Managing supply chain integration: contemporary approaches and scope for further research

Dey, Prasanta Kumar; Cheffi, Walid

doi:10.1080/09537287.2012.666841

Cited by 12 publications

(21 citation statements)

References 27 publications

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“…Despite its considerable expansion during the last ten years, the field of SCI is still on its infancy [1] [10] [14] [15]. For example, Kim [10] argued that future work is needed in order to improve various methodological issues; while Sun and Ni [16] concluded that most SCI studies are inconsistent, varying in scope and approach.…”

Section: Introductionmentioning

confidence: 99%

Supply Chain Integration (SCI) measured from an information sharing perspective: Examining its impact on business success

Chatzoudes

Chatzoglou

2015

2015 IEEE 9th International Conference on Research Challenges in Information Science (RCIS)

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During the last ten years, Supply Chain Integration (SCI) has emerged as a key subject of the Supply Chain Management (SCM) literature. Despite its extended empirical investigation, very few studies have placed their focus on the information sharing perspective of supplier, internal and customer integration. On the one hand, numerous scholars theoretically argue that SCI is mainly concerned with the exchange of information, while on the other, very few have empirically examined whether information flows have a significant effect on the effectiveness of the supply chain. The present study examines the effect of SCI (measured exclusively from an 'information sharing' perspective) on customer satisfaction, supply chain performance (SCP) and financial performance. In that direction, an analytical conceptual framework is being proposed. The examination of this framework was made with the use of a newly-developed structured questionnaire that was distributed to a group of Greek manufacturing companies. Supply chain managers were selected as key respondents, due to their knowledge and expertise. After the completion of the research period, 253 usable questionnaires were returned. The reliability and the validity of the questionnaires were thoroughly examined, while research hypotheses were tested using the "Structural Equation Modeling" (SEM) technique. Results offer interesting empirical observations and managerial implications.

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Section: Introductionmentioning

confidence: 99%

Supply Chain Integration (SCI) measured from an information sharing perspective: Examining its impact on business success

Chatzoudes

Chatzoglou

2015

2015 IEEE 9th International Conference on Research Challenges in Information Science (RCIS)

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“…Simchi-Levi, Kaminsky, and Simchi-Levi 2008). However, SCM has so far been seen as a way of collaboration that is difficult to implement effectively (Dey and Cheffi 2013). With our chosen structural equation modelling approach we have been able to show theoretically as well as empirically how the intra-and inter-organisational management resources affect the implementation of SCM in a company.…”

Section: Implications and Conclusionmentioning

confidence: 89%

“…Dimitriadis and Koh (2005) The ability to adopt SCM-related processes, understood as processes that interconnect the partners in a supply chain (Croxton et al 2001), is an elementary capability that drives network integration and performance (Lambert, Cooper, and Pagh 1998;Dey and Cheffi 2013). Wilkinson and Young's (2002) and Li et al's (2006) view of the need to jointly manage networks and thus inter-organisational processes in order to enhance competitiveness and overall performance supports such a relationship.…”

Section: Conceptual Modelmentioning

confidence: 99%

“…Internal SCM resources comprise human and financial resources as well as 'soft factors' such as mutual organisational understanding, trust and commitment (Mentzer et al 2001;Olhager 2002;Hsuan Mikkola and Skjøtt-Larsen 2004;Yeung et al 2009), whereas joint SCM resources refer to long-term relationships, shared visions and goals, shared control systems, joint project groups, trust, information sharing about forecasts and inventory status, product development, leadership, organisational culture, mutual dependency, and profit and risk sharing (Bechtel and Jayaram 1997;Cooper, Lambert, and Pagh 1997;Fawcett and Magnan 2001;Mentzer et al 2001;Droge, Jayaram, and Vickery 2004;Cousins and Menguc 2006;Das 2006;Cigolini and Rossi 2008;Palomero and Chalmeta 2012;Alfalla-Luque, Medina-Lopez, and Dey 2013;Dey and Cheffi 2013). Kotzab et al (2011) argue that the putting in place of internal resources -which they label conditions -is a prerequisite for the existence of joint resources.…”

Section: Conceptual Modelmentioning

confidence: 99%

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Supply chain management resources, capabilities and execution

Kotzab

Teller

Grant

et al. 2014

Production Planning & Control

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This paper identifies inter-and intra-organisational management resources that determine the level of execution of inter-firm alliance supply chain management (SCM). By drawing on network and resource-based view theories, a conceptual model proposes the effects of SCM resources and capabilities as influencing factors on SCM execution. The model was tested using survey data from studies conducted in two European supply chain environments. Variance-based structural equation modelling confirmed the hypothesised hierarchical order of three proposed antecedents: internal SCM resources affect joint SCM resources, which in turn influence collaborative SCMrelated processes and finally SCM execution. An importance-performance analysis for both settings shows that providing and investing in internal SCM resources should be a priority when aiming to increase SCM execution. The theoretical contribution of this paper lies in confirming that the improvement of SCM execution follows a clear pathway featuring internal supply chain resources as one of the main drivers. The practical implications of this research include the development of a prioritisation list of measures that elevate SCM execution in the two country settings.

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“…Consequently, there has been a vast body of literature on designing and implementing performance measurement tools as well as developing sustainability performance plans in supply chains (e.g. Gunasekaran et al 2004;Chan and Qi 2003;Shepherd and Gunter 2005;Dey and Cheffi 2013). Gunasekaran et al (2004) claim that performance measurement and metrics have an important role to play in setting objectives, evaluating performance, and determining future courses of action.…”

Section: Literature Reviewmentioning

confidence: 99%

Performance Management of Supply Chain Sustainability in Small and Medium-Sized Enterprises Using a Combined Structural Equation Modelling and Data Envelopment Analysis

et al. 2019

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Although the contribution of small and medium-sized enterprises (SMEs) to economic growth is beyond doubt, they collectively affect the environment and society negatively. As SMEs have to perform in a very competitive environment, they often find it difficult to achieve their environmental and social targets. Therefore, making SMEs sustainable is one of the most daunting tasks for both policy makers and SME owners/managers alike. Prior research argues that through measuring SMEs' supply chain sustainability performance and deriving means of improvement one can make SMEs' business more viable, not only from an economic perspective, but also from the environmental and social point of view. Prior studies apply data envelopment analysis (DEA) for measuring the performance of groups of SMEs using multiple criteria (inputs and outputs) by segregating efficient and inefficient SMEs and suggesting improvement measures for each inefficient SME through benchmarking it against the most successful one. However, DEA is limited to recommending means of improvement solely for inefficient SMEs. To bridge this gap, the use of structural equation modelling (SEM) enables developing relationships between the criteria and sub-criteria for sustainability performance measurement that facilitates to identify improvement measures for every SME within a region through a statistical modelling approach. As SEM suggests improvements not from the perspective of individual SMEs but for the totality of SMEs involved, this tool is more suitable for policy makers than for individual company owners/managers. However, a performance measurement heuristic that combines DEA and SEM could make use of the best of each technique, and thereby could be the most appropriate tool for both policy makers and individual SME owners/managers. Additionally, SEM results can be utilized by DEA as inputs and outputs for more effective and robust results since the latter are based on more objective measurements. Although DEA and SEM have been applied separately to study the sustainability of organisations, according to the authors' knowledge, there is no published research that has combined both the methods for sustainable supply chain performance measurement. The framework proposed in the present study has been applied in two different geographical locations-Normandy in France and Midlands in the UK-to demonstrate the effectiveness of sustainable supply chain performance measurement using the combined DEA and SEM approach. Additionally, the state of the companies' sustainability in both regions is revealed with a number of comparative analyses.

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Managing supply chain integration: contemporary approaches and scope for further research

Cited by 12 publications

References 27 publications

Supply Chain Integration (SCI) measured from an information sharing perspective: Examining its impact on business success

Supply Chain Integration (SCI) measured from an information sharing perspective: Examining its impact on business success

Supply chain management resources, capabilities and execution

Performance Management of Supply Chain Sustainability in Small and Medium-Sized Enterprises Using a Combined Structural Equation Modelling and Data Envelopment Analysis

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