How supply chain architecture and product architecture impact firm performance: An empirical examination

Saeed, Khawaja A.; Malhotra, Manoj; Abdinnour, Sue

doi:10.1016/j.pursup.2018.02.003

Cited by 45 publications

(29 citation statements)

References 52 publications

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“…The estimated coefficient of β=1.19 (t=1.81, p ˃0.05) for the relationship between the adoption of agile practices and cost reduction is significant, indicating support for H 1 d. This finding is consistent with Sharp et al (1999) and Lacerda and Furtado, (2018) and Saeed et al, (2019)'s findings that agile approaches to manufacturing helps companies and institutions reduce costs, achieve greater engineering discipline. The adoption of agile manufacturing practices means facing the reality that customers must be served with small quantities of bespoke products of impeccable quality, delivered on-time, and at very low cost (Sharp et al, 1999).…”

Section: Agile Practices On Cost Reduction (H 1 D)supporting

confidence: 69%

Impact of Lean, Agile and Green (LAG) on business competitiveness: An empirical study of fast moving consumer goods businesses

Udokporo

Anosike

Lim

et al. 2020

Resources, Conservation and Recycling

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The adoption/utilisation of Lean, Agile and Green (LAG) practices in both the manufacturing and service sector is rising. However, there yet remain a research gap to precisely evaluate the relationship between LAG practices and business competitiveness (e.g, achieving reduction in cost, lead time and environmental recyclable waste). This research aims to explore this relationship, specifically in fast-moving consumer goods (FMCG) businesses. The hypothesised relationships are tested with data collected from 96 FMCG companies. Structural Equation Modelling is applied to evaluate different channels of achieving business competitiveness through the adoption of Lean, Agile and Green. The findings suggest that competitive outcomes vary with the adoption of LAG practices in specific product life cycle stages. This implies that awareness of the product life cycle concept is essential. A combination of LAG practices for the sole purpose of reducing environmental waste is negatively related to environmental waste reduction. LAG practices are more efficiently adopted when the adopters are equipped with expert knowledge on the paradigms and their individual practices. This research has approached the attainment of competitiveness in the FMCG businesses by analysing management efforts that improve cost performance, lead time and environmental sustainability aspects of business operations. The research has also considered the product life cycle stages in analysing the impacts of management efforts. AbstractThe adoption/utilisation of Lean, Agile and Green (LAG) practices in both the manufacturing and service sector is rising. However, there yet remain a research gap to precisely evaluate the relationship between LAG practices and business competitiveness (e.g, achieving reduction in cost, lead time and environmental recyclable waste). This research aims to explore this relationship, specifically in fast-moving consumer goods (FMCG) businesses. The hypothesised relationships are tested with data collected from 96 FMCG companies. Structural Equation Modelling is applied to evaluate different channels of achieving business competitiveness through the adoption of Lean, Agile and Green. The findings suggest that competitive outcomes vary with the adoption of LAG practices in specific product life cycle stages. This implies that awareness of the product life cycle concept is essential. A combination of LAG practices for the sole purpose of reducing environmental waste is negatively related to environmental waste reduction. LAG practices are more efficiently adopted when the adopters are equipped with expert knowledge on the paradigms and their individual practices. This research has approached the attainment of competitiveness in the FMCG businesses by analysing management efforts that improve cost performance, lead time and environmental sustainability aspects of business operations. The research has also considered the product life cycle stages in analysing the impacts of management efforts.

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Section: Agile Practices On Cost Reduction (H 1 D)supporting

confidence: 69%

Impact of Lean, Agile and Green (LAG) on business competitiveness: An empirical study of fast moving consumer goods businesses

Udokporo

Anosike

Lim

et al. 2020

Resources, Conservation and Recycling

View full text Add to dashboard Cite

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“…Green et al (2006) claim that if each department of the SC is working to optimize its own value, there will be discontinuities at the interfaces and unnecessary costs will result. Saeed et al (2018) highlighted the role of decisions associated with SC and product architecture in attaining organizational competitiveness. Power 2005, on the other hand, report that the SC integration does not always positively influence the tangible or non-tangible firms' performance and the possible benefits associated with integration are ambiguous (Pagell 2004).…”

Section: Literature Reviewmentioning

confidence: 99%

The impact of interwoven integration practices on supply chain value addition and firm performance

et al. 2019

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Drawing on the supply chain (SC) management literature, this article conceptualizes and empirically tests a framework that shows how both external and internal integration practices are significant and positively associated with SC value addition and firm performance. The framework also tests the impact of value addition as a reinforcing factor on firm performance. The outcome of this investigation is interesting for both SC researchers and practitioners because the current SC integration literature is conflicting. A structural equation modeling technique, using a sample of 366 large-scale manufacturing companies based in India, is considered in this paper to test the framework. The results support all five research hypotheses which indicate that paramount firm performance requires tight external and internal integration and higher level of value addition. Although the external integration is found to be rather influential than the internal integration, SC players need to have integrated internal business processes for tight external integration. This paper also explains the implication of collective planning and decision making to respond promptly to external market events and reveals the importance of value addition.

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“…Furthermore, the interaction between a customer and the organization itself is not limited to services sector or marketing practices only. Present organizations are co-designing value with their prospective customers along the customer participative chain (Bel, 2018), from the co-creation of new products and services (Ramaswamy & Ozcan, 2018), to production, distribution, assembly, after sales services till usage (Bettiga & Ciccullo, 2018;Saeed et al, 2018). Generally, the customer is the value co-creator which results in a continuous process of value co-development.…”

Section: Customerization Brand Awareness Image Satisfaction and Lovementioning

confidence: 99%

Impact of Customerization and Customer Engagement on Brand Love with the Mediating role of Brand Performance. Evidence from Hotel Industry of Pakistan.

Abrar

2019

SIJMB

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Attracting and retaining customers is considered essential for success of any business entity operating all across the globe. Therefore, customer needs and demands need to be emphasized in order to earn a profitable market share. The present study has focused on the independent role of customerization and customer engagement with the mediating effect of brand performance (brand awareness, brand image and brand satisfaction) on brand love. The study has been conducted in a cross-sectional and causal manner. Data was collected through convenience sampling technique from 230 respondents, out of which 183 questionnaires were fully attempted, with a response rate of 79. 5%. Responses were analyzed through frequency distribution, correlation, simple linear regression and structural equational modelling analysis. The findings of the study have indicated positively significant relationships of customerization and customer engagement with brand performance and brand love.

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How supply chain architecture and product architecture impact firm performance: An empirical examination

Cited by 45 publications

References 52 publications

Impact of Lean, Agile and Green (LAG) on business competitiveness: An empirical study of fast moving consumer goods businesses

Impact of Lean, Agile and Green (LAG) on business competitiveness: An empirical study of fast moving consumer goods businesses

The impact of interwoven integration practices on supply chain value addition and firm performance

Impact of Customerization and Customer Engagement on Brand Love with the Mediating role of Brand Performance. Evidence from Hotel Industry of Pakistan.

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