Supply chain orientation in SMEs as an attitudinal construct

Schulze-Ehlers, Birgit; Steffen, Nina; Busch, Gesa; Spiller, Achim

doi:10.1108/scm-07-2013-0241

Cited by 34 publications

(27 citation statements)

References 78 publications

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“…SCO was defined by Hult et al (2008) cited in [33] as "the extent to which there is predisposition among chain members towards viewing the supply chain as an integrated entity." [32], tried to establish a general framework for SCO while [31], discussed the role of marketing as supportive functions to the creation of SCO among all supply chain actors. All of them noted the importance of SCO as an internal readiness by firms in the supply chain to pursue a systems approach of observing the supply chain as holistically and end customer-centered unit with integration of intra-firm strategic competences and strategies.…”

Section: Discussionmentioning

confidence: 99%

Characterizing Milk Supply and Marketing Chains and Losses in Wolmera and Ejere Districts of Ethiopia

Amentae¹,

Gebresenbet²,

Ljungberg³

2015

JSSM

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This study was made with the purposes of characterizing milk supply and marketing chains, postproduction losses of milk, and evaluating the potential of supply chain management approach to reduce milk losses in Ethiopia. Primary data were collected by semi-structured survey questionnaire and interview of key informants. The collected data were analyzed using SPSS and Microsoft Excel sheets. Mapping, characterizations, and descriptive statistics were used to analyze the collected data. Both quantitative and qualitative-narrative methods were used in analysis. The finding revealed that farmers, cooperatives/unions, traders, and catering institutions were the major chain actors in milk chain in the study area. With 73% of milk sold by farmers passing through cooperatives/unions to the next chain actors, cooperatives/unions were the focal firms in this supply chain. Production was characterized by smallholders with few numbers of cows and low productivity of milk per cow per day. Cow breed and lack of access to credit were identified as critical resource and the most constraint that hinder production improvement. Marketing relationships among the chain actors were characterized as lacking long-term market orientation and were mostly on the spot and transaction based. The assessment on the enabling environment indicated further need of support from governmental and non-governmental stakeholders to build the capacity of chain actors, particularly the farmers. The study indicated existence of significant amount of milk losses in the milk chain. With 39% of the total losses happening at cooperatives/ union stage, cooperatives/unions were identified as loss hotspot point in the chain. Poor milk handling practice at the collection points, lack of immediate acceptors, milk carrying tools used, means of transport used, and ineffective communication with other partner in the chain were identified in order of severity as important problems causing milk losses in the study area. Based on the study results and review of others' work in similar contexts, this study argued for SCM to be part of solution in improving this dairy chain. The study showed cases where effectively imple-* Corresponding author. T. K. Amentae et al. 824 mented SCM approach converted dairy chains from chains characterized by dismantled, high conflicts of interests among the chain actors, and high losses of food in the chain to chains with mutual interest trying to maximize the profit to the whole chain actors. Integrated and collective actions by all chain actors aiming at reducing costs, improving quality, and minimizing food losses in the chain were central to these efforts. Therefore, SCM approach needs to be part of the solution in increasing profitability and reducing milk losses in Ethiopia in general and in the study area in particular. However, the needs for detailed further study, some of which are recommended by this study, are worthwhile.

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Section: Discussionmentioning

confidence: 99%

Characterizing Milk Supply and Marketing Chains and Losses in Wolmera and Ejere Districts of Ethiopia

Amentae¹,

Gebresenbet²,

Ljungberg³

2015

JSSM

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“…Nevertheless, micro-, small-and medium-sized enterprises (SME) have started engaging in coopetition to maximize their profit rate. For example, in Germany, 279 rivals in the dairy industry have already established a formal inter-firm collaboration understanding that the coopetition-based business model could lead to raising gains [35].…”

Section: Methodsmentioning

confidence: 99%

A Hungarian and Ukrainian Competitors’ Network: A Spatial Network Analysis Perspective

Jóna

2018

Urban Science

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In this paper, the spatial dimensions of a transboundary, coopetitive (coopetition: cooperation of rivals) network, established by restaurant owners, are scrutinized empirically by applying advanced toolkits of spatial network analysis (SpNA). The paper emphasizes that the coopetitive network has geographical extensions, and on the other hand, interactions between vertices generate network space. The new type of economic network could thus be analyzed by SpNA to understand the spatial characteristics of a rivals’ network at transboundary level. The paper may be referred to as cutting-edge research, because on one hand, it dissects a new type of economic network (coopetitive networks) and on the other hand, a new method is utilized (SpNA) to study the geographical parameters of inter-firm relationships. This approach emerges as a novel method. As a result, the paper provides significant, fruitful and new findings in both network science and urban economics as well. By employing metrics of SpNA, the main spatial traits of the coopetitive network can be mapped, such as the circumference, spatial structure, diameter, spatial density, spatial small world phenomenon, and global connectivity of the network. The results show that the coopetitive network possesses hub-and spoke spatial framework, in which the hub is localized far from the cluster of players. Moreover, the coopetitive interaction does not require face-to-face nexus, because the focal firm communicates with them via IT devices. The coopetitive activities contribute significantly to the urban economic growth. The main agent (the hub) ought to be supported by the regional development policy at the local and inter-urban geographical scale as well.

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“…Others have been forced into subcontractor roles with diminished managerial influence on production goals and activities. This power asymmetry, combined with low-quality business relationships, can lead to suboptimization of resources and a reduced capacity to identify and satisfy consumer needs (Benton and Maloni 2005;Schulze-Ehlers et al 2014). Furthermore, some larger companies in higher positions in the food value chain may not share smaller companies' interest in social and environmentally sustainable innovation.…”

Section: The Case Of Swedenmentioning

confidence: 99%

“…In recent times, small agri-companies have often been reduced to a subcontractor role without any real influence (Ulvenblad et al 2016). It is known that power asymmetry combined with low-quality business relationships can lead to suboptimization and a reduced ability to identify and meet end-consumer needs (Benton and Maloni 2005;Schulze-Ehlers et al 2014). Large companies mainly look for standardized products that suppliers produced at low cost, and innovations developed by smaller companies along the food chain making products better but different can be difficult to integrate into big companies' business plans and delivery systems.…”

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confidence: 99%

Development of Sustainable Business Models for Innovation in the Swedish Agri-sector: Resource-Effective Producer or Stewardship-Based Entrepreneur?

Ulvenblad

2020

The Innovation Revolution in Agriculture

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This chapter focuses on the development of sustainable business models for innovation in the Swedish agri-sector. This is important for several reasons. Many of society’s challenges are linked to social, environmental and economic aspects of agriculture, and numerous agri-companies have been reduced to subcontractors with little influence, and are struggling with low profitability. Previous research regarding agri-companies have mainly focused on production and cost-efficiency aspects. Research regarding sustainable innovation and sustainable business models in the agri-sector is limited to date. To fill in this gap, the aim of this chapter is to illustrate and analyse how Swedish agri-companies develop sustainable business models. An integrated theoretical framework combining research regarding sustainability-oriented innovation and sustainable business model archetypes has been developed in order to collect and analyse the eight agri-companies in the study. Swedish agri-companies focus not only on optimization but also on their organizational transformation and systems building when developing sustainable innovation. They have developed diversified business models. A common, important factor is to adopt stewardship roles. Further, the value intention of agri-entrepreneurs is a relevant factor when developing sustainable business models.

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Supply chain orientation in SMEs as an attitudinal construct

Cited by 34 publications

References 78 publications

Characterizing Milk Supply and Marketing Chains and Losses in Wolmera and Ejere Districts of Ethiopia

Characterizing Milk Supply and Marketing Chains and Losses in Wolmera and Ejere Districts of Ethiopia

A Hungarian and Ukrainian Competitors’ Network: A Spatial Network Analysis Perspective

Development of Sustainable Business Models for Innovation in the Swedish Agri-sector: Resource-Effective Producer or Stewardship-Based Entrepreneur?

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