Evaluation of Impact of Success Factors of Supply Chain Strategy and Flexibility on Supply Chain Performance

Abstract

Due to rapid globalization, an introduction of Goods and Services Taxes (GST), ban on BS-III vehicles, and rapid technological advancement creates new dimensions for the automobile industry in India especially for those who come in the category of small and medium enterprise (SMEs).In the current changing scenario victorious execution of supply chain management (SCM) practices can provide competitive leverage to Automobile manufacturers over their rivals particularly those who are poorly implemented supply chain management practices. This paper takes two main SCM practices, i.e. supply chain flexibility (SCF) and supply chain strategy (SCS).Against this background, this paper acknowledged 5 success factors (SFs) for supply chain flexibility and 3 success factors (SFs) for supply chain strategy for proper implementation of SCM practices in the Automobile industry, and studied their impact on three factors of supply chain performance (SCP), and thereby on firms performance. The top management of any industry is focused on their core strength with commitment, long-term vision and provides resources for supply chain, and thereby developing effective and efficient SCS emerged as the most significant SFs. To measure the impact on supply chain performance, the author carefully measures different SFs of SCS related to customer-oriented strategy, innovation strategy and agile supply chain strategy on cost performance, logistics performance and customer satisfaction performance. Similarly to access the impact on supply chain performance, carefully measure different SFs of SCF on cost performance, logistics performance and customer satisfaction performance. Results are analyzed by testing research propositions using standard statistical tools.

The Effect of Total Quality Management in Improving Supply Chain Performance

“…Therefore, the 3 rd hypothesis of the research was accepted. This result is in agreement with the findings of Vanichchinchai and Igel (2011), Masindet and Ogullah (2014), Kitheka (2015), Rajab (2015) Fouad et al (2015), Yu et al, (2019), Chandak et al, (2021), Alshibawi and Halleem (2022), Gonzalez et al, (2022), Jafari et al, (2022), Maaz and Ahmad (2022) and Zhang et al, (2022) who confirmed that customer focus influences the performance of the supply chain in manufacturing sector. According to the coefficient for the management commitment, the value of B is 0.489.…”

“…Depending on what had been found by Yu et al, (2019), Chandak et al, (2021), Alshibawi and Halleem (2022), Gonzalez et al, (2022), Jafari et al, (2022), Maaz and Ahmad (2022) and Zhang et al, (2022), there is a significant impact of the customer focus and orientation on the performance of the supply chain. Therefore, the third hypothesis of the research was formulated as follows:…”

Supply Chain Resilience and Operational Performance: The Role of Digital Technologies in Jordanian Manufacturing Firms

“…SCF: According to Rajesh (2020), SCF is described as a company's ability to alter SC processes to increase performance in response to environmental changes; in addition, it allows a company to adapt to changes in an unpredictable environment and improve SCR to deal with fluctuating demand in market fluctuations. Five items adopted from the Chandak et al (2021) scale have been used to measure the SCF dimension (Table 3). Simatupang and Sridharan (2008), SCC is described as 'The process of independent firms (two or more organizations) working together throughout an SC to deliver products to end customers with the primary goal of maximizing long-term profit for all chain partners and achieving a competitive advantage'.…”

Penentuan Tipe Strategi Rantai Pasok Pipa Poli-Etilena Pada PT HBZ

“…Strategi rantai pasok merupakan rangkaian keputusan yang dibuat oleh perusahaan untuk mengelola aktivitas pasokan dari bahan baku hingga produk jadi dengan tujuan meningkatkan kinerja dan keuntungan perusahaan (Chopra & Meindl, 2016). Strategi rantai pasok secara taktis diintegrasikan dalam jaringan rantai pasok perusahaan (Chandak et al, 2019). Oleh karena itu, strategi rantai pasok perlu terlebih dahulu ditetapkan sebelum desain yang lebih detail dirumuskan.…”

“…Mengingat strategi rantai pasok merupakan penurunan dari strategi bersaing perusahaan (Chopra, 2019), maka keselarasan antara keduanya juga turut diperhatikan dalam penelitian ini. Strategi rantai pasok yang tepat harus sejalan dengan strategi bisnis/bersaing perusahaan (Chandak et al, 2019).…”