Integrated Supply Chain Capability in Learning Oriented Firms: The Role of IT in Enhancing Performance

2014 ◽  
pp. 273-273
Author(s):  
Karthik N. S. Iyer ◽  
Elena M Nefedova
Keyword(s):  
Supply Chain ◽  
Integrated Supply Chain ◽  
Role Of It

IT-Based Classification for Supply Chain Coordination Mechanisms

2013 ◽  
pp. 148-162 ◽  
Author(s):  
Fereshteh Ghahremani ◽  
Mohammad Jafar Tarokh
Keyword(s):  
Information Technology ◽  
Supply Chain ◽  
Supply Chains ◽  
Supply Chain Coordination ◽  
Coordination Mechanisms ◽  
Effective Solution ◽  
New Classification ◽  
Role Of It

Managing dependencies via coordination is an effective solution for the problems that arise from these interdependencies in supply chains. This can be practical via a set of methods called coordination mechanisms. Numerous coordination mechanisms have been discussed before in literature. This paper develops a new classification of these mechanisms on the basis of information technology (IT) impact on them. This classification proves the important role of IT in better coordinating supply chains and help managers distinguish between coordination mechanisms that are created and improved by information technology and thus lead them to have the best choice based on their infrastructures and organization type.

Strategic Knowledge Management System Framework for Supply Chain at an Intra-Organizational Level

2013 ◽  
pp. 142-163
Author(s):  
Cécile Gaumand ◽  
Alain Chapdaniel ◽  
Aurélie Dudezert
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Organizational Knowledge Creation ◽  
Role Of It ◽  
Strategic Knowledge Management ◽  
The Web

In the Web 2.0 and organization 2.0 era, implementing Knowledge Management Systems (KMS) in Supply Chain (SC) in companies should contribute to gain sustainable competitive advantage. Using a case-study in an Italian SME (BONFIGLIOLI), this chapter seeks to propose new processes and recommendations to design and operate an efficient KMS for a SC at an intra-organizational level. This case study shows in particular the role of IT as an artifact implying individuals in organizational knowledge creation. It also shows that implementing KMS in SC makes SC actors change their cognitive scheme and work practices and calls for a new role of middle management.

Developing Organizational Agility through IT and Supply Chain Capability

2013 ◽  
Vol 21 (4) ◽  
pp. 38-55 ◽  
Author(s):  
Rui Bi ◽  
Robert Davidson ◽  
Booi Kam ◽  
Kosmas Smyrnios
Keyword(s):  
Supply Chain ◽  
Structural Equation ◽  
Business Processes ◽  
Environmental Changes ◽  
Organizational Agility ◽  
It Capability ◽  
Industrial Sectors ◽  
Medium Enterprises ◽  
Role Of It

Organizations have increasingly invested money in information technology (IT) in order to improve their agility. It is generally believed that organizations with greater IT investment tend to be more agile to response to environmental changes. However, the issue of whether IT is an enabler or impeder of organizational agility still remains unresolved. Drawing upon resource-based view theory and the literatures of information systems and supply chain management, the authors develop and test a theoretical model that integrates IT capability, supply chain capability and organizational agility. The authors propose that IT capability enables the development of a higher level of supply chain capability which is embedded within inter-firm processes and in turn enhances organizational agility. Structural equation modelling is employed to test their theoretical conceptualization of 310 Australian fast-growth small-to-medium enterprises across different industrial sectors. The results show that IT capability does contribute to firm agility through enhancing inter-firm supply chain processes such as integration, information sharing and coordination. This research highlights the role of IT-enabled intermediated processes and the ways in which IT is used by firms to enhance core business processes.

Role of Information Technology on Supply Chain Management of Pharmaceutical Industry

2018 ◽  
Vol 8 (2) ◽  
pp. 39-68
Author(s):  
Saibal Kumar Saha ◽  
Ajeya Jha
Keyword(s):  
Information Technology ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Pharmaceutical Industry ◽  
Point Of View ◽  
Special Focus ◽  
Successful Implementation ◽  
Chain Management ◽  
Role Of It

Supply Chain Management SCM is a very critical part of any business. A well-coordinated SCM can improve the efficiency of the business and help in cost reduction. As information technology (IT) is being used widely across all businesses, SCM can benefit to a large extent by the use of IT. This article reviews a number of papers in this field and suggests research gaps for further exploration. The aim of this article is to review the literature on the role of IT on supply chain management (SCM) with special focus on the pharmaceutical industry and suggest possible gaps from the point of view of researchers and practitioners. The article finds that IT has made a significant impact in improving the efficiency of SCM. But its successful implementation and collaboration with other firms is the key to success for an efficient SCM. Within each category, gaps have been identified.

Strategic Knowledge Management System Framework for Supply Chain at an Intra-Organizational Level

2012 ◽  
pp. 475-495
Author(s):  
Cécile Gaumand ◽  
Alain Chapdaniel ◽  
Aurélie Dudezert
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Organizational Knowledge Creation ◽  
Role Of It ◽  
Strategic Knowledge Management ◽  
The Web

In the Web 2.0 and organization 2.0 era, implementing Knowledge Management Systems (KMS) in Supply Chain (SC) in companies should contribute to gain sustainable competitive advantage. Using a case-study in an Italian SME (BONFIGLIOLI), this chapter seeks to propose new processes and recommendations to design and operate an efficient KMS for a SC at an intra-organizational level. This case study shows in particular the role of IT as an artifact implying individuals in organizational knowledge creation. It also shows that implementing KMS in SC makes SC actors change their cognitive scheme and work practices and calls for a new role of middle management.

How Does IT Capability Impact Organizational Agility in the Supply Chain Context?

2017 ◽  
pp. 88-108 ◽  
Author(s):  
Rui Bi ◽  
Robert M. Davison ◽  
Booi H. Kam ◽  
Kosmas X. Smyrnios
Keyword(s):  
Supply Chain ◽  
Structural Equation ◽  
Business Processes ◽  
Equation Modeling ◽  
Organizational Agility ◽  
It Capability ◽  
Industrial Sectors ◽  
Medium Enterprises ◽  
Role Of It

Organizational agility is regarded as a strategic capability, helping firms to compete, survive, and succeed in fast changing environments. Companies with greater IT investments are expected to be more agile. However, the issue of whether IT is an enabler or impeder of agility still remains unresolved. Drawing upon resource-based view theory, the authors test a theoretical model that integrates IT capability, supply chain capability and organizational agility. The authors propose that IT capability enables the development of a higher level of supply chain capability which is embedded within inter-firm processes and in turn enhances agility. Structural equation modeling is employed to test their theoretical conceptualization of 310 Australian fast-growth small-to-medium enterprises across different industrial sectors. The results show that IT capability does contribute to firm agility through enhancing inter-firm supply chain processes. This research highlights the role of IT-enabled intermediated processes and the ways in which IT is used by firms to enhance core business processes.

Supply Chain Integration

2012 ◽  
pp. 221-246 ◽  
Author(s):  
Edward Sweeney
Keyword(s):  
Supply Chain ◽  
Value Chain ◽  
Supply Chain Integration ◽  
Supplier Relationships ◽  
Business Context ◽  
Management Consultants ◽  
Innovative Solutions ◽  
External Customer ◽  
Integrated Supply Chain

Since its introduction by management consultants in the early 1980s, supply chain management (SCM) has been primarily concerned with the integration of processes and activities both within and between organisations. The concept of supply chain integration (SCI) is based on documented evidence that suggests that much of the waste throughout businesses is a consequence of fragmented supply chain configurations. However, there is also evidence to suggest that the achievement of higher levels of intra- and inter-firm integration presents an array of managerial challenges. The need for innovation in all aspects of SCM is widely recognised. Given the pivotal role of the integration paradigm within SCM, any meaningful innovation in this area must focus heavily on this issue. This chapter outlines some of the challenges by exploring the evolving SCM business context. It goes on to relate SCM theory to the widely cited Porter value chain concept. The core of the chapter provides a detailed description of SCI based on a wide variety of literature. It does so with particular reference to the challenges inherent in implementing an integrated business paradigm with a view to identifying a range of possible innovative solutions. The adoption of more integrated supply chain structures raises questions regarding the nature of both internal and external customer/supplier relationships. The effective management of such relationships is, therefore, given particular focus.

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