Supplier integration strategy for lean manufacturing adoption in electronic‐enabled supply chains

Abstract

Access to this document was granted through an Emerald subscription provided by 304077 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this study is to formulate supplier integration strategy with the aim to eliminate Ohno's manufacturing wastes and empirically examines its influence on lean manufacturing adoption in electronic-enabled manufacturing supply chains (EMSC). Design/methodology/approach -The proposed theoretical model is tested with the survey data obtained from 558 manufacturers in 17 countries which is stratified into two groups of small/large firms for measuring the significance of measurements. Findings -The influential factors comprising the supplier integration strategy, i.e. information sharing, e-business systems and policy-based supplier selection, have positive influence on the long-term lean manufacturing adoption in small-and medium-sized firms. Besides, the results reveal that manufacturers may commit ongoing use of lean manufacturing only if it has been using regularly.Research limitations/implications -The study is conducted from the stand point of a manufacturing firm. Hence, the constructs are not appropriate for distributors and retailers. Besides, the concepts measured in the study can only be generalized to small-and medium-sized firms. Practical implications -Implementing supply strategy in practice requires the collaboration of manufacturers and suppliers, and manufacturers are in better position to select the suppliers in favor to the implementation of lean manufacturing in EMSC. Also, small manufacturers tend to adopt lean manufacturing along with relevant supplier integration tactics due to having less complex organizational structure. Originality/value -There is a scarcity of papers that study the impact of supplier integration on lean manufacturing through combining practitioner's lean implementation methodology and academia's decision theory. This paper is beneficial to manufacturers who intend to revise their e-supply strategy in coping with sustainable imitative in recessionary time.

Lean implementation within SMEs: a literature review

“…For example, Ormsby et al (1994) initially indicate that to successfully implement JIT, small firms are encouraged to foster a cooperative environment among supply chain members. So and Sun (2010) demonstrate the regular use of Lean in SMEs is positively influenced by supplier integration strategies, such as information sharing and the use of e-business. Timans et al (2012) also emphasise the importance of integrating customers and collaborating with supply chain members.…”

Performance management practices in lean manufacturing organizations: a systematic review of research evidence

“…The research into the way performance information is structured, integrated, and controlled in the organisation has described a wide spectrum of practices employed within LMOs and in their supply chains (Cagliano, Caniato, and Spina 2006;Adamides et al 2008;So and Sun 2010). Some of the practices resulted from the application of Womack and Jones' (1996) fundamental principles to information management.…”

The use of ICT in road freight transport for CO2reduction – an exploratory study of UK’s grocery retail industry

“…The use of internetbased applications, e.g. electronic marketplaces, to identify backhaul opportunities is also gaining popularity (Wang et al, 2011;So and Sun, 2010). Evangelista and Sweeney (2006) undertook a research project to investigate the role of ICT in the operations of logistics service providers.…”