Perceived understanding of supply chain integration, communication and teamwork competency in the global manufacturing companies

Fernando, Yudi; Wulansari, Puspita

doi:10.1108/ejmbe-06-2020-0157

Cited by 44 publications

(25 citation statements)

References 62 publications

(64 reference statements)

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“…A supply chain can be described as a connection through the network that cooperatively working together to control and manage the materials flow from the suppliers to the end-users (Aitken, 1998). Communication and teamwork are two dynamic domains in supply chain competencies (Fernando & Wulansari, 2021). It is also understandable that the food supply chain is different from any other product supply chain because food involved fresh food that is usually prone and vulnerable to changes significantly in terms of quality and the contamination risk throughout the entire process of supply chain management (Yu & Nagurney, 2013).…”

Section: Introductionmentioning

confidence: 99%

Integrity in Halal Food Supply Chain Towards the Society 5.0

Fernando¹,

Saedan²,

Shaharudin³

et al. 2021

JGI

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Recent integrity issues related to halal product is alarming. While the literature has introduced Industry 4.0 technologies, the reality in the food industry especially halal related product shows disparity in the contribution of scholars to real-world issue. The disparity between both literature and industry is due to information integration. The issue related to information integration can be solved through Society 5.0 where human and technology are connected through information management, monitoring, and control. Nevertheless, studies related to Society 5.0 are limited and isolated to social and technology area since the concept is still new in the literature. However, the advantages of integrating Industry 4.0 and Society 5.0 are able in ensuring integrity in food supply chain especially related to halal. Thus, the objective of this paper is to propose a model based on Society 5.0 to provide solution to food integrity in the supply chain. This study has undertaken extensive literature review related to Society 5.0 and integrity practices. The outcome of the paper proposed a model that links Society 5.0 and Industry 4.0 technologies to help organisation manage halal food in the supply chain with integrity as its measurements. The model proposed in this study is useful for any organisation to adopt halal supply chain and understand how to implement Industry 4.0 as well as managing information through Society 5.0.

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Section: Introductionmentioning

confidence: 99%

Integrity in Halal Food Supply Chain Towards the Society 5.0

Fernando¹,

Saedan²,

Shaharudin³

et al. 2021

JGI

Self Cite

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“…“Lean” is, therefore, an emerging theme in this period, and it is jointly analysed with strategic agility as a response to dynamic and non-stop changes that maintain the competitiveness of firms. Thus, some authors use the term leagility as the combination of “lean” and “agility” (Aronsson et al , 2011; Vinodh and Aravindraj, 2013) because agility is a determining factor for a correct supply chain strategy (Fernando and Wulansari, 2020), and supply chain strategies are critical for the competitiveness of firms (de Jesus Marques and Guerra, 2019). Nonetheless, agility is different from leanness.…”

Section: Resultsmentioning

confidence: 99%

Mapping research trends on strategic agility over the past 25 years: insights from a bibliometric approach

Diego

Almodóvar

2021

EJMBE

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PurposeStrategic agility is a fuzzy concept that has become crucial to cope with environmental uncertainty and instability; hence, more in-depth studies are highly needed. The aim of this paper is to shed light on the still diffuse research area of strategic agility by clarifying its scope and concept, as well as identifying the different topics that have been examined thus far. Finally, the intent of this paper is to show the existing gaps in the literature to provide scholars with a clear roadmap for future research.Design/methodology/approachBibliometric and content analyses are used in this study to review the most impactful papers in strategic agility between 1996 and 2021. Citation and mapping analyses are conducted through SciMAT software, and a dynamic approach is adopted by assessing and discussing the evolution of strategic agility throughout five different periods.FindingsThis study reveals that strategic agility is a research line that has neither gained consensus nor reached maturity and that it is linked to several thematic areas or topics. The study offers a complete understanding of the state of the art of strategic agility over time and underscores its main future research lines.Originality/valueThis study presents a complete map of the strategic agility research thus far by using novel bibliometric techniques. This approach is especially interesting because it allows for identifying the dynamic relationships among themes within the topic over five different periods.

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“…Supply chain integration helps companies reconfigure their resources and capabilities internally and externally to consolidate their supply chain as a whole in an effort to improve long-term performance [2,12]. It is a collaborative process in which companies work together cooperatively to achieve mutually acceptable results.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Supply chain management seeks to improve competitive performance by tightly integrating internal cross-functions within a company and effectively linking them with the external operations of suppliers, customers, and other channel members to be successful [1]. This means that a company pursuing supply chain management practices should pay attention to supply chain integration and teamwork [2], as well as to an open communication climate within the organization to facilitate internal integration of supply management, further to support the influence of social aspects on supply chain integration [3].…”

Section: Introductionmentioning

confidence: 99%

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Integrative Activities with Suppliers and Customers to Achieve Supply Chain Integration

Molina-Quintana¹,

Vaamonde-Liste²,

Quintana-León³

2022

Communication Management

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This paper analyzes nine integrative activities about demand forecasts, production plans, long-term relationships, joint planning, information through technologies, product development processes, product design processes, joint goals, that companies do in their daily activities with suppliers and customers in order to achieve supply chain integration. The objective is to analyze these integrative activities to determine if it exists collaboration among external partners of the supply chain in the food industry companies, to know the level or intensity of the exchange of information, communication and collaboration between companies and their external partners of suppliers and customers. The measurement instrument was applied to 93 companies from the food industry sector of Michoacán, México which are divided into nine sectors; grinding grains and seeds, obtaining oils and fats, confectionery with and without cocoa, preserving fruits, vegetables and prepared foods, dairy products, meat and poultry processing, preparation and packaging of fish and seafood, bakery and tortillas. The Integrative activities are analyzed by means of statistical descriptions, paired samples test, one-sided contrast, mean difference and confidence intervals and associations. The results indicate that the difference is always in favor of customers than for suppliers.

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Perceived understanding of supply chain integration, communication and teamwork competency in the global manufacturing companies

Cited by 44 publications

References 62 publications

Integrity in Halal Food Supply Chain Towards the Society 5.0

Integrity in Halal Food Supply Chain Towards the Society 5.0

Mapping research trends on strategic agility over the past 25 years: insights from a bibliometric approach

Integrative Activities with Suppliers and Customers to Achieve Supply Chain Integration

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