Relative effects of design, integration and information sharing on supply chain performance

Abstract

PurposeThe aim of this study is to empirically investigate the relative effects of supply chain integration, supply chain information sharing and supply chain design on supply chain performance.Design/methodology/approachData collected from 125 manufacturing firms in Turkey are used for analyzing the relationships between the study variables. Regression analyses are used to find the relative impacts of predictor variables (design, integration and information sharing) on flexibility, resource and output performances of a supply chain.FindingsAccording to the results of regression analyses, the only significant effects on resource and output performances belong to supply chain design. Integration and information sharing are correlated with performance measures, but their relative effect sizes are lower than supply chain design.Originality/valueThe construct of supply chain design developed in this study reveals a significant impact on resource and output performances of a supply chain. Therefore, this study can be viewed as an attempt to increase the level of awareness on supply chain design issues.

Examining Value Co-Creation in Healthcare Purchasing: a Supply Chain View

“…For critical industry sectors such as healthcare, where responsiveness and agility to res pond to sudden demand variability are vital attributes, this SC practice has a particular significance (Shah et al 2008). Sezen (2008) findings endorse the relevance of the practice in influencing another operational performance attribute (flexibility), especially in variable uncertain delivery and demand environments. Many other studies indicate that cooperative information sharing among SC members en hances the effectiveness and competitiveness of the SC, by enabling actors to incorporate necessary information into their work (Sahin, Robinson 2005;Li et al 2006).…”

“…Information sharing have been shown to as a means of information access, evident in the plethora of SC informa tion sharing literature (Strader et al 1999;Lee et al 2000;Zhao et al 2002;Sezen 2008). While Strader et al (1999) endorsed the idea regarding sharing of supply and demand information with up and downstream SC partners for both financial and operational gain in terms of cost and time savings respectively, Lee et al(2000) highlighted that such information sharing practices between network partners enhances the responsiveness of the network environment and benefitted the focal firm.…”

“…Many other studies indicate that cooperative information sharing among SC members en hances the effectiveness and competitiveness of the SC, by enabling actors to incorporate necessary information into their work (Sahin, Robinson 2005;Li et al 2006). Studies indicated that coordinated sharing of supply and demand information with SC partners reduced cost and shortened order cycle time (Strader et al 1999), increase in informa tion sharing amidst volatile demand environment led to better SC responsiveness (Lee et al 2000) and enhanced operation, product and delivery flexibility (Sezen 2008). …”

“…Access re fers to availability and reach of information and know ledge existing in the network and the related transactions between the network actors that achieve better unders tanding of the associated risk and benefits of actor ex change decisions (Prahalad, Ramaswamy 2004). In this study, supply chain information access is defined as an approach towards provision of timely, accurate and relevant information, more precisely having inclusions of the pre viously hidden or unavailable information to be used by the organizational decision makers (Datta, Christopher 2011;Prahalad, Ramaswamy 2004;Ford, Scanlon 2007;Strader et al 1999;Lee et al 2000;Zhao et al 2002;Sezen 2008). Prahalad and Ramaswamy's (2004) conceptualization of "access" centered primarily on a downstream perspective (with the customer base), however, the SCM literature prescribes that access is also an important dimension in upstream practices (Ford, Scanlon 2007).…”

How is a food bank managed? Different profiles in Spain

“…Their operation is therefore more effective and efficient in all fields. With respect to efficiency, we cannot forget that the management field of the traditional supply chain has usually devoted its studies to costs (Sezen 2008), which is especially important in food banks-in the non-profit sector in general-when we realize the resource shortages with which they have to work.…”