Handbook of Supply Chain Management, Second Edition

Ayers, James B.

doi:10.1201/9780849331602

Cited by 31 publications

(35 citation statements)

References 0 publications

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“…Balsmeier and Voision suggest that if a supply chain is integrated all members of the chain are seamlessly supplied with information in real time. Without accurate on-time information, the product flow will be thrown into confusion (Ayers;Singh, Smith, and Sohal, 2005).…”

Section: Supply Chain Integration (Sci)mentioning

confidence: 99%

Effects of Supplier and Customer Integration on Product Innovation and Performance: Empirical Evidence in Hong Kong Manufacturers

Lau

Tang

Yam

2010

J of Product Innov Manag

356

292

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While the beneficial impacts of supplier and customer integration are generally acknowledged, very few empirical research studies have examined how an organization can achieve better product performance through product innovation enhanced by such integration. This paper thus examines the impact of key supplier and customer integration processes (i.e., information sharing and product codevelopment with supplier and customer, respectively) on product innovation as well as their impact on product performance. It contributes to existing literature by asking how such integration activities affect product innovation and performance in both direct and indirect ways. After surveying 251 manufacturers in Hong Kong, this study tested the relationships among information sharing, product codevelopment, product innovativeness, and performance with three control variables (i.e., company size, type of industry, and market certainty). Structural equation modeling with correlation and t-tests was used to test the hypothesized research model. The findings indicate a direct, positive relationship between supplier and customer integration and product performance. In particular, this study verifies that sharing information with suppliers and product codevelopment with customers directly improves product performance. In addition, this study empirically examines the indirect effects of supplier and customer integration processes on product performance, mediated by innovation. This has seldom been attempted in previous research. The empirical findings show that product codevelopment with suppliers improves performance, mediated by innovation. However, the sampled firms cannot improve their product innovation by sharing information with their current customers and suppliers as well as codeveloping new products with the customers. If the adoption of supplier and customer integration is not cost free, the findings of this study may suggest firms work on particular supplier and customer integration processes (i.e., product codevelopment with suppliers) to improve their product innovation. The study also suggests that companies codevelop new products only with new customers and lead users instead of current ones for product innovation. For managers, this study has demonstrated that both information sharing and product codevelopment affect performance directly and indirectly. Managers should put more emphasis on these key processes, especially when linked with product innovation. Managers should consider involving their suppliers and customers in the early stages of design. Information sharing with suppliers is also important in product development. As suggested by this study, extensive effort on supplier and customer integration should be made to directly augment current product performance and product innovation at the same time.

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Section: Supply Chain Integration (Sci)mentioning

confidence: 99%

Effects of Supplier and Customer Integration on Product Innovation and Performance: Empirical Evidence in Hong Kong Manufacturers

Lau

Tang

Yam

2010

J of Product Innov Manag

356

292

View full text Add to dashboard Cite

show abstract

“…In nineteenth a SC reference model has been developed as a process reference for the SC management of which allow users to improve and communicate SCM practices within companies or business units (Ayers, 2009). SCOR used by many companies for faster implementation of ideas to reduce the risk and planning threats.…”

Section: Figure 2 Implementation Of Supply Chain Management (Sourcementioning

confidence: 99%

“…1. Use and implement of SOCR model-Supply Chain Operation Reference (SOCR) model and Customer-Chain Operations Reference-model (CSCMMP's Process standards), It is the right step in the SC improvement (Jump Start) (Ayers, 2009).…”

Section: Recommendationsmentioning

confidence: 99%

Learning from Royal Shell’s Logistics and Supply Chain Management

Gaghman

2020

konfrontasi2

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The study is conducted to analysis the supply chain management paying special attention to the logistics. The aim is to understand the impact of logistics on organization performance, also to help in identifying opportunities for cost/time removals and/or value adding along the supply chain. The company chosen for the study is Royal Dutch Shell Plc. As Shell is the one of the big-gest Oil and Gas Company known in the world and one of the leaders of logistic and supply chain management. Though Shell is working efficiently for providing customers with quality services still there are is-sues with the supply chain which should be taken care of in order to be much better. These factors grouped in Control the Cost, Planning and Risk Management, Suppliers/Owners Relationship Management. Study concluded with some suggestions can be adopted by any organization aiming for better performance in supply chain.

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“…In this context, supply chains have operated consolidation strategy in order to overcome the problems associated with long-distance JIT supply chain. Consolidation strategy can be implemented by building Supply Logistics Centres (SLC) or hubs operated by third Party Logistics service providers (3PLs) situated near the manufacturing systems [13]. The consolidation centre breaks large shipments down into smaller quantities that the plant needs, releases the provider of transport crates, boxes, and bags, places the components in the reusable containers of the plant, and transport them either to plant receiving or directly to the point of use [13].…”

Section: Introductionmentioning

confidence: 99%

A Multi-Stage Supply Chain System Controlled by Kanban

Amer¹,

Attia²,

Baioumy³

2016

The International Conference on Applied Mechanics and Mechanica

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In reasons of the new working conditions and globalization, manufacturing organizations seek to reduce their production costs. One of the factors that affect production costs is the supply chain and inventorying costs. This research presents a model of multi-stage supply chain system that operates under just-in-time (JIT) policy and supplies a fixed quantity of finished products to single customer, at a fixed time interval. Raw materials enter into the manufacturing system from two different channels. The first is brought to a consolidation centre where several items from several long-distance suppliers are collected according to single ordering policy, divided into small shipments, and redirected according to multi-ordering policy to the manufacturing system. The second type includes raw materials that are brought from JIT delivery suppliers according to the multi-ordering policy. Inbound logistics of raw materials are managed by third-party logistics (3PL) firms to coordinate and consolidate the transportation flow. The deliveries of raw material from suppliers, the work-in-process in the production stages, and the finished goods are all controlled by kanbans. For this supply chain system, the batch size and the number of batches in each stage that is to be shipped by kanbans, and the total quantity over one period are to be determined optimally. The supply chain system is modelled as a nonlinear integer programming (NLIP) problem.

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Handbook of Supply Chain Management, Second Edition

Cited by 31 publications

References 0 publications

Effects of Supplier and Customer Integration on Product Innovation and Performance: Empirical Evidence in Hong Kong Manufacturers

Effects of Supplier and Customer Integration on Product Innovation and Performance: Empirical Evidence in Hong Kong Manufacturers

Learning from Royal Shell’s Logistics and Supply Chain Management

A Multi-Stage Supply Chain System Controlled by Kanban

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