Integrated strategic supply chain positioning for SMEs: an empirical study

Lim, Ruiqi; Baines, Tim; Tjahjono, Benny; Chandraprakaikul, Watcharavee

doi:10.1108/09574090610689989

Cited by 13 publications

(6 citation statements)

References 59 publications

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“…It was statistically confirmed under section 3 and Table I. Consequently, an extensive literature search, related to market and entry mode selection (Zoltners and Dodson, 1983;Ayal and Zif, 1979;Cavusgil and Zou, 1994;Koch, 2001;Papadopoulus et al, 2002;Whitelock, 2002;Rahman, 2003;Beim and Levesque, 2006;Kogut and Singh, 1988;Ellis, 2000;Koch, 2001;Whitelock, 2002;Brown, 2003;Ekeledo and Sivakumar, 2004) and competitive positioning (Johansson and Thorelli, 1985;Brooksbank, 1994;Chang, 1995;McNamara and Vaaler, 2000;Anderson and Buvik, 2002;Rundh, 2003;Ma, 2004;Hassan and Craft, 2005;Lim et al, 2006) contributed to the exploration of criteria to develop information framework for Indian market positioning. Based upon this study, 91 indicators were identified.…”

Section: Development Of Information Frameworkmentioning

confidence: 68%

Perceptions of foreign players for effective positioning in India

Sharma

Srinivasan

2008

Management Decision

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Purpose -The purpose of this paper is to identify facts of effective positioning mechanism for Indian market and develop a model that integrates three essential aspects of international trade, which have not been addressed combined yet. Design/methodology/approach -The article develops the information framework for Indian market positioning. The information mentioned in the framework is validated using statistical tools with R Software and refined using Principal Component Analysis and Factor Analysis. The outcome of analysis develops the model for effective positioning mechanism for Indian market. Findings -The study explores three statistically significant steps for effective Indian market positioning, which are finally summarized into 18 influencing variables in contrast to 91 variables available in literature.Research implications -The 18 variables explored in this study should be considered as initial set of information, only for Indian market positioning. It should not be taken as standard paradigm to be followed in all cases. Research needs to be made to valuate such implications. Practical implications -The model developed in this paper will be useful to both mature and ambitious international executives, in identifying the variables that can be considered for strategy formulation at different stages of Indian market positioning process. Originality/value -This article offers a model that addresses research on Indian market positioning. It attempts to establish a relationship among the three components of international business, which can bring potential benefits to the foreign players.

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Section: Development Of Information Frameworkmentioning

confidence: 68%

Perceptions of foreign players for effective positioning in India

Sharma

Srinivasan

2008

Management Decision

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“…Perceptions of environment, behavioural rules of cognitive heuristics for decision-making and movements-based updating rules have been incorporated. Integrated strategic positioning decision-making process in supply chain management for SMEs in Singapore is investigated and evaluated in (Lim et al, 2006). Role of transportation in supply chain management is evident from their approach.…”

Section: Passenger Movements and Congestionmentioning

confidence: 99%

Urban transportation: innovations in infrastructure planning and development

Narayanaswami

2017

IJLM

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Purpose New services design and development are difficult to plan, execute, measure and evaluate. Particularly, new services that are capital-intensive and involve a long gestation and development time are considered extremely risky. The purpose of this paper is to discuss a list of innovative practices in various managerial aspects in designing, planning and development of a large scale infrastructure intensive public transportation service. A contemporary new public transportation service development is discussed as evidence of proven and benchmarked criteria. Design/methodology/approach This is a technical paper, where theoretical foundations of best practices in new service development project are discussed and supported by practice-based evidences from a real-life urban transportation project. A case study approach is adopted with secondary data. Findings Worldwide during and after economic recession of 2008, several projects were stalled or abandoned. The inference through this work is that through efficient management practices, a large capital-intensive new service development project can be made successful even during a turbulent economy in a region marred by more challenges than elsewhere. Practical implications Several issues in large scale services development, such as urban transportation are domain specific. Some of the issues faced in urban transportation are common to several Gulf countries; therefore the policy guidelines, managerial practices and development strategies reported in this paper can be replicated in many of them. The commercial impact of the service project is a significant drive towards fuel conservation and to save huge amounts of productive time. Social implications Public transportation with a high quality of networked service improves the quality of life to a large extent. Unless certain measurable demands are not met, an affluent society is less likely to endorse public transportation. In addition, endorsement of public transportation is been promoted in several parts of the world as a drive towards a green, energy efficient, low-carbon emission and sustainable environment. Originality/value To the best of the authors’ knowledge, new services planning and development is a key operations management topic, on which very little is written about. Particularly no other paper has presented a real-world large scale infrastructure intensive project development to this detail, and along with a theoretical background to benchmark performance and development practices.

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“…There were, however, only a few publications containing descriptions of empirical use or further tests of frameworks (e.g. Persson, 1991;Gilgeous and Gilgeous, 2001;Säfsten and Winroth, 2002;Lim et al, 2006), so questions about the practical use of frameworks remain.…”

Section: Contextual Issuesmentioning

confidence: 99%

“…Most of the identified frameworks are tested empirically and the original papers describing the frameworks also contain descriptions of this. There were, however, only a few publications containing descriptions of empirical use or further tests of frameworks (Persson, 1991;Gilgeous and Gilgeous, 2001;Säfsten and Winroth, 2002;Lim et al, 2006), so questions about the practical use of frameworks remain.…”

Section: Contextual Issuesmentioning

confidence: 99%

Manufacturing strategy frameworks suitable for SMEs

Löfving

Säfsten

Winroth

2014

Journal of Manufacturing Technology Management

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PostprintThis is the accepted version of a paper published in Journal of Manufacturing Technology Management. This paper has been peer-reviewed but does not include the final publisher proofcorrections or journal pagination. Citation for the original published paper (version of record):Löfving, M., Säfsten, K., Winroth, M. (2014) Manufacturing strategy frameworks suitable for SMEs. Journal of Manufacturing Abstract:Purpose: The paper aims at increasing the understanding of how manufacturing strategy formulation can be facilitated in SMEs.Design/methodology/approach: The research presented in this paper follows a four-stage logic. Initially a literature review was conducted identifying a number of manufacturing strategy frameworks. Thereafter, theoretical and practical assessment criteria were established. The SME requirements were identified through five case studies. Based on these assessment criteria, identified manufacturing strategy formulation frameworks were evaluated. When a framework was found that fulfilled most of the requirements set out, a detailed analysis of the framework was done, based on criteria related to specific SME characteristics. Findings:In total 15 different manufacturing strategy formulation frameworks were identified in the literature. To evaluate the suitability of these frameworks in SMEs, a number of assessment criteria were established, both in theory and in practice. These assessment criteria were grouped into three parts based on their character: procedure, realisation and contextual issues. The assessment of the 15 frameworks revealed that among the identified frameworks there was one framework that stood out and fulfilled several of the criteria. However, the frameworks still need to be adapted to the specific SME characteristics. Practical implications:Based on an assessment of the existing manufacturing strategy frameworks we have been able to identify one framework that fulfills 10 out of 14 of the theoretical and empirical requirements. Originality/contribution: Although a number of manufacturing strategy frameworks exist, their applicability in practice has seldom been investigated. The results presented provide valuable knowledge for the continued work of rendering manufacturing strategy frameworks suitable and thereby useful for SMEs.

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Integrated strategic supply chain positioning for SMEs: an empirical study

Cited by 13 publications

References 59 publications

Perceptions of foreign players for effective positioning in India

Perceptions of foreign players for effective positioning in India

Urban transportation: innovations in infrastructure planning and development

Manufacturing strategy frameworks suitable for SMEs

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