Triple‐A supply chain performance

Abstract

PurposeIn 2004 Lee proposed that successful supply chains must be agile, adaptable, and aligned and described those chains as “Triple‐A” supply chains. The purpose of this paper is to theorize a Triple‐A supply chain performance model that incorporates Triple‐A supply chain status as antecedent to supply chain performance and supply chain performance as antecedent to organizational performance.Design/methodology/approachUsing data from a national sample of 132 supply chain professionals collected in partnership with APICS, the authors develop scales based on descriptive items listed by Lee for the Triple‐A supply chain strategy dimensions of agility, adaptability, and alignment and assess the complete model using a structural equation methodology.FindingsResults indicate that Triple‐A supply chain strategy positively impacts supply chain performance and that, in turn, supply chain performance positively impacts organizational performance. Supply chain performance is more strongly related to the marketing performance than to the financial performance of the organization. Additionally, marketing performance positively impacts financial performance.Research limitations/implicationsThe major limitation is that only one person in each organization was surveyed with regards to both organizational and supply chain performance. Future research can be aimed at multiple respondents per organization.Practical implicationsBased on the results of this study, the authors argue that organizational success depends on the agility, adaptability, and alignment of supply chains.Originality/valueThis is the first research which has empirically tested Lee's suggestions; his propositions were based on his extensive supply chain research and experience and reported in the Harvard Business Review. The paper's findings are valuable to both practitioners and academic researchers.

Information Technology, Mutual Trust, Flexibility, Agility, Adaptability: Understanding Their Linkages and Impact on Humanitarian Supply Chain Management Performance

“…The findings of L'Hermitte, Bowles, Tatham, and Brooks (2015) and Oloruntoba and Kov acs (2015) are also validated, that is, agility positively influences the performance of HSC. The results of this study validate the results of other researchers (Blome, Schoenherr, & Eckstein, 2014;Gligor, Holcomb, & Stank, 2013;Whitten et al, 2012). The factor loadings for each item of HSC agility suggest that the ability to work together and develop joint plans to enhance information transfer are important dimensions.…”

“…Lee (2004) describes adaptability as the ability to "adjust the supply chain's design to meet structural shifts in markets and modify the supply network (to reflect changes) in strategies, technologies and products." Past studies have demonstrated the importance of adaptability in improving the supply chain performance (Lee, 2004;Whitten, Green, & Zelbst, 2012). Richey et al (2006) demonstrated that in today's dynamic environment, the SC members should focus on adaptability in order to work more efficiently (Stevenson & Spring, 2007).…”

The Agility, Adaptability, and Alignment as the Determinants of the Sustainable Humanitarian Supply Chain Design

“…It can be said that the objectives of SHSCs revolve around the concepts of agility, adaptability, and Alignment. This concept was named as "Triple-A Supply whereas (Dwayne Whitten et al, 2012) provided empirical evidence to prove it. Despite the efforts of Whitten, Green, and Zelbst the concept of Triple-A supply chain has not been fully developed and a lot of progress remains to be made yet.…”

Gestión de la cadena de suministros y productividad en la literatura científica

“…Por esta razón, el estudio de la SCM representa un papel importante actualmente, ya que los cambios estratégicos y estructurales del mercado son cada vez más rápidos en un mundo interconectado y que cuenta con gran cantidad de información. Esto implica que las empresas deben adaptar de manera ágil sus procesos, de forma que puedan tener la capacidad de afrontar estos retos, sin disminuir los niveles de servicio, lo que les permitiría, además, innovar en sus procesos logísticos y superar las expectativas de los consumidores (Gil et al, 2018;Whitten et al, 2012).…”