Supply Chain Integration: Customer Value through Collaborative Closeness versus Operational Excellence

Morash, E A; Clinton, Steven R.

doi:10.1080/10696679.1998.11501814

Cited by 158 publications

(119 citation statements)

References 9 publications

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“…Fulfillment measures the extent to which the collaborative practice affects the ability of the chain members to satisfy consumer delivery dates (Croxton 2003;Morash and Clinton 1998;Ramdas and Spekman 2000). This includes on-time delivery (i.e., the percentage of all orders sent on or before the promised delivery date), accuracy (i.e., the percentage of correct orders), and fill rate (i.e., amount of order filled as compared to amount requested).…”

Section: Methodsmentioning

confidence: 99%

“…These items capture joint decisions on reducing demand fluctuations, developing joint forecasts, co-managing inventory requirements, ensuring on-time delivery, and improving product availability. The five items are adapted from previous researchers (Morash and Clinton 1998;Ramdas and Spekman 2000). Each item is assessed on a fivepoint format ranging from 1 (strongly disagree) to 5 (strongly agree), with a defined neutral point at 3.…”

Section: Methodsmentioning

confidence: 99%

“…The IA scale is adapted from Giunipero et al (2001) and Morash and Clinton (1998), and measured by a five-item scale assessing risks sharing associated with demand uncertainties, shared savings of lowering inventory costs, investment sharing of collaborative efforts, joint effort for increasing sales, and benefit sharing. Each item is assessed with the range from 1 (strongly disagree) to 5 (strongly agree), with a defined neutral point at 3.…”

Section: Methodsmentioning

confidence: 99%

“…The operational context integrates order generation and delivery process that can ship schedules and replenish products to the stores. Decision synchronization encourages the chain members to have a sense of belonging in which all decisions work toward a common goal of serving end customers (Lee et al 1997;Morash and Clinton 1998). This reduces the gap between delivery requirements and actual delivery, thereby improving customers' perceptions of fulfillment performance (Ramdas and Spekman 2000).…”

Section: Conceptual Modelmentioning

confidence: 99%

See 3 more Smart Citations

Managerial Views of Supply Chain Collaboration: An Empirical Study

Sridharan¹,

Simatupang

2009

GADJAH MADA INT. J. BUS.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Conceptual Modelmentioning

confidence: 99%

See 2 more Smart Citations

Managerial Views of Supply Chain Collaboration: An Empirical Study

Sridharan¹,

Simatupang

2009

GADJAH MADA INT. J. BUS.

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“…Such approaches may address several aspects, from the intra-organization integration, to inter-organization collaboration closeness and operational excellence (Morash and Clinton, 1998).…”

Section: Introductionmentioning

confidence: 99%

A Distributed Framework for Collaborative Supply Network Integration

Frayret

Cloutier

Montreuil

et al. 2001

IFIP Advances in Information and Communication Technology

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This paper presents the latest developments of the Net Man generic framework for the design and operation of distributed manufacturing and supply networks. This framework enables the implementation of specific collaborative strategies, as well as the integration of distributed business processes into a seamless value creation process. This approach, described as a collaborative integration of the business-to-business (B-to-B) interactions, allows the distributed units of a network to exchange information in a coordinatedmanner and to collaboratively plan, control and manage day-to-day operations and contingencies in a dynamic environment.

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A multidimensional analysis of supply chain integration in canadian manufacturing

Halley¹,

Beaulieu

2010

Can J Adm Sci

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Supply chain management is a key element in companies' competitiveness. We surveyed 512 Canadian manufacturers, most of which were small or medium‐sized enterprises (SMEs). Our survey was structured around four dimensions of supply change integration, namely: nesting, collaboration, financial incorporation, and distancing. In this paper we describe the use of supply chain management practices and show that their use is dependent on the nature of the business partners (i.e., upstream or downstream positioning of partnership in chain logistics of businesses studied), business field (i.e., sector of activities in which the business operates), and organizational size. Our findings suggest that supply chain practices were used more intensively with clients than with suppliers. They also show that practitioners and scholars need to qualify the concept of integration which is often used in a one‐dimensional perspective. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.

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Supply Chain Integration: Customer Value through Collaborative Closeness versus Operational Excellence

Cited by 158 publications

References 9 publications

Managerial Views of Supply Chain Collaboration: An Empirical Study

Managerial Views of Supply Chain Collaboration: An Empirical Study

A Distributed Framework for Collaborative Supply Network Integration

A multidimensional analysis of supply chain integration in canadian manufacturing

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