The governance of inter-organisational relationships during different supply chain maturity phases

Abstract

Supply chains and inter-organisational relationships have increased in popularity in recent years and supply chain management has received a vast amount of academic attention. The objective of this paper is to explore the implementation of supply chain management and, in particular, the changing phases of a supply chain as it moves towards maturity. We employ the minimal structure framework of van der Meer-Kooistra and Scapens ["The governance of lateral relations between and within organisations", Management Accounting Research, 2008] to analyse the governance of a supply chain as it moves through the various phases. Drawing on the findings from a case study in an aero-manufacturing company, we explore how the minimal structures emerge and evolve as the supply chain matures.

Big data analytics in logistics and supply chain management: Certain investigations for research and applications

“…The majority of maturity frameworks and models in the field of supply chain management aim at examining and explaining the processes through which supply chains improve their effectiveness (e.g. Lockamy & McCormack, 2004;McCormack et al, 2008;Mortensen et al 2008;Gupta & Handfield, 2011;Varoutsa & Scapens, 2015). Recently, the impact of ERP systems on supply chain maturity using big data has also been studied, but only by using big data (Huang & Handfield, 2015).…”

“…Recently, the impact of ERP systems on supply chain maturity using big data has also been studied, but only by using big data (Huang & Handfield, 2015). However, there are calls for future research especially with regards to those mechanisms that enable a supply chain to move towards various phases of maturity (Huang & Handfield, 2015;Varoutsa & Scapens, 2015). Our proposed maturity framework does not focus on supply chain effectiveness per se, but extends existing LSCM maturity models and frameworks in that it focuses on SCA maturity that is important for both LSCM strategy and operations and relates the level of use of SCA to the achievement of different supply chain goals.…”

Sustainable Collaborative Governance in Supply Chain

“…Furthermore, some researchers have proposed a few frameworks or models from dynamic or evolutionary perspectives, such as Contingency Framework, Three-stage process model, SCMM [50][51][52][53][54]. Undoubtedly, these frameworks or models made significant contributions to improve the supply chain's operation in some specific context.…”

“…Although decision-makers enhanced their contingent response abilities by identifying the environmental driving forces and internal resisting force, the framework did not sketch in detail the strategic development process nor provide specific mechanisms for the governance of the contingent network. In contrast, both Three-stage process model [54] and SCMM [50][51][52] detailed the development process of the supply chain. The Three Stage process model divided the supply chain development process into unfreeze, transformational, and steady states, which largely adopted Kurt Lewin's three stage change model [55], while SCMM categorized the supply chain into four phases: the autonomous phase, the serial dependence phase, the reciprocal dependence phase, and the mutual dependence phase.…”

“…Built upon this theoretical foundation, our theorizing of Sustainable Collaborative Governance Framework starts from a recognition of the previous classification schemes researchers have developed on the lifecycle of a supply chain [50][51][52][53]. Especially, Tuckman's process model on small group development [53] provided some insightful observations on the development of a network of agents in a group setting that will go through "storming", "norming", and "performing" stages.…”