The Effect of E-Supply Chain Management Systems in the North American Electronic Manufacturing Services Industry

Valverde, Raul; Saadé, Raafat George

doi:10.4067/s0718-18762015000100007

Cited by 26 publications

(17 citation statements)

References 17 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The standard deviation is a measure of how far in terms or units are all the responses located on both sides of the mean. The lower the standard deviation is, the closer to the mean the respondents' scores are, and thus, the answers are more consistent among the respondents for a certain position (Valverde and Saadé, 2015). Devellis (1991) and Hinkin (1995) define reliability as an indicator for measuring the homogeneity of the scale items in the same construct.…”

Section: Data Analysis Methodsmentioning

confidence: 99%

Procurement 4.0: factors influencing the digitisation of procurement and supply chains

Bienhaus

Haddud

2018

BPMJ

327

243

View full text Add to dashboard Cite

Purpose While digitisation is a key driver of the fourth industrial revolution (Industry 4.0); organisations have different approaches to deal with this topic to get a clearer picture of the opportunities and challenges concerning the digital transformation. The purpose of this paper is to identify the impact of digitisation on procurement and its role within the area of supply chain management. The research will also explore potential barriers to digitising procurement and supply chains and ways to overcome them. Finally, the significance of potential enabling technologies to the digitisation will also be examined. Design/methodology/approach A quantitative approached utilising an online survey was used to collect the primary data for this study. Data were collected from 414 participants directly involved with procurement or related business functions and work for different organisations in different industries. The survey included eight items about the impact of digitisation on organisational performance in the area of procurement and supply chains; ten items related to key barriers to digitisation of organisations and ways to overcome them; and seven items about enabling technologies to leverage procurement procedures and processes digitisation. All of these items utilised the Likert five-point level of agreement scale. Findings The findings indicate that digitisation of procurement process can yield several benefits including: supporting daily business and administrative tasks, supporting complex decision-making processes, procurement will become more focussed on strategic decisions and activities, procurement will become a strategic interface to support organisational efficiency, effectiveness, and profitability, and supporting the creation of new business models, products, and services. The authors were also able to confirm that there are barriers to digitising procurement process and supply chains and such barriers found in existing procedures, processes, capacities, and capabilities. Finally, the significance of a number of enabling technologies to the digitisation process was revealed. Originality/value To the best of the authors’ knowledge, this is the first study of its kind with participants located world-wide. Industry 4.0 as a topic had been explored within different business areas and functions but very limited research specifically explored potential impact, barriers, and enabling technologies of procurement 4.0. The results can be beneficial for organisations already implemented Industry 4.0 or planning to do so. The study can also benefit academic scholars interested in the researched topic, business professionals, organisations within different sectors, and any other party interested in understanding more the concept of procurement 4.0.

show abstract

Section: Data Analysis Methodsmentioning

confidence: 99%

Procurement 4.0: factors influencing the digitisation of procurement and supply chains

Bienhaus

Haddud

2018

BPMJ

327

243

View full text Add to dashboard Cite

show abstract

“…After the e-commerce platform appeared as the third service provider, He, Xiong, and Lin (2016) evaluated the effect of the governmental e-commerce tax on carbon emissions [19]; Guo, Wang, and Fan et al (2017) proposed a logistics network model that could be applied to the low-carbon environment, and provided a reference for the design of a forward and reverse logistics network of fresh food e-commerce enterprises [20]. Within e-supply chain practice, Valverde and Saadé (2015) took the North American electronic manufacturing industry as an example to stress the strength of the e-supply chain in improving efficiency and revenue [21]; Cagliano, Marco, and Rafele (2017) studied mobile services for supply chain management in the electronic grocery sector [22]; Kiselicki, Josimovski, and Joncheski (2014) summarized the obvious weak spots in the traditional supply chain that could be solved by the e-supply chain, and helped minor enterprises design functions such as e-commerce, e-procurement, and e-collaboration in the e-supply chain [23]. Piera, Roberto, and Giuseppe et al…”

Section: E-supply Chainmentioning

confidence: 99%

Decision and Coordination in a Low-Carbon E-Supply Chain Considering the Manufacturer’s Carbon Emission Reduction Behavior

Han

Wang

2018

Sustainability

View full text Add to dashboard Cite

At present, online shopping is becoming increasingly popular. In particular, low-carbon products are becoming more favored as consumers' low-carbon awareness increases. Manufacturers sell their low-carbon products through e-commerce platforms. Thus, the manufacturer and the e-commerce platform form a low-carbon e-supply chain system. The manufacturer makes products with carbon emission reduction efforts, while the e-commerce platform provides a sales service. In this paper, we described models for a decentralized decision mode and a centralized decision mode in the low-carbon e-supply chain, and compare the decision results. Our findings show that the centralized decision mode has a better performance than the decentralized one, the ability of the e-supply chain to respond to consumers' preference for a low-carbon product has a direct effect on its operation, and the manufacturer's carbon emission reduction behavior will be a potential source for enterprises to gain more revenue. Further, we designed a coordination contract for them that can be accepted by both sides in the decentralized decision mode. We find that if the e-commerce platform can share the carbon emission reduction costs of the manufacturer, the performance of the e-supply chain will be greatly improved. A practical case study and numerical examples validate our analysis.

show abstract

“…Lu and Liu compared single-and dualchannel systems in a two-echelon supply chain, aiming at helping manufacturers decide whether or not to open an echannel [24]. According to Raul and Raafat, the fact that e-supply chain management has advantages in improving efficiency and increasing profits was indicated by an example: the electronics manufacturing industry in North America [25]. Siddiqui and Raza investigated the state of e-supply chains research with a five-dimensional framework, finding that innovation, adoption, and barriers received significant attention in the earlier period, while in the latter period, the focus shifted to issues involving integration and collaboration [26].…”

Section: Development Of E-supply Chainmentioning

confidence: 99%

Different Dominant Models and Fairness Concern of E‐Supply Chain

Wang

Shen

et al. 2018

Complexity

View full text Add to dashboard Cite

In this study, we examine the impact of the dominant enterprise’s fairness concern on decisions in e-supply chains. Considering that the network platform’s service level obviously influences product sales, an e-supply chain consisting of a single manufacturer and a single network platform is constructed. In this setting, four models of whether fairness concern is considered by the different dominant parties are investigated, and optimal decisions of the four models are compared and analyzed to study the impact of fairness concern. The findings show that when fairness concern is not taken into account, the profits when enterprises are dominating system are higher than when they are not dominating system. When fairness concern is considered, the dominant enterprise’s fairness concern is beneficial to increase the subordinate enterprise’s profit, but it will reduce its profit. And when the network platform dominates system and considers fairness concern, the sales price and the service level are the highest, indicating that consumers can get an enjoyable shopping experience. To sales price, it is negatively correlated with the fairness concern coefficient if manufacturer dominates the system, while it is positively correlated with the fairness concern coefficient if network platform dominates the system. Regardless of who has the fairness concern, fairness concern can improve the service level and increase consumer stickiness.

show abstract

The Effect of E-Supply Chain Management Systems in the North American Electronic Manufacturing Services Industry

Abstract: This paper is available online at www.jtaer.com DOI: 10.4067/S0718-1876201500010000

Cited by 26 publications

References 17 publications

Procurement 4.0: factors influencing the digitisation of procurement and supply chains

Procurement 4.0: factors influencing the digitisation of procurement and supply chains

Decision and Coordination in a Low-Carbon E-Supply Chain Considering the Manufacturer’s Carbon Emission Reduction Behavior

Different Dominant Models and Fairness Concern of E‐Supply Chain

Contact Info

Product

Resources

About