scholarly journals Customer influence on supply chain management strategies

2019 ◽  
Vol 25 (2) ◽  
pp. 288-306 ◽  
Author(s):  
Alessandro Brun ◽  
Hakan Karaosman
Keyword(s):  
Supply Chain ◽  
Operations Management ◽  
Supply And Demand ◽  
Management Strategies ◽  
Emotional Impact ◽  
Operational Strategies ◽  
Content Type ◽  
Multiple Sourcing ◽  
Wide Range ◽  
Product Value

PurposeCustomers influence companies’ operational strategies and supply chain (SC) processes. In this vein, signals coming from the market must be translated into proper strategies in terms of production and supply. The purpose of this paper is to provide an understanding on how to transform customers’ expectations into SC decisions. The yacht industry, encompassing both technical and emotional peculiarities, becomes this study’s driven focus to interrogate the interrelationship between supply and demand.Design/methodology/approachThe study explores the luxury yacht industry through exploratory case studies conducted with eight companies operating in Italy.FindingsIt was found that a wide range of factors influenced customers. That is to say, brand reputation, other brands’ involvement in the final product and emotional appeal were the most distinguishing characteristics identifying emotion-oriented customers. In this sense, companies serving such customers adjusted their SC strategies to channel a direct emotional impact. It was noticed that personalization was pivotal and companies were increasingly required to customize and create unique products to attract and further satisfy the customers. Thus, multiple sourcing strategies were often employed with an increasing number of suppliers to ensure that increasing material supply need would be met. As for performance-oriented companies, cost, quality and innovation capabilities emerged as key signals to be embedded in operations management. Companies serving performance-oriented customers were characterized by low product value and medium level of customization, and kept their core activities, including design and architecture, vertically integrated. In order to generate cost advantages without compromising product quality, single sourcing strategy was largely implemented. What the findings suggested is that the customization level and the product value were positively correlated. To illustrate, companies having more exclusive products were found allowing their customization and customer involvement in higher degrees.Originality/valueDue to a relatively unexplored nature of the phenomenon, this study opted for a method by which individual and collective reconstructions were explored in a not well-investigated area, that is, the luxury yacht industry.

The relationship between internal supply chain structure and operational performance: survey results from Japanese manufacturers

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mikihisa Nakano ◽  
Kazuki Matsuyama
Keyword(s):  
Supply Chain ◽  
Structural Properties ◽  
Operations Management ◽  
Chain Structure ◽  
Operational Performance ◽  
Equation Modeling ◽  
Content Type ◽  
Wide Range ◽  
Supply Chain Structure ◽  
The Relationship

Purpose The purpose of this paper is to discuss the roles of a supply chain management (SCM) department. To achieve that, this study empirically examines the relationship between internal supply chain structure and operational performance, using survey data collected from 108 Japanese manufacturers. Design/methodology/approach Based on a literature review of not only organizational theory but also other fields such as marketing, logistics management, operations management and SCM, this study focused on two structural properties, formalization and centralization and divided operational performance to firm-centric efficiency and customer-centric responsiveness. To examine the analytical model using these dimensions, this study conducted a structural equation modeling. Findings The correlation between centralization of operational tasks and centralization of strategic tasks, the impacts of centralization of both tasks on formalization and the effect of formalization on responsiveness performance were demonstrated. In addition, the reasons for formalization not positively influencing efficiency performance were explored through follow-up interviews. Practical implications Manufacturers need to formalize, as much as possible, a wide range of SCM tasks to realize operational excellence. To establish such formalized working methods, it is effective to centralize the authorities of both operational and strategic tasks in a particular department. In addition, inefficiency due to strict logistics service levels is a problem that all players involved in the supply chain of various industries should work together to solve. Originality/value The theoretical contribution of this study is that the authors established an empirical process that redefined the constructs of formalization and centralization, developed these measures and examined the impacts of these structural properties on operational performance.

scholarly journals Supply Chain Operations Management in Pandemics: A State-of-the-Art Review Inspired by COVID-19

2021 ◽  
Vol 13 (5) ◽  
pp. 2504
Author(s):  
Muhammad Umar Farooq ◽  
Amjad Hussain ◽  
Tariq Masood ◽  
Muhammad Salman Habib
Keyword(s):  
Supply Chain ◽  
Operations Management ◽  
Transportation Network ◽  
Supply And Demand ◽  
Management Strategies ◽  
Business Environment ◽  
Future Research ◽  
Global Business ◽  
Chain Operation ◽  
Supply Chain Operation

Pandemics cause chaotic situations in supply chains (SC) around the globe, which can lead towards survivability challenges. The ongoing COVID-19 pandemic is an unprecedented humanitarian crisis that has severely affected global business dynamics. Similar vulnerabilities have been caused by other outbreaks in the past. In these terms, prevention strategies against propagating disruptions require vigilant goal conceptualization and roadmaps. In this respect, there is a need to explore supply chain operation management strategies to overcome the challenges that emerge due to COVID-19-like situations. Therefore, this review is aimed at exploring such challenges and developing strategies for sustainability, and viability perspectives for SCs, through a structured literature review (SLR) approach. Moreover, this study investigated the impacts of previous epidemic outbreaks on SCs, to identify the research objectives, methodological approaches, and implications for SCs. The study also explored the impacts of epidemic outbreaks on the business environment, in terms of effective resource allocation, supply and demand disruptions, and transportation network optimization, through operations management techniques. Furthermore, this article structured a framework that emphasizes the integration of Industry 4.0 technologies, resilience strategies, and sustainability to overcome SC challenges during pandemics. Finally, future research avenues were identified by including a research agenda for experts and practitioners to develop new pathways to get out of the crisis.

scholarly journals Auction models with resource pooling in modern supply chain management

2019 ◽  
Vol 1 (2) ◽  
pp. 120-134
Author(s):  
Lihua Chen ◽  
Liying Wang ◽  
Yingjie Lan
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Incentive Compatibility ◽  
Supply And Demand ◽  
Vickrey Auction ◽  
Chain Management ◽  
Content Type ◽  
Resource Pooling ◽  
Auction Models ◽  
Auction Model

Purpose In this paper, the main focus is on supply and demand auction systems with resource pooling in modern supply chain from a theoretical modeling perspective. The supply and demand auction systems in modern supply chains among manufacturers and suppliers serve as information sharing mechanisms. The purpose of this paper is to match the supply and demand such that a modern supply chain can achieve incentive compatibility and economic efficiency. The authors design such a supply and demand auction system that can integrate resources to efficiently match the supply and demand. Design/methodology/approach The authors propose three theoretic models of modern supply chain auctions with resource pooling according to the Vickrey auction principle. They are supply auction model with demand resource pooling, demand auction model with supply resource pooling, and double auction model with demand and supply resource pooling. For the proposed auction models, the authors present three corresponding algorithms to allocate resources in the auction process by linear programming, and study the incentive compatibility and define the Walrasian equilibriums for the proposed auction models. The authors show that the solutions of the proposed algorithms are Walrasian equilibriums. Findings By introducing the auction mechanism, the authors aim to realize the following three functions. First is price mining: auction is an open mechanism with multiple participants. Everyone has his own utility and purchasing ability. So, the final price reflects the market value of the auction. Second is dynamic modern supply chain construction: through auction, firm can find appropriate partner efficiently. Third is resources integration: in business practices, especially in modern supply chain auctions, auctioneers can integrate resources and ally buyers or sellers to gain more efficiency in auctions. Originality/value In the paper, the authors propose three theoretic models and corresponding algorithms of modern supply chain auctions with resource pooling according using the Vickrey auction principle, which achieves three functions: price mining, dynamic modern supply chain construction and resources integrating. Besides, these proposed models are much closer to practical settings and may have potential applications in modern supply chain management.

Multiple temporal perspectives extend sustainable competitiveness

2017 ◽  
Vol 37 (11) ◽  
pp. 1600-1624 ◽  
Author(s):  
Robert Klassen ◽  
Sara Hajmohammad
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Operations Management ◽  
Process Time ◽  
Temporal Orientation ◽  
Multiple Perspectives ◽  
Chain Management ◽  
Content Type ◽  
Starting Point ◽  
Short Termism

Purpose In operations and supply chain management, time is largely one-dimensional – less is better – with much effort devoted to compressing, efficiently using, and competitively exploiting clock-time. However, by drawing on other literatures, the purpose of this paper is to understand implications for the field of operations management if we also emphasize how humans and organizations experience time, termed process-time, which is chronicled by events and stages of change. Design/methodology/approach After a brief review, the limitations of the recurrent time-oriented themes in operations management and the resulting short-termism are summarized. Next, sustainability is offered as an important starting point to explore the concept of temporality, including both clock- and process-time, as well as the implications of temporal orientation and temporal conflict in supply chains. Findings A framework that includes both management and stakeholder behavior is offered to illustrate how multiple temporal perspectives might be leveraged as a basis for an expanded and enriched understanding of more sustainable competitiveness in operations. Social implications Research by others emphasizes the importance of stakeholders to competitiveness. By recognizing that different stakeholder groups have varying temporal orientations and temporality, managers can establish objectives and systems that better reflect time-based diversity and diffuse temporal conflict. Originality/value This paper summarizes how time has been incorporated in operations management, as well as the challenges of short-termism. Sustainability forms the basis for exploring multiple perspectives of time and three key constructs: temporal orientation, temporality, and temporal conflict. A framework is proposed to better incorporate temporal perspectives as a basis for competitiveness in operations and supply chain management.

An empirical examination of the relationship between globalization, integration and sustainable innovation within manufacturing networks

2018 ◽  
Vol 38 (3) ◽  
pp. 874-894 ◽  
Author(s):  
Ruggero Golini ◽  
Jury Gualandris
Keyword(s):  
Supply Chain ◽  
Operations Management ◽  
Empirical Examination ◽  
Sustainable Practices ◽  
Content Type ◽  
Manufacturing Plants ◽  
Positive Effects ◽  
Manufacturing Networks ◽  
Plant Level ◽  
Manufacturing Network

Purpose While controlling for supply chain effects, the purpose of this paper is to investigate if globalization and collaborative integration within a firm-wide manufacturing network have significant implications for the adoption of sustainable production (SP) and sustainable sourcing (SS) practices at the plant level. Design/methodology/approach The authors conceptualize SP and SS as process innovations with moderate degrees of innovativeness and apply “Organizational integration and process innovation” theory to build our conceptual model. Then, the authors use primary survey data from 471 assembly manufacturing plants operating in the US, Europe and Asia to test our hypotheses rigorously. Findings This research finds that the adoption of SP practices at the plant level is significantly and positively associated with globalization and integration of the firm-wide manufacturing network. On the contrary, the adoption of SS practices is more strongly affected by integration in the external supply chain and benefits from the manufacturing network only indirectly, through the association with SP practices. Originality/value Operations management literature devoted to sustainability has studied sustainable practices mostly from a risk management angle. Also, there exists contrasting evidence in the operations strategy literature about the positive and negative effects that globalization of a manufacturing network may have on the adoption of sustainable practices at the plant level. Moreover, several studies show how integration with supply chain partners helps manufacturing plants transition into more SP and SS practices; however, related literatures have neglected that collaborative integration within a firm-wide manufacturing network may also help to develop, or adapt to, new sustainable practices. This research represents a first attempt to resolve discordance and unveil the positive effects that manufacturing networks may have on sustainable innovations at the plant level.

Lean resilience: AURA (Active Usage of Resilience Assets) framework for post-COVID-19 supply chain management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dmitry Ivanov
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Value Creation ◽  
Operations Management ◽  
Future Research ◽  
Chain Management ◽  
Content Type ◽  
Digital Platforms ◽  
Supply Chain Resilience ◽  
Resilience Capabilities

PurposeSupply chain resilience capabilities are usually considered in light of some anticipated events and are as passive assets, which are “waiting” for use in case of an emergency. This, however, can be inefficient. Moreover, the current COVID-19 pandemic has revealed difficulties in the timely deployments of resilience assets and their utilization for value creation. We present a framework that consolidates different angles of efficient resilience and renders utilization of resilience capabilities for creation of value.Design/methodology/approachWe conceptualise the design of the AURA (Active Usage of Resilience Assets) framework for post-COVID-19 supply chain management through collating the extant literature on value creation-oriented resilience and practical examples and complementing our analysis with a discussion of practical implementations.FindingsBuilding upon and integrating the existing frameworks of VSC (Viable Supply Chain), RSC (Reconfigurable Supply Chain) and LCNSC (Low-Certainty-Need Supply Chain), we elaborate on a new idea in the AURA approach – to consider resilience as an inherent, active and value-creating component of operations management decisions, rather than as a passive “shield” to protect against rare, severe events. We identify 10 future research areas for lean resilience integrating management and digital platforms and technology.Practical implicationsThe outcomes of our study can be used by supply chain and operations managers to improve the efficiency and effectiveness by turning resilience from passive, cost-driving assets into a value-creating, inclusive decision-making paradigm.Originality/valueWe propose a novel approach to bring more dynamics to the notion of supply chain resilience. We name our approach AURA and articulate its two major advantages as follows: (1) reduction of disruption prediction efforts and (2) value creation from resilience assets. We offer a discussion on ten future research directions towards a lean resilience.

scholarly journals Mapping the operations and supply chain management field: a journal governance perspective

2017 ◽  
Vol 37 (7) ◽  
pp. 898-926 ◽  
Author(s):  
Thomas F. Burgess ◽  
Paul Grimshaw ◽  
Luisa Huaccho Huatuco ◽  
Nicola E. Shaw
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Operations Management ◽  
Academic Discipline ◽  
Research Question ◽  
Knowledge Structures ◽  
Academic Journal ◽  
Chain Management ◽  
Content Type ◽  
Advisory Boards

Purpose The purpose of this paper is to address the following research question: how do the interlocking editorial advisory boards (EABs) of operations and supply chain management (OSCM) journals map out the field’s diverse academic communities and how demographically diverse is the field and its communities? Design/methodology/approach The study applies social network analysis (SNA) to web-based EAB data for 38 journals listed under operations management (OM) in the 2010 ABS Academic Journal Quality Guide. Findings The members of EABs of the 38 journals are divided into seven distinct communities which are mapped to the field’s knowledge structures and further aggregated into a core and periphery of the network. A burgeoning community of supply chain management academics forms the core along with those with more traditional interests. Male academics affiliated to the US institutions and to business schools predominate in the sample. Research limitations/implications A new strand of research is opened up connecting journal governance networks to knowledge structures in the OSCM field. OM is studied separately from its reference and associated disciplines. The use of the ABS list might attract comments that the study has an implicit European perspective – however the authors do not believe this to be the case. Practical implications The study addresses the implications of the lack of diversity for the practice of OM as an academic discipline. Social implications The confirmation of the dominance of particular characteristics such as male and US-based academics has implications for social diversity of the field. Originality/value As the first study of its kind, i.e. SNA of EAB members of OSCM journals, this study marks out a new perspective and acts as a benchmark for the future.

scholarly journals Network Trust and Trust Behaviors Among Executives in Supply Chain Interactions

2020 ◽  
Vol 66 (12) ◽  
pp. 5823-5849
Author(s):  
Emily W. Choi ◽  
Özalp Özer ◽  
Yanchong Zheng
Keyword(s):  
Supply Chain ◽  
Operations Management ◽  
Work Experience ◽  
External Validation ◽  
Multimethod Research ◽  
High Ranking ◽  
Professional Experiences ◽  
Wide Range ◽  
Trust Beliefs ◽  
The Impact

We integrate the results of a social network survey and a forecast information sharing experiment to examine the roles of trust and trustworthiness in impacting high-ranking executives’ decisions in supply chain interactions. The members of our executive sample have, on average, 17 years of work experience. A significant portion of them holds positions at the C-level in world-leading organizations that span a wide range of industries. By examining the roles of trust and trustworthiness in the decision making of high-ranking executives, we find strong external validation for as well as demonstrate how these nonpecuniary, behavioral factors impact the outcomes of business interactions. We employ a multimethod research design that allows us to investigate the extent to which the executives’ trust beliefs toward a relevant network of exchange partners (which we define as their “network trust”) impact their trust behaviors when engaging in business interactions with members of this network. We determine the conditions pertaining to the executives’ professional experiences that strengthen or weaken the impact of network trust on the executives’ trust behaviors in supply chain interactions. For example, executives with more diverse professional experiences rely more on network trust to shape their trust behaviors. Conversely, executives with prior positive trust experiences rely less on network trust in their trusting behaviors. We quantify that improved trust and trustworthiness can yield up to 41%, 6%, and 5% gain in the expected profit of the supplier, the retailer, and the supply chain. Our results offer tangible implications for how organizations can better leverage executives’ knowledge about how much to rely on network trust in business interactions to achieve better outcomes. This paper was accepted by Serguei Netessine, operations management.

The impact of supply chain fit on business and innovation performance in Brazilian companies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ricardo Zimmermann ◽  
Luis Miguel D.F. Ferreira ◽  
Antonio Carrizo Moreira ◽  
Ana Cristina Barros ◽  
Henrique Luiz Correa
Keyword(s):  
Supply Chain ◽  
Business Performance ◽  
Demand Uncertainty ◽  
Supply And Demand ◽  
Empirical Studies ◽  
Innovation Performance ◽  
Manufacturing Companies ◽  
Content Type ◽  
The Impact ◽  
Positive Effect

PurposeThis paper investigates the effect of the fit between supply and demand uncertainty (SDU) and supply chain responsiveness (SCR) (SC fit) on business and innovation performance in Brazilian companies.Design/methodology/approachThe study presented an analysis carried out on an empirical study based on a sample of 150 manufacturing companies. Business and innovation performance of companies with different types of SC fit ( high–high and low–low fits) and misfit (positive and negative) are compared and discussed.FindingsThe results indicated that SC fit had a positive effect on both business and innovation performance. Further analyses suggested that companies with SC fit present similar business performance, independent of the level of SDU that characterizes the environment where they compete, while companies in environments with higher levels of uncertainty tend to present superior innovation performance. Companies with positive and negative misfit present similar performance.Originality/valueAn analysis of the literature showed that there is no consensus when it comes to the definitions and measurements of SC fit. The paper investigates the effects of SC fit on business and innovation performance, while previous empirical studies have mainly addressed its impact on financial performance. Moreover, this study compares the effects of two types of fit and two types of misfit and assesses SC fit in Brazilian manufacturing companies, analyzing the context of an under-researched reality.

Bharat Tobacco: vendor selection and vendor rating

2013 ◽  
Vol 3 (2) ◽  
pp. 1-8
Author(s):  
Monica Singhania ◽  
Gagan Gandhi
Keyword(s):  
Decision Making ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Operations Management ◽  
Manufacturing Industry ◽  
Marketing Research ◽  
Vendor Selection ◽  
Chain Management ◽  
Content Type ◽  
Vendor Rating

Subject area Supply chain management and particularly the significance of vendors as a strategic decision making tool. Study level/applicability The case is suitable for use in the following courses: MBA programs with specialisation in operations management where it can be used to teach students the significance of vendor selection and vendor rating in supply chain management (SCM); marketing research in management where it can be used to highlight the concept of multi attribute utility theory (MAUT) and its application; advanced statistics for multi criteria decision making (MCDM); and MBA/post graduate programs in management in strategic management where it can be used to introduce the concept of SWOT analysis and Porter's five forces model. An understanding of business process improvement will enable students get a comprehensive view about the case. Case overview This case showcases the concepts of MCDM and SCM in manufacturing industry. The company wanted to select vendors and rate them in each category of raw materials in order to have a competitive advantage over competitors. Since there are multiple attributes (often contradictory in nature) based on which the vendors would be selected Kaul, Vice-President, Commercial uses multi-attribute utility theory (MAUT) to help solve the problem. The case has implications for manufacturing industry in selecting vendors to meet a raw materials need. Expected learning outcomes The case can be used to understand management concepts such as market research, supply chain management and multi criteria decision making. It can be used to: teach complexities involved in identifying attributes for vendor selection and vendor rating; help understand supply chain management in business process improvement; help students understand the application of MCDM; and help MBA students studying marketing research. The case will also be useful to students in understanding the application of MCDM in operations management. Some knowledge about cigarette manufacturing will help students to realize the depth of the case. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

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