Dynamic Supply Chain Performance: Assessing the Impact of
Information Systems

Evans, G.N.; Naim, Mohamed Mohamed; Towill, Denis Royston

doi:10.1108/09576059310045916

Cited by 59 publications

(25 citation statements)

References 12 publications

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“…[26][27][28][29][30][31][32][33][34][35][36][37][38][39][40][41] For example, Zhuang and Burns [42] investigated the impact of an integrated manufacturing information system on a Scottish knitwear company. The researchers argued that information system had realized both short term and long term benefits for the organization.…”

Section: Information System Usage and Internal Process Performancementioning

confidence: 99%

Information System and Productivity in Kuwaiti Public Organizations: Looking Inside the Black Box

Almutairi

2007

International Journal of Public Administration

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This study investigated the impact of information system on productivity in Kuwaiti public organizations. More specifically, it investigated the impact on business processes. Three dimensions of these processes were selected to view the impact. These dimensions were: Internal Process Performance, Coordination, and Customer Focus. Based on the literature review, three hypotheses were formulated. Each hypothesis related Information System Usage to an increase in the efficiency of the three process dimensions. In addition, this study investigated the impact of ten more variables that might affect the dependent variables. These variables included age, gender, nationality, years of experience in Kuwaiti public sector, years of experience in the current organization, years of experience in using IS, years of training in IS, position in hierarchy, level of education and years spent in current position. The study found a significant statistical evidence for the relationship between the usage of information system in a process and increasing the efficiency of its Internal Performance, Coordination, and Customer Focus. Further, five of the ten additional variables were found to be significant. Research and practice implications of the study's findings were stated.

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Section: Information System Usage and Internal Process Performancementioning

confidence: 99%

Information System and Productivity in Kuwaiti Public Organizations: Looking Inside the Black Box

Almutairi

2007

International Journal of Public Administration

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“…(Davis, 1993;Mason-Jones and Towill, 1998;Prater et al, 2001;Geary, 2002;Lee, 2002;Van Der Vorst and Beulens, 2002;Zsidisin, 2003a, b;Christopher and Peck, 2004;Prater, 2005;Lockamy et al, 2008) Control disturbance Associated with the interruption of information flow throughout the supply network rather than only the firm itself. (Davis, 1993;Evans et al, 1993;Mason-Jones and Towill, 1998;Wilding, 1998;Geary, 2002;Christopher and Peck, 2004) Environmental Factors Relative production costs per region Comparative cost of labour, transport and energy per region, productivity cost of dispersed production systems. (Carter and Narasimhan, 1996;MacCarthy and Atthirawong, 2003;Simchi-Levi, 2010;Porter and Kramer, 2011) Hidden costs of distant operations Increased physical distances increase complexity and uncertainty leading to hidden costs of distant operations.…”

Section: Control Disturbancementioning

confidence: 99%

Supply chain configuration conundrum: how does the pharmaceutical industry mitigate disturbance factors?

Huq

Pawar

Rogers³

2016

Production Planning & Control

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How a supply chain (SC) is configured can have a significant impact on the performance of global firms. More specifically, disturbance factors (i.e. those factors associated with uncertainty and risk) are increasingly important considerations. This paper focuses on endogenous, exogenous and environment-related SC disturbance factors and their relative importance when configuring global SCs. Three alternative scenarios of SC configurations for European-based pharmaceutical firms are identified -insource nearshore, outsource nearshore and outsource offshore. Through a multi-phase, mixed-method approach we find that the top five disturbance factors managers should be aware of while configuring their SCs are quality defects, unforeseen and random interruptions in manufacturing processes, order processing difficulties, untimely delivery of products, and a mismatch between market demand and supplier responsiveness. This study is able to provide insights into the impact of disturbance factors on the SC configuration strategy for Big Pharmas. We show that SC disturbances influenced the decision to bring production back home (reshoring) or to a closer location (near-shoring). To mitigate the effects of disturbances many Big Pharmas recalibrated their SC configurations by insourcing core products, outsourcing non-core products offshore and developing offshore insourcing capabilities through 'captives'.

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“…In parallel, interest in Internet-based collaborative systems and e-collaboration for supply chain management has been rising (see, for instance, Evans et al 1993;Bowersox and Closs 1996;Cachon and Fisher 2000;Porter 2001;Lefebvre et al 2001a), although there is still little empirical evidence on this issue.…”

Section: Theoretical Backgroundmentioning

confidence: 96%

E-collaboration within one supply chain and its impact on firms’ innovativeness and performance

Lefebvre

Cassivi

Lefebvre

et al. 2003

ISeB

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The central premise of this paper is that e-collaboration plays a major role in achieving a sustainable competitive edge. In particular, we propose to examine the relative efficiency of electronic collaboration tools and to assess their impacts on the innovativeness and performance of individual firms positioned along a single supply chain. Empirical data from both the upstream and downstream perspectives for firms positioned at different points of one supply chain suggest that e-collaboration and its impacts create a one-sided benefit for the upstream side of the chain: the overall eff• of e-collaboration tools is higher and the impacts of e-collaboration are more beneficial when used with suppliers than when used with customers. The results also point to a stage model for implementing collaboration tools in a supply chain: efficiency is higher for e-collaboration tools that support more operational than strategic activities. Finally, this research suggests strongly that collaboration tools can have significant impacts on the supply chain and that these tools need to be implemented progressively, both upstream and downstream, thereby yielding different and, most probably, cumulative benefits over time.

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Dynamic Supply Chain Performance: Assessing the Impact of Information Systems

Cited by 59 publications

References 12 publications

Information System and Productivity in Kuwaiti Public Organizations: Looking Inside the Black Box

Information System and Productivity in Kuwaiti Public Organizations: Looking Inside the Black Box

Supply chain configuration conundrum: how does the pharmaceutical industry mitigate disturbance factors?

E-collaboration within one supply chain and its impact on firms’ innovativeness and performance

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