Supply risk management via guanxi in the Chinese business context: The buyer's perspective

Cheng, T.C.E.; Yip, F.K.; Yeung, Andy C.L.

doi:10.1016/j.ijpe.2011.03.017

Cited by 108 publications

(85 citation statements)

References 75 publications

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“…The problems identified in this study support the findings revealed in the literature (e.g., Birou & Fawcett, 1993;Klassen & Whybark, 1994;Fawcett, et al, 2008;Colicchia et al, 2010;Cheng et al, 2012;Astuti et al, 2013). Though the respondents didn't cite training in global supply chain management as a problem during the interview, one respondent stated after the interview that the problem of top management not involving procurement and supplies personnel when buying capital goods is a clear picture of the level of training and lack of recognition of procurement at the strategic level of the organisation.…”

Section: Resultssupporting

confidence: 91%

“…For this reason, companies must make quick and wise decisions at strategic and operational levels (Msimangira, 2003) regarding the procurement of goods and services globally in order to minimize the extent of procurement risks or problems. Procurement firms establish relationships networks with their key suppliers when they perceive supply risks (Cheng et al, 2012). Their study on supply risk management via relational approach in the Chinese business context reveals that improved communication and supplier trust are positively related to supplier performance (Cheng et al, 2012), Sun et al (2012) and emphasised that in order to "mitigate quality risks, supply chain members are coordinated by sharing their information" (p. 58).…”

Section: Introductionmentioning

confidence: 99%

“…Procurement firms establish relationships networks with their key suppliers when they perceive supply risks (Cheng et al, 2012). Their study on supply risk management via relational approach in the Chinese business context reveals that improved communication and supplier trust are positively related to supplier performance (Cheng et al, 2012), Sun et al (2012) and emphasised that in order to "mitigate quality risks, supply chain members are coordinated by sharing their information" (p. 58). This result supports Banomyong & Childerhouse (2010) on integration of the global supply chain.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Global Supply Chain Practices and Problems Facing Developing Countries: A Study in Tanzania

Msimangira¹,

Tesha²

2014

OSCM: An Int. Journal

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Although global supply chain is widely discussed by practitioners and academics, and the widespread international recognition of global supply chain practices and problems, little is known in the literature concerning the global supply chain problems facing developing countries. This study aims to identify key problems affecting global sourcing processes in the global supply chain, with reference to the transport sector in Tanzania. We used a case-based research approach by conducting in-depth interviews with senior procurement and supplies managers. Secondary data were collected from the companies' websites and annual reports. Also, direct observation on the companies' operations helped to make the study empirically grounded. We used cross-case analysis to analyse the data. The findings reveal that the local end component of the global supply chain in Tanzania faces many problems compared to that of developed countries; for example, key problems facing Tanzania are: the use of outdated technology in the domestic market, lack of trust, documentation problems, procurement of counterfeit products (e.g., spare parts), and lack of integrated computerised systems to link with the overseas suppliers in the global supply chain, and so on. The insights on problems and practices provide valuable information to researchers and practitioners on the challenges and opportunities in the global supply chain sourcing processes in developing countries. We provide recommendations to solve some of the global supply chain problems.

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Section: Resultssupporting

confidence: 91%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Global Supply Chain Practices and Problems Facing Developing Countries: A Study in Tanzania

Msimangira¹,

Tesha²

2014

OSCM: An Int. Journal

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“…Cross-functional integration can be beneficial for communication, interaction, information sharing and coordination between functions, leading to a collaborative and interactive forum for different functions within a firm (Cheng et al, 2012;Hirunyawipada et al, 2010;Kahn, 1996;. This collaborative environment is likely to be facilitated by the existence and accumulation of social capital (Leana and Pil, 2006;Sparrowe et al, 2001).…”

Section: Hypothesesmentioning

confidence: 99%

Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective

Horn

Scheffler

Schiele

2014

International Journal of Production Economics

119

137

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a b s t r a c tThe purpose of this study is to explore the link between integration and global sourcing success in international operations and by doing so, to clarify the ambiguous picture that prevails in the existing literature. Specifically, this quantitative study aims at identifying the role of the buying companies' internal and external integration with suppliers using a social capital lens. Data were collected from the central purchasing department of a multinational automotive OEM located in Germany. A sample of 82 purchasers was surveyed about their assessment of global sourcing projects, focusing on internal crossfunctional integration, external supplier integration and project success. The data were analyzed with structural equation modeling procedures, using SmartPLS. The findings indicate that internal integration is a precondition for external integration with suppliers, which accordingly has a strong positive influence on global sourcing success. Surprisingly, the direct relationship between internal and external integration was not significant, indicating a mediating role of social capital within this relationship. The theoretical originality lies in the use of the social capital theory and its three dimensions: cognitive, structural and relational capital for both internal and external integration, and in the connection between integration and global sourcing success. From a practical perspective, it can be recommended that managers distinguish between an internal and an external perspective. Internally, the focus should lie on the clear communication of common goals and norms, whereas externally, the definition of mutual contact points between organizations is of higher importance.

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“…Risk management is the process whether the risk is acceptable or the implementation of action to minimize the significances or the probability of occurrence of an adverse event [23] Risk management refers to strategies, methods and supporting tools to identify and control risk to an acceptable level.…”

Section: Literature Reviewmentioning

confidence: 99%

Risk Response Selection in Construction Projects

Naji

Ali

2018

CivileJournal

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Risk and its management is important for the success of the project, the risk management, which encompassed of planning, identification, analysis, and response has an important phase, which is risk response and it should not be undermined, as its success going to the projects the capability to overcome the uncertainty and thus an effective tool in project risk management, risk response used the collective information in the analysis stage and in order to take decision how to improve the possibility to complete the project within time, cost and performance. This stage work on preparing the response to the main risks and appoint the people who are responsible for each response. When it's needed risk response may be started in quantitative analysis stage and the repetition may be possible between the analysis and risk response stage. The aim of this research is to provide a methodology to make the plane for unexpected events and control uncertain situations and identify the reason for risk response failure and to respond to risk successfully by using the optimization method to select the best strategy. The methodology of this research divided into four parts, the first part main object is to find the projects whose risk response is failed, the second part includes the reasons for risk response Failure, the third part includes finding the most important risks generated from risk response that leads to increasing the cost of construction projects, the fourth part of the management system is selecting the optimal risk response strategy. An optimization model was used to select the optimal strategy to treat the risk by using Serval constraints such as the cost of the project, time of the project, Gravitational Search Algorithm and particle swarm used. The result of the risk response selection shows that The investment (contractor, bank) strategy shows a very good strategy as it saves the cost about 30%, while the Mitigate (pay for advances with interest 0. 1) Strategy show saving the cost 40% and giving land to contractors show saving the cost 40% finally the BIM strategy show saving the cost 25%. The risk response is an important part and should give a great attention and it must be used sophisticated method to select the optimal strategy, the two techniques both show high efficiency in selecting the strategy but Gravitational Search Algorithm show better performance.

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Supply risk management via guanxi in the Chinese business context: The buyer's perspective

Cited by 108 publications

References 75 publications

Global Supply Chain Practices and Problems Facing Developing Countries: A Study in Tanzania

Global Supply Chain Practices and Problems Facing Developing Countries: A Study in Tanzania

Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective

Risk Response Selection in Construction Projects

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