The strategic alignment between supply chain process management maturity model and competitive strategy

Abstract

PurposeThis paper aims to propose a conceptual framework to integrate a maturity model to the supply chain (SC) strategy, in order to understand how a maturity model can be useful in diagnosing and developing the capabilities of SC business processes (BPs) to meet SC's strategy.Design/methodology/approachThe proposed framework was based on an SC strategy framework, in which a maturity model was added in order to diagnose and identify SC process capabilities that need to be developed, per maturity level, according to the type of SC strategy and the competitive strategy. A grid was proposed to analyze the relationship between them. An exploratory case study (multiple cases) was applied to verify the applicability of the model.FindingsFindings indicate that a maturity model can delimit and align, as far as the company needs to reach, the SC strategic interests with the company's competitive objectives. However, some barriers and facilitating factors implicit can impact on this alignment. It is also noted that the maximum level of SC management (SCM) maturity may not be in the strategic interest of the company.Originality/valueDue to the few empirical studies on the value of maturity models, this research contributes to the understanding of the usefulness of an SC process maturity model for the SC strategy. Moreover, the framework can show how a maturity model can serve as a parameter and guide to develop the capabilities of processes, resources and activities to meet the SC strategy and the reach of the competitive strategy.

Productivity development enablers in the infrastructure sector: capability maturity model integration approach

“…The characteristics for productivity development capability maturities are (applied from Thomas and Saleeshya, 2021, Facchini et al. , 2020; Santos, 2021; Wei et al. , 2019, Donellan et al.…”

“…Maturity models offer a framework for maturity assessment. Maturity models are management tools that can be used especially for assessing strengths and weaknesses of capabilities, derive prioritization and roadmaps for improvements and evaluating and supporting the development of capabilities and processes (Stoiber et al, 2023;Santos et al, 2021;Wendler, 2012;Poeppelbuss, 2011;de Bruin et al, 2005). This paper adapts the CMMI to examine and identify the enablers of improving productivity.…”

“…Maturity models are management tools that can be used especially for assessing strengths and weaknesses of capabilities, derive prioritization and roadmaps for improvements and evaluating and supporting the development of capabilities and processes (Stoiber et al. , 2023; Santos et al. , 2021; Wendler, 2012; Poeppelbuss, 2011; de Bruin et al.…”

Evaluation of competition strategies applied in logistics management during the pandemic process: A research on logistics companies in Istanbul

“…As a result, they determined that logistics systems have traditionally been designed to minimize costs and that businesses should balance different competitive strategies to evaluate multiple competing priorities, such as cost and service quality in logistics systems. Dos Santos et al (2021) aimed to propose a conceptual framework for integrating a maturity model developed in their study into supply chain (SC) strategy. The results show that a maturity model can be a parameter and guide for improving the capabilities of processes, resources, and activities to meet the RS strategy and the reach of the competitive strategy.…”

Maturity model of building maintenance management for New Zealand’s state schools

“…Later, (Gimenez, Labaka, & Hernantes, 2017) established a maturity model that captures the involvement of stakeholders in order to develop a path for the evolution of the city resilience building process. Most recently, Santos, Mota, and Alencar (2021) also introduced a maturity model for the supply chain strategy in order to improve the capabilities of the supply chain management process. `…”