Linking Strategy, Structure, Process, and Performance in Integrated Logistics

Abstract

Supply chain management can create value by synchronizing logistical activities among participants to reduce costs associated with duplication of effort and positioning the entire supply chain to better serve key customers (Bowersox, Closs, and Stank 1999;Stank, Keller, and Closs 2001). Cost effective and hard to replicate logistical capabilities involve a high degree of operational integration within the firm to link procurement, the inbound movement of raw materials, manufacturing, delivery of products and services to end-users, and processing returns from customers, in a cost effective manner. World-class firms expand the integrative concept by placing significant emphasis on collaborative planning and operations with selected customers and suppliers to extend the effective control of the enterprise (Stank, Keller, and Daugherty 2001).Integrated operational processes are facilitated by infrastructure development to support the wide variety of operational configurations needed to create supply chain solutions for specific customers (Bowersox, Closs, and Stank 1999). Such infrastructure support encompasses the information and measurement systems necessary to manage coordinated supply chain logistical operations. Integrated information systems provide fingertip access to coordinated data and the software needed to process it. Integrated measurement systems extend across the borders of internal functional areas and external supply chain partners to provide timely feedback that enables management to take corrective action and drive superior results.Coordinated operational processes and control structures may benefit from a strategic framework that facilitates cultivation of relationships necessary for maintaining a competence in logistics integration (Bowersox, Closs, and Stank 1999;Chow, Heaver, and Henriksson 1995). A relational strategy encourages identification of supply chain partners that share a common vision and are JOURNAL

From Supply Chain Integration to Operational Performance: The Moderating Effect of Market Uncertainty

“…Then, the correlation between SCI and OP in Figure 3a shows a slightly negative correlation. Many extant literatures (Rodrigues et al 2004;Cousins and Menguc 2006) have also shown findings in a similar vein that SCI does not appear to help much when the supply chain is under a highly volatile market place.…”

“…Then, the correlation between SCI and OP in Figure 3a shows a slightly negative correlation. Many extant literatures (Rodrigues et al 2004; Cousins and Menguc 2006) have also shown findings in a similar vein that SCI does not appear to help much when the supply chain is under a highly volatile market place.Researchers in the area of agile supply chain also echoed their findings in a similar wavelength (Zhang 2011;Vazquez-Bustelo et al 2007). Essentially an agile supply chain prefers the management approach through virtual net-work rather than vertical integration (Agarwal et al 2006).…”

Entrepreneurial Competencies and SMEs Business Success: The Contingent Role of External Integration

“…For instance, Zahra & Nielsen (1998) used external integration as a moderator between manufacturing capabilities and technology commercialization. The literature highlights the positive association between integration and firm's performance (Rodrigues et al, 2004;Frohlich & Westbrook, 2001;Stank et al, 2001). External integration indicates the higher level of supply chain management and is positively related to business operational performance (Flynn et al, 2010;Stevens, 1990Stevens, , 1989.The interactions with outside parties have helped organisations to gain super business performance by giving immediate responses to the needs of customers (Frohlich & Westbrook, 2001).…”

Does service innovation matter? An empirical study on market orientation and supply chain performance

“…When external involvement in the creation of customer service is incorporated with internal administration and technological innovation, high performance in supply chains tends to be created and sustained (Rodrigues, Stank & Lynch, 2004;Stank, Keller & Daugherty, 2001). More importantly, service innovation leading to business success can be achieved through the involvement of external customers in every order fulfillment process.…”