Supply Chain Management: Implementation Issues and Research Opportunities

Lambert, Douglas M.; Cooper, Martha; Pagh, Janus Dóre

doi:10.1108/09574099810805807

Cited by 1,637 publications

(1,239 citation statements)

References 15 publications

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“…Key business processes proposed by Cooper et al (1997), Lambert, Cooper and Pagh (1998) and Croxton, Garcia-Dastugue, Lambert and Rogers (2001) are:…”

Section: Stage One: Development Of the Preliminary Methodsologymentioning

confidence: 99%

“…Despite the increasing interest in SCM area, academics and practitioners still lack solid methodologies to guide and support SCM evaluation and implementation (Akkermans, Bogerd, & Doremalen, 2004;Croxton, Garcia-Dastugue, Lambert, & Rogers, 2001;Lambert, Cooper, & Pagh, 1998). Methodologies related to SCM implementation have been provided by consulting companies and are restricted in publication and use.…”

Section: Introductionmentioning

confidence: 99%

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Evaluating Supply Chain Management: A Methodology Based on a Theoretical Model

et al. 2015

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ResumoApesar do crescente interesse quanto à Gestão da Cadeia de Suprimentos (GCS) por parte de pesquisadores e profissionais, ainda há uma lacuna na literatura no que tange às metodologias que orientam e apoiam a avaliação da GCS. As metodologias mais desenvolvidas foram fornecidas por empresas de consultoria e apresentam restrições para publicação e uso. Neste trabalho, é proposta uma metodologia para avaliar o grau de adesão das empresas a partir de um modelo conceitual de GCS. A metodologia é baseada na contribuição original de Cooper, Lambert e Pagh e envolve a análise de 11 eixos referenciais que foram estabelecidos por meio de processos-chave de negócios. A aplicabilidade do modelo proposto foi analisada a partir dos resultados de entrevistas com acadêmicos e profissionais, bem como em relação a um estudo de caso desenvolvido em três empresas focais e suas cadeias. Em termos gerais, a metodologia pode ser considerada como um instrumento de diagnóstico que permite às empresas avaliarem a maturidade de suas práticas em GCS. Por meio dessa gestão, as empresas podem identificar e implementar ações para melhorar o grau de aderência ao modelo de referência e usufruir dos benefícios atribuídos à GCS.Palavras-chave: gestão da cadeia de suprimentos; processos dos negócios; iniciativas e práticas de GCS. AbstractDespite the increasing interest in supply chain management (SCM) by researchers and practitioners, there is still a lack of academic literature concerning topics such as methodologies to guide and support SCM evaluation. Most developed methodologies have been provided by consulting companies and are restricted in their publication and use. This article presents a methodology for evaluating companies' degree of adherence to a SCM conceptual model. The methodology is based on Cooper, Lambert and Pagh's original contribution and involves analysis of eleven referential axes established from key business processes, horizontal structures, and initiatives & practices. We analyze the applicability of the proposed model based on findings from interviews with experts -academics and practitioners -as well as from case studies of three focal firms and their supply chains. In general terms, the methodology can be considered a diagnostic instrument that allows companies to evaluate their maturity regarding SCM practices. From this diagnosis, firms can identify and implement activities to improve degree of adherence to the reference model and achieve SCM benefits. The methodology aims to contribute to SCM theory development. It is an initial, but structured, reference for translating a theoretical approach into practical aspects.

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“…Key business processes proposed by Cooper et al (1997), Lambert, Cooper and Pagh (1998) and Croxton, Garcia-Dastugue, Lambert and Rogers (2001) are:…”

Section: Stage One: Development Of the Preliminary Methodsologymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Evaluating Supply Chain Management: A Methodology Based on a Theoretical Model

et al. 2015

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“…Ultimately, the central aim of inter-organisational vertical networks is to increase the chances of firm survival, the performance of individual actors, and their ability to create value for their customers (Lambert, Cooper, and Pagh 1998;Frohlich and Westbrook 2001;Mentzer et al 2001). Researchers have shown the necessity of considering up-and downstream flows as well as improving relationships in such vertical networks.…”

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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“…The SCM is certainly an effective means for acquiring a competitive advantage internationally (Evans et al, 1996), so that it has been defined as the 'integration of business processes by final users to original suppliers that provides products, services and information and adds value to the consumer' (Lambert et. al., 1998).…”

Section: The Drivers Of the Global Supply Chain Designmentioning

confidence: 99%