Eine Überdosis an Kooperation vermeiden! Empirische Erkenntnisse zum Erfolg der Supply-Chain-Organisation

Magnus, Karl-Hendrik; Nienaber, Ann‐Marie; Schewe, Gerhard; Thonemann, Ulrich W.

doi:10.1007/bf03372794

Cited by 1 publication

(1 citation statement)

References 37 publications

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“…Wicht et al [133] reveal that companies engaging in collaborative planning, forecasting, and replenishment projects should not put too much emphasis on the collaboration, as primarily the automation of the process creates the advantages. Magnus et al [85] report empirical results from the European retail market, showing that investments in more cooperative joint processes actually reduce performance, whereas investments in social bonding between manufacturers and retailers and in open exchange of data between these partners pay off well. However, all of these do not cover financial effects remaining at connecting network investments with some non-financial effects, see also [46,95,96,129].…”

Section: Empirical Studiesmentioning

confidence: 96%

How can supply networks increase firm value? A causal framework to structure the answer

Otto

Obermaier

2009

Logist. Res.

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The recent literature in the field of supply chain management emphasizes the role of inter-organizational networks and the integration of vertical reproduction networks (supply chains) in particular as a key factor for value creation. However, the literature includes little empirical evidence. This situation suggests the need to appraise investments in such networks or supply chains carefully. How can a decision maker reliably assess the effect of investing in inter-organizational network arrangements on firm value? This article takes up this issue and suggests a framework consisting of five components to help answer the question. The task of the framework is to support the structuring and revelation of the causal chain between investments in the network on the one hand and the effect of these investments on firm value on the other hand. The article develops and explains the framework in detail and later on relates extant literature to its components. A finding of this article is that potential causal chains from changes in a supply chain or supply network to firm value can be quite long and hypothetical.

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