Micro‐enterprise supply chain management in developing countries

Prasad, Sameer; Tata, Jasmine

doi:10.1108/09727981011042838

Cited by 13 publications

(18 citation statements)

References 42 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Finally, SSCM focused on social/community dimensions includes studies relating to corporate governance, social justice, human rights, employee relations, ethics, and safety (Closs et al, 2011;Sroufe & Drake, 2010). The social dimension also includes supporting activities or practices in the value chain such as development of new business models that support fair trade and purchasing from minority-owned suppliers (Awaysheh & Klassen, 2010;Hall & Matos, 2010;Prasad & Tata, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

Knowledge and Innovation Management to Support Supply Chain Innovation and Sustainability Practices

Gloet

Samson

2020

Information Systems Management

View full text Add to dashboard Cite

This paper extends exploratory research on the contribution of knowledge and innovation management (KIM) to innovation and sustainability activities across a number of small to medium size Australian food and beverage exporters in Australia, as part of a longitudinal research study. Recent trends in sustainable supply chain management (SSCM) in global supply chains see a greater focus on achieving more social and transformational forms of sustainability, in addition to traditional economic or environmental approaches.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Knowledge and Innovation Management to Support Supply Chain Innovation and Sustainability Practices

Gloet

Samson

2020

Information Systems Management

View full text Add to dashboard Cite

show abstract

“…The role micro-enterprises play in supply chains has been recognized before (Prasad and Tata 2010). Micro-enterprises, when incorporated correctly into supply chain, can improve resiliency of the supply chain (Prasad et al 2015) as well as ensure its sustainability (Hall and Matos 2010).…”

Section: Comparison With Traditional Value Chainmentioning

confidence: 99%

Identifying Key Success Factors for Social Enterprises Serving Base‐of‐Pyramid Markets through Analysis of Value Chain Complexities

Pal

Altay

2019

J of Business Logistics

View full text Add to dashboard Cite

There are people in this world who have little or no access to basic needs and they struggle financially, living on less than a handful of dollars a day. A better understanding of how to supply/serve the world's poor is needed. In this paper, through the lens of Porter's value chain framework we investigate the challenges and opportunities social enterprises face in base‐of‐pyramid (BoP) markets based on secondary data on 23 organizations. Our contribution is twofold: First, we analyze value chain complexities for the social enterprise based on the value creation role (consumer, coproducer) and income level (poverty, extreme poverty) of the local population. We find that nature of customers’ requirements varies across customer segments in the BoP markets and social enterprises face unique challenges in fulfilling such differentiated demand patterns. Second, we develop an affordability–accessibility framework that helps to identify the situations that may be favorable/unfavorable for social enterprises to meet the challenges in BoP markets. We make four propositions that social enterprises may use to cope with difficulties in affordability and accessibility. Our findings will be useful for such organizations to understand and design better supply chains for the base of pyramid.

show abstract

“…First, infrastructure in many EMs is either poor or fledging as demonstrated by meager transportation systems, inadequate warehousing facilities, and low‐quality or congested ports (Babbar et al., 2008; Prasad et al., 2005; Lorentz et al., 2013; Ruamsook et al., 2007), resulting in increased exposure to SC disruptions. In addition, deficient technological infrastructure (Prasad and Tata, 2010; Lorentz et al., 2013) and the limited use of advanced supply chain management (SCM) systems make visibility and traceability of SC activities difficult. Second, poor institutional infrastructure (e.g., legislation, regulations, policies, and the implementation and enforcement of rules and regulations) adds to risks of opportunistic behaviors and hinders compliance to contractual policies (Marquis and Raynard, 2015; Child and Lu, 1996).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Emerging market presence, inventory, and product recall linkages

Steven

Agudelo

2016

J of Ops Management

View full text Add to dashboard Cite

This study investigates simultaneous linkages between outsourcing, in‐house offshoring, sales to emerging markets, inventory and product recalls. The study finds a positive and significant association between outsourcing to emerging markets and recalls and that sales penetration into emerging markets reduces recalls; however, it finds no direct relationship between in‐house offshoring and recalls. Interestingly, in‐house offshoring to emerging markets appears to mitigate the positive relationship between outsourcing to these markets and recalls; this suggests that transactional complexities of outsourcing to emerging markets are mitigated by a physical presence in the market. This important finding suggests that by keeping some operations in‐house, firms may reduce the negative effect of outsourcing on product quality and safety while reaping low‐cost benefits of sourcing from these emerging markets. Additionally, the results indicate that institutional immaturities within recipient countries (associated with outsourcing) are primary contributors to inefficiencies affecting quality performance. On the inventory side, sourcing from emerging markets negatively affects inventory performance. Although inventory performance typically does not appear to be related to recalls, finished goods inventory is positively associated with quality failures.

show abstract

Micro‐enterprise supply chain management in developing countries

Cited by 13 publications

References 42 publications

Knowledge and Innovation Management to Support Supply Chain Innovation and Sustainability Practices

Knowledge and Innovation Management to Support Supply Chain Innovation and Sustainability Practices

Identifying Key Success Factors for Social Enterprises Serving Base‐of‐Pyramid Markets through Analysis of Value Chain Complexities

Emerging market presence, inventory, and product recall linkages

Contact Info

Product

Resources

About