Soft secrets of supply chain success

Behrenbeck, Klaus; Thonemann, Ulrich W.; Merschmann, Ulf

doi:10.1007/s12146-007-0019-8

Cited by 5 publications

(4 citation statements)

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“…Gillette demonstrated strong operational capabilities with its radio frequency identification (RFID) technology that supported multi‐echelon inventory optimization. P&G leveraged this expertise throughout it supply chain operations to provide for enhanced strategic capabilities, allowing its supply chains to respond to supply and demand changes better by tracking products and applying analytics to the data it receives from retailers (Behrenbeck et al , 2007). The corporate strategy supported the divisional development and once the operational capability proved competent, the capability was applied strategically to a broader scope of the company's business.…”

Section: Supply Chain Agility Agile Performance and Competitiveness: A Research Frameworkmentioning

confidence: 99%

A unified model of supply chain agility: the work‐design perspective

Chung

Goldsby

et al. 2008

The International Journal of Logistics Management

215

214

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PurposeThe purpose of this paper is to provide a theoretical model of supply chain agility and, based on that, develop a research framework for investigating linkages between supply chain agility and firm competitiveness.Design/methodology/approachThe conceptual model of supply chain agility introduced here is based on an inter‐disciplinary literature review, which concentrates on peer‐reviewed journal papers on agility published within the period 1990‐2007. Among a total of 583 papers, representative studies are chosen and analyzed to identify key elements of supply chain agility, and to point out issues that have yet to be addressed.FindingsHe was found that even though there has been considerable research on the topic of agility, in general, there is relatively little examination of agility in the supply chain context. These few studies are not unified in their conceptualizations of agility and tend to adopt fairly limited views of supply chain dimensionality. This situation suggests that there is a need for a theory‐driven, unified model of agility in supply chains.Originality/valueThis paper fulfills an identified need for a comprehensive conceptual model of supply chain agility. Built from a work‐design perspective, this new conceptualization of supply chain agility offers a theoretical platform for guiding future research and practice concerned with achieving supply chain agility.

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Section: Supply Chain Agility Agile Performance and Competitiveness: A Research Frameworkmentioning

confidence: 99%

A unified model of supply chain agility: the work‐design perspective

Chung

Goldsby

et al. 2008

The International Journal of Logistics Management

215

214

View full text Add to dashboard Cite

show abstract

Section: 2mentioning

confidence: 99%

“…On the whole, a position of enduring superiority over competitors with respect to customer preference could be achieved through better management of logistics and the SC (Christopher, 2011). Hence, logistics management plays a pivotal impact in the achievement of competitive advantage (Christopher, 2011). It is already demonstrated that in order to compete in highly competitive marketplace, there appears to be an urgent need to focus on SC strategy and align in toward CSFs of product and market (Caniato et al, 2009(Caniato et al, , 2011.…”

Section: 2mentioning

confidence: 99%

A focused supply chain strategy for luxury fashion management

Brun

Castelli²,

Karaosman

2017

JFMM

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Purpose Globalization and advanced manufacturing capabilities changed industrial dynamics. To this end, not only were new retail concepts developed to broaden the distribution toward larger consumer bases, but alternative ways were also sought to reorganize supply networks for a balance between local and global production. Yet, the choice of supply network configurations must be coherent with a fashion companies’ critical success factors. Hence, it is pivotal to understand how such large brand portfolios and global supply networks could be effectively managed in a united way. In this vein, the purpose of this paper is to explain how the triplet of product, brand, and retail channel could affect SC performance, and how the positioning of a luxury company could depend on managerial attitudes. Design/methodology/approach Subsequent to an extensive literature review, 30 most frequently quoted key performance indicators (KPIs) were derived. A Delphi study was then employed to reach a consensus and 17 key KPIs were derived considering the key SC performance areas and marketing dimensions. Survey technique was deployed to examine the impact of strategic combinations of product, brand, and retail channel on SC strategy. Survey results were analyzed through factor analysis where five principal components emerged to represent performance areas. ANOVA technique was then employed to explore the dependence between product-brand-retail channel and key performance areas. Findings Brand, retail channel, and product directly affect operational performance. The positioning of a fashion company would depend on its management attitude toward strategy segmentation and considered stage of the SC. The respondents’ profile analysis further showed a preference to segment the SC based on products. Interestingly, this finding is not aligned with earlier research (Brun and Castelli, 2008) suggesting that the brand was to become the most relevant driver for SC segmentation. Originality/value Academic development and empirical testing is rather rare in the luxury fashion context. Undeniably, SC strategies represent a very relevant issue for fashion companies, and the present study could be considered a first statistical step toward SC segmentation for luxury fashion companies.

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“…The connected and independent organisations part of the supply chain are considered in this work as the elementary sub-systems(Mena, Humphries, and Choi 2013;Christopher 2011;Koh, Gunasekaran, and Tseng 2012). As such, each organisation is treated as black box and the only aspect considered is the "global relationship between the inputs and the outputs of the system", while the internal dynamics of each company remain outside the scope of the work(Oberkampf and Roy 2010).…”

mentioning

confidence: 99%

An integrative approach to assess environmental and economic sustainability in multi-tier supply chains

Tuni

Rentizelas

Chinese

2019

Production Planning & Control

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An integrative approach to assess environmental and economic sustainability in multi-tier supply chains Multi-tier supply chain sustainability is paramount to achieve corporate sustainability, due to the significant impacts from organisations beyond the focal firm boundaries and its direct suppliers. However, including environmental considerations within the dominant profit-centric logic of supply chain related decisions is prone to generate sustainability tensions. This work aims to support organisations address tensions between sustainability dimensions by adopting an integrative approach for sustainable supply chain management performance assessment thanks to an innovative eco-intensity based performance assessment method, which achieves a balanced consideration of environmental and economic performance in a weak sustainability perspective. The method, using primary data sourced from actual practice and featuring an indirect multi-tier approach with decentralised responsibilities across organisations, is applied to a case study of a machinery supply chain. The proposed integrative approach can support addressing sustainability tensions in the area of sustainable supply chain management, facilitate sustainable supplier evaluation and identify supply chain hotspots for operational improvement.

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Soft secrets of supply chain success

Abstract: Supply chain performance has improved significantly over the last five years, with average efficiency boosts of 15-20 percent.But some companies are improving much faster than others. What distinguishes the leaders from the followers?

Cited by 5 publications

References 0 publications

A unified model of supply chain agility: the work‐design perspective

A unified model of supply chain agility: the work‐design perspective

A focused supply chain strategy for luxury fashion management

An integrative approach to assess environmental and economic sustainability in multi-tier supply chains

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