Supply chain integration framework using literature review

Alfalla-Luque, Rafaela; Medina‐López, Carmen; Dey, Prasanta Kumar

doi:10.1080/09537287.2012.666870

Cited by 139 publications

(134 citation statements)

References 93 publications

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“…Integration with suppliers has been defined as a mechanism for supporting collaborative intra-business processes with suppliers for managing the strategic, tactical, and operational levels of business [14]. The previous literature emphasized the importance and benefits of integration with suppliers to SCM performance.…”

Section: Integration With Suppliersmentioning

confidence: 99%

Implementing Environmental Practices for Accomplishing Sustainable Green Supply Chain Management

Kim

Chai

2017

Sustainability

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Abstract:With the emergence of environmental protection as a global issue, implementing environmental practices for sustaining green supply chain management (GSCM) has received a lot of attention. This study investigates the impact of integration with suppliers and supply disruption risk on environmental practices. It also examines the role of supplier integration and supply disruption risk on performance. Finally, it investigates the relationship between environmental practices and performance in order to sustain green supply chains. Based on 272 survey responses from supply and purchase managers, our research results support the positive impact of integration with suppliers and the negative impact of supply disruption risk on the adoption of environmental practices. Furthermore, they provide empirical evidence that environmental practices and integration with suppliers are positively associated with performance, while supply disruption risk is negatively associated with performance. This study identifies antecedents and establishes a research framework of GSCM. More importantly, it provides meaningful insights to managers regarding the implementation of environmental practices related to other supply chain practices for sustaining green supply chains.

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Section: Integration With Suppliersmentioning

confidence: 99%

Implementing Environmental Practices for Accomplishing Sustainable Green Supply Chain Management

Kim

Chai

2017

Sustainability

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“…Following Thompson's (1967) idea of long-linked technology, supply chains also represent vertical networks of independent organisations (Håkansson and Ford 2002;Brass et al 2004;Choi and Wu 2009). By being part of such networks, organisations -and those representing them -aim to maximise efficiencies and synergies, build competencies and acquire resources that they could not acquire on their own (Chetty and Wilson 2003;Håkansson and Persson 2004;Esper and Defee 2010;Boute, Van Dierdonck, and Vereecke 2011;Alfalla-Luque, Medina-Lopez, and Dey 2013;Alfalla-Luque, Medina-Lopez, and Schrage 2013). According to Simchi-Levi, Kaminsky, and Simchi-Levi (2008), companies that integrate their business processes with suppliers and customers are better able to produce and distribute their products by lowering their system costs while satisfying service-level requirements.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Internal SCM resources comprise human and financial resources as well as 'soft factors' such as mutual organisational understanding, trust and commitment (Mentzer et al 2001;Olhager 2002;Hsuan Mikkola and Skjøtt-Larsen 2004;Yeung et al 2009), whereas joint SCM resources refer to long-term relationships, shared visions and goals, shared control systems, joint project groups, trust, information sharing about forecasts and inventory status, product development, leadership, organisational culture, mutual dependency, and profit and risk sharing (Bechtel and Jayaram 1997;Cooper, Lambert, and Pagh 1997;Fawcett and Magnan 2001;Mentzer et al 2001;Droge, Jayaram, and Vickery 2004;Cousins and Menguc 2006;Das 2006;Cigolini and Rossi 2008;Palomero and Chalmeta 2012;Alfalla-Luque, Medina-Lopez, and Dey 2013;Dey and Cheffi 2013). Kotzab et al (2011) argue that the putting in place of internal resources -which they label conditions -is a prerequisite for the existence of joint resources.…”

Section: Conceptual Modelmentioning

confidence: 99%

Supply chain management resources, capabilities and execution

Kotzab

Teller

Grant

et al. 2014

Production Planning & Control

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This paper identifies inter-and intra-organisational management resources that determine the level of execution of inter-firm alliance supply chain management (SCM). By drawing on network and resource-based view theories, a conceptual model proposes the effects of SCM resources and capabilities as influencing factors on SCM execution. The model was tested using survey data from studies conducted in two European supply chain environments. Variance-based structural equation modelling confirmed the hypothesised hierarchical order of three proposed antecedents: internal SCM resources affect joint SCM resources, which in turn influence collaborative SCMrelated processes and finally SCM execution. An importance-performance analysis for both settings shows that providing and investing in internal SCM resources should be a priority when aiming to increase SCM execution. The theoretical contribution of this paper lies in confirming that the improvement of SCM execution follows a clear pathway featuring internal supply chain resources as one of the main drivers. The practical implications of this research include the development of a prioritisation list of measures that elevate SCM execution in the two country settings.

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“…But it is also a concept whose definition and whose operationalization are still up for debate. There is no consensus as to which components to include, nor how to measure them (Roth, Schroeder, Huang & Kristal, 2008;Zhu, Sarkis & Lai, 2008;Li, Rao, Ragu-Nathan & RaguNathan, 2005;, Alfalla-Luque, Medina-Lopez & Dey, 2012. In fact, in research carried out so far, it is common to be confronted with a variety of proposals and this means that demonstrating the effects of supply chain integration on the performance of companies is inconclusive giving contradictory results (Zhao et al, 2011;Chang et al, 2007;.…”

Section: Introductionmentioning

confidence: 99%

Supply chain integration scales validation and benchmark values

Marín-García

Alfalla-Luque

Medina‐López

2013

JIEM

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Abstract:Purpose: The clarification of the constructs of the supply chain integration (clients, suppliers, external and internal), the creation of a measurement instrument based on a list of items taken from earlier papers, the validation of these scales and a preliminary benchmark to interpret the scales by percentiles based on a set of control variables (size of the plant, country, sector and degree of vertical integration).Design/methodology/approach: Our empirical analysis is based on the HPM project database (2005-2007 timeframe). The international sample is made up of 266 plants across ten countries: Austria, Canada, Finland, Germany, Italy, Japan, Korea, Spain, Sweden and the USA. In each country. We analized the descriptive statistics, internal consistency testing to purify the items (inter-item correlations, Cronbach's alpha, squared multiple correlation, corrected item-total correlation), exploratory factor analysis, and finally, a confirmatory factor analysis to check the convergent and discriminant validity of the scales. The analyses will be done with the SPSS and EQS programme using the maximum likelihood parameter estimation method. Findings:The four proposed scales show excellent psychometric properties.Research limitations/implications: with a clearer and more concise designation of the supply chain integration measurement scales more reliable and accurate data could be taken to analyse the relations between these constructs with other variables of interest to the academic l fields.-423-Journal of Industrial Engineering and Management -http://dx.doi.org/10.3926/jiem.517Practical implications: providing scales that are valid as a diagnostic tool for best practices, as well as providing a benchmark with which to compare the score for each individual plant against a collection of industrial companies from the machinery, electronics and transportation sectors.Originality/value: supply chain integration may be a major factor in explaining the performance of companies. The results are nevertheless inconclusive, the vast range of results obtained are due, amongst other things, to the fact that there is no exactness to the group of scales used, noone has yet published an analysis of the measurement models nor clear benchmarks as to the variety of the scales used.

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Supply chain integration framework using literature review

Cited by 139 publications

References 93 publications

Implementing Environmental Practices for Accomplishing Sustainable Green Supply Chain Management

Implementing Environmental Practices for Accomplishing Sustainable Green Supply Chain Management

Supply chain management resources, capabilities and execution

Supply chain integration scales validation and benchmark values

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