The Performance Outcomes of Dimensions of Supply Chain Integration: a Conceptual Framework

Afshan, Nikhat

doi:10.3846/btp.2013.34

Cited by 14 publications

(10 citation statements)

References 64 publications

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“…This current study confirms the theory or suggestions proposed by the Stevens who suggested that firms should concentrate on internal integration and extend it to their customers and suppliers (Stevens, 1989). Furthermore, the study confirms the findings of (Stank, Crum and Arango, 1999;Stank et al, 2001;Scannell, Vickery and Droge, 2000;Prajogo and Olhager, 2012;Droge, Jayaram and Vickery, 2004;Rosenweig, Roth and Dean Jr., 2003;Stank, Daugherty and Autry, 1999;Narasimhan and Kim, 2002;Dyer, Cho and Chu, 1998;Groves and Valsamakis, 1998;Jayaram and Tan, 2010;Afshan, 2013;Marquez, Bianchi and Gupta, 2004;Vaart and Donk, 2008;Vickery et al, 2003;Lee et al, 2007;Schoenrr and Swink, 2011;Fabbe-Costes and Jahre, 2008;Wang et al, 2003;Vargas et al, 2008) who had similar findings as that of this research.…”

Section: Discussionsupporting

confidence: 90%

Advertising message and negative switching barrier: effects on repurchase intention and word-of-mouth

Osei¹,

Kagnicioglu²

2018

Pressacademia

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Purpose-This study researched into the impact of supply chain integration and firm performance of food retailers in Turkey. The main purpose of this study was to identify the impact of internal and external supply chain integration on firms' business and operational performance in the food retail sector in Turkey. Methodology-Two big cities in Turkey, namely, Istanbul and Eskişehir were selected for this study due to the availability of major food retailers in these cities. Stratified sampling method was used to select respondents. In total, 216 firms were selected out of which only 208 firms responded to the questionnaire distributed. Structural Equation Model specifically Amos was used to analyse the data. Findings-The study found a positive and significant relationship between internal and external integration, and the study also found a significant and a positive relationship between internal integration and firms' operational and business performance. On the other hand, the study also found a significant and a positive relationship between external integration and firms' operational and business performance. Conclusion-Consequently, retailers in Turkey were admonished to practice and uphold supply chain collaboration with their suppliers and customers.

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Section: Discussionsupporting

confidence: 90%

Advertising message and negative switching barrier: effects on repurchase intention and word-of-mouth

Osei¹,

Kagnicioglu²

2018

Pressacademia

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“…Balanced Score Card, which is one of the models utilized for 3 non-financial performance management and consists of four constructs which are structurally connected (Zahoor & Sahaf, 2018). Balanced Score Card is considered a multidimensional and is ideal for measuring the operational performance vis-à-vis SCI, which also a multidimensional construct (Afshan, 2013). The study measures operational performance through the use of the balanced scorecard four perspectives which are adapted for the public-sector context of Kenya through the combination of various studies indicators (Aidemark, & Funck, 2009;Chatzoudes & Chatzoglou, 2011;Hong & Zhong-Hua, 2013).…”

Section: Operational Performancementioning

confidence: 99%

Supply chain integration and operational performance of Kenya’s public health sector

Mbugua

Namada

2019

IJRBS

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This research objective is to determine the effect of the Supply Chain Integration dimensions on the operational performance of the of Kenya’s public health sector level five hospitals. The results are based on close-ended questionnaires from one hundred and sixty-four respondents working in the level five health facilities supply chain selected using simple random sampling. The data collected was subjected to completeness checks, before it was cleaned, coded, and analyzed using Statistical Package for Social Scientists (SPSS) for the generation of both descriptive and inferential statistics. The results show that Supplier integration (β1, = 0.276; p value=0.000), customer integration (β2, = 0.119; p value=0.016) and internal integration (β3, = 0.232; p value=0.000) have a significant effect on operational performance. The R2was 0.429, indicating that 42.9% of the variation in operational performance is explicated by the variation of Supply chain integration dimensions. This implies that all three supply chain integration dimensions significantly influence operational performance. The study concludes that the government needs to internally integrate and embrace forward and backward integration with the customers and suppliers to leap the full benefits of an integrated health sector to accomplish the universal health care goals.

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“…Therefore, supplier self-assessment reports also include such activities as ensuring safe working conditions, the freedom of association for employees, fulfilling obligations towards employees (social, wage, working hours, health and safety) and anti-discrimination practices. The accuracy and reliability of the data contained in these reports are verified through audits of suppliers (Li et al, 2016;Afshan, 2013). During supplier audits, operational processes, such as customer service, research and development, production preparation, quality control of processes and products, packaging, storage and shipment of products are assessed.…”

Section: Supplier Evaluation Through Performance Feedback Reports and Auditsmentioning

confidence: 99%

Role of supplier evaluation criteria in risk mitigation related to purchasing process

Urbaniak

2021

Engineering Management in Production and Services

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The article aims to present the role of supplier evaluation criteria in reducing purchasing risk. Before a purchasing enterprise starts cooperating with suppliers, it set specific requirements and expectations. The fulfilment of these requirements and expectations is verified through the evaluation of suppliers. Evaluation results should indicate potential risks that may arise in the development of partnership cooperation. The article includes the results of empirical research conducted using the computer-assisted telephone interviewing (CATI) technique in medium and large manufacturing companies operating in Poland. The results of the conducted empirical research indicate that companies wishing to partner with suppliers try to limit the level of risk associated with purchases. When evaluating suppliers, manufacturers focus mainly on reducing the risk associated with the defective technical quality of products, timely deliveries, delivery flexibility, time to restore continuity of deliveries, completeness of order fulfilment and delivery documentation, as well as price competitiveness. Also, in the evaluation of suppliers, companies operating in Poland are beginning to pay attention to the reduction of negative environmental impact.

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The Performance Outcomes of Dimensions of Supply Chain Integration: a Conceptual Framework

Cited by 14 publications

References 64 publications

Advertising message and negative switching barrier: effects on repurchase intention and word-of-mouth

Advertising message and negative switching barrier: effects on repurchase intention and word-of-mouth

Supply chain integration and operational performance of Kenya’s public health sector

Role of supplier evaluation criteria in risk mitigation related to purchasing process

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