practices as well as to measure the maturity level of SCC of textile and garment case studies. In order to analyse how different maturity levels impact the performance, actual data on performance indicators was collected. The findings show the applicability and usefulness of the model. The relationship between SCC mechanisms and performance is confirmed with the role of internal collaboration as mediators. The in-depth exploration has also indicated that internal collaboration, including information integration and operations management, moderates the relationship between external integration and performance.

show abstract

Section: Internal Collaboration and Performancementioning

confidence: 96%

Supply chain collaboration and performance: an empirical study of maturity model

Kumar

Shiwakoti

2020

SN Appl. Sci.

View full text Add to dashboard Cite

show abstract

“…The attendant consequence is that production plans and schedules are based on false and distorted market data, which causes another round of mismatch that is bigger in magnitude and accelerating the initial effect. Accordingly, there are four dimensions of agile supply chain practices (Christopher 2016;Hoek, Harrison, and Christopher 2001;Power, Sohal, and Rahman 2001;Tsanos, Zografos, and Harrison 2014). These are Customer sensitivity; virtual integration, process integration and network integration.…”

Section: Agile Supply Chainsmentioning

confidence: 99%

Agile manufacturing: an evolutionary review of practices

Gunasekaran

Yusuf

Adeleye

et al. 2018

International Journal of Production Research

135

View full text Add to dashboard Cite

Academics and practitioners have long acknowledged the importance of agile manufacturing and related supply chains in achieving firm sustainable competitiveness. However, limited, if any, research has focused on the evolution of practices within agile manufacturing supply chains and how these are related to competitive performance objectives. To address this gap, we reviewed the literature on an agile manufacturing drawing on the evolution of manufacturing agility, attributes of agile manufacturing, the drivers of agile manufacturing, and the identification of the enabling competencies deployable for agile manufacturing. Our thesis is that agile manufacturing is at the centre of achieving a sustainable competitive advantage, especially in light of current unprecedented market instability coupled with complex customer requirements. In this regard, the emphasis which agile manufacturing places on responsive adaptability would counter the destabilising influence of competitive pressures on organisations performance criteria. We have identified five enabling competencies as the agility enablers and practices of agile manufacturing, that is, transparent customisation, agile supply chains, intelligent automation, total employee empowerment and technology integration, and further explored their joint deployment to create positive multiplier effects. Future research directions were also provided with respect to the operationalisation of the five identified enablers and the potential for emergent technologies of big data, blockchain, and Internet of Things to shape future agile manufacturing practices.

show abstract

“…Understanding how the architecture of the product and the communication between the teams in the network can influence the success of the development of a product (Le Vassan, 1994;Warten, 1985;Worley and Doolen, 2006;Simatupang and Sridharan, 2005;Tsanos et al, 2014;Vollman et al, 2005), allows the system integrator (the system integrator is the business which assembles the parts and produces the complex product) to make better decisions regarding which components require particular attention during the design process. Therefore, taking into consideration the implications for other decisions that are relevant, such as outsourcing, off-shoring and the management of the life-cycle of the single components.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…In the aerospace industry, Airbus suffered significant delays during the production of its A380 and, conseque ntly, losses caused by the lack of attention placed on several critical interfaces between the electrical system and the fuselage (Gumbel, 2006;Hollinger and Wiesmann, 2006). Industrial and institutional benchmarking for best practice competitive advantage in terms of effective and efficient enterprise communication network relationships can never be over-emphasized (Min et al, 2005;Humphiries et al, 2007;Puvanasvaran et al, 2009;Tsanos et al, 2014). Moreover, it is imperative that organizations are capable of responding to any changing parameters concerning new/complex product development, and this must be done in an efficient and effective manner Holcomb, 2012, 2014;Gligor et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

“…Building an effective collaboration between independent teams is one of the main challenges in the production of a complex product (Thompson, 1967;Galbraith, 1973;Smith and Eppinger, 1997;Mihmet al, 2003;Sosa et al, 2004;Tenkorang and Helo, 2017). Though the attention (attention meaning the observation, the coding, the interpretation and the focus on time and effort the design teams dedicate to identifying and solving problems - Ocasio, 1997) on the interdependent techniques is crucial for the development of a complex product (Humphries et al, 2007;Puvanasvaran et al, 2009;Min et al, 2005;Tsanos et al, 2014), the design teams often ignore, or pay little attention to, a large number of interdependent techniques during the development of the produc t (Sosa et al, 2004(Sosa et al, , 2003.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Social Network Theory and Management of the Sub-supply Network in Complex Sectors

Izzo¹

2017

IBR

View full text Add to dashboard Cite

Studies on complex product development have seen different improvement approaches to achieve shorter product development lead times and higher return on investment. Complex product development still lack on the 'better, faster and cheaper' paradigm for efficient communication and information exchange flow process. This paper aims at understanding how the critical interdependent techniques are managed in the sub-supply network of a complex sector such as Business Aviation Industry. Thus, the aim is to envisage the best practice approach for technical communication networks among these systems-design teams and also how the bottlenecks existing could be effectively and efficiently addressed to enhance collaborative industrial supply-chain management network competitive advantage. This paper employing social network theory propose information flow process toward enhancing an industrial sustainable competitive advantage. From a methodological point of view, the research is based on a single case study, a questionnaire was used to collect data for the level of communication network from Business Aviation supply chain network.The outcome of the research highlights how communication in the sub-supply network significantly influences the attention the teams pay to the organization of the critical interdependent techniques. Moreover this research identifies an effective and efficient communication is sees as the driver for effective organization management, which need enhancement for industrial competitive advantage. Finally, the research carried-out undoubtedly gives a considerable contribution in understanding critical and complex issues in the relationships in sub-supplying in Business Aviation Industry.The outcome could be further developed by extending the interviews to the businesses involved in the sub-supply chain.

show abstract

Developing a conceptual model for examining the supply chain relationships between behavioural antecedents of collaboration, integration and performance

Cited by 85 publications

References 120 publications

Supply chain collaboration and performance: an empirical study of maturity model

Supply chain collaboration and performance: an empirical study of maturity model

Agile manufacturing: an evolutionary review of practices

Social Network Theory and Management of the Sub-supply Network in Complex Sectors

Contact Info

Product

Resources

About