Measuring the maturity of service supply chain process: a new framework

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hadi Balouei Jamkhaneh ◽  
Abdol Hamid Safaei Ghadikolaei
Keyword(s):  
Supply Chain ◽  
Service Industry ◽  
Maturity Model ◽  
Chain Process ◽  
Self Assessment ◽  
Content Type ◽  
Measurement Framework ◽  
Service Supply Chain ◽  
Proposed Model ◽  
And Performance

PurposeThe aim of this study is to develop a framework for measuring of service supply chain (SSC) maturity process.Design/methodology/approachThe main framework of the SSC maturity was developed by reviewing the concepts and models of SSC, business excellence, maturity and supply chain performance evaluation. Then, the maturity level of each excellence criterion was defined in the proposed model by using the excellence criteria for SSC and the concept of Plan, Do, Check and Act (PDCA) cycle in combination with the process survey tools maturity model. Based on the excellence criteria and their maturity levels, a questionnaire was designed to practically measure the proposed framework.FindingsThe concepts and features of maturity levels defined for each of the excellence criteria were used to implement and operationalize the proposed framework and evaluate the SSC processes.Practical implicationsThrough the assessment of the existing status of SSC processes, the findings allow managers to reach a better understanding of the strengths and weaknesses of such processes. Then, some opportunities are provided for improving each excellence criterion to enhance the performance of each process.Originality/valueIn fact, this study provides guidelines for organizations to measure their progress and performance and improve their management systems. The main advantages of the proposed SSC measurement framework include self-assessment facilitation, calculation of criteria scores and development of uses. The proposed model, like quality and productivity awards, can pave the way for increased competitiveness of the service industry.

A model of service supply chain sustainability assessment using fuzzy methods and factor analysis in oil and gas industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Davood Naghi Beiranvand ◽  
Kamran Jamali Firouzabadi ◽  
Sahar Dorniani
Keyword(s):  
Factor Analysis ◽  
Supply Chain ◽  
Performance Assessment ◽  
Conceptual Model ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Content Type ◽  
Service Supply Chain ◽  
Proposed Model

Purpose The main objective of this study is to present a conceptual model of sustainable product service supply chain (SPSSC) performance assessment in the oil and gas industry. Design/methodology/approach Based on an in-depth study of the previous literature, the indicators related to PSSC performance assessment were determined. Then, exploratory factor analysis and confirmatory factor analysis were applied to identify and confirm the sub-criteria and criteria pertaining to the proposed model. Findings The obtained results identify ten criteria related to the proposed model as follows: “Environmental performance”, “Customer performance”, “financial performance”, “Information technology Performance”, “Social Performance”, “Risk performance”, “Logistics performance”, “Operational performance”, “Organizational performance” and “performance of innovation and growth”. Research limitations/implications As the present research was conducted in the Iranian context, caution should be taken regarding the generalizability of the obtained results. Originality/value Based on a set of the identified criteria, this study proposes a conceptual model of the PSSC performance assessment in the oil and gas industry which hopefully could be useful for other organizations in this industry and other organizations in other parts of the world.

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

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Inêz Manuele dos Santos ◽  
Caroline Maria de Miranda Mota ◽  
Luciana Hazin Alencar
Keyword(s):  
Supply Chain ◽  
Competitive Strategy ◽  
Process Management ◽  
Business Processes ◽  
Empirical Studies ◽  
Maximum Level ◽  
Maturity Model ◽  
Chain Process ◽  
Content Type ◽  
Supply Chain Process

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.

A supply chain risk management maturity model and a multi-criteria classification approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ingrid Saiala Cavalcante de Souza Feitosa ◽  
Luiz Cesar Ribeiro Carpinetti ◽  
Adiel Teixeira de Almeida-Filho
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Maturity Model ◽  
Supply Chain Risk Management ◽  
Maturity Level ◽  
Supply Chain Risk ◽  
Social Implication ◽  
Content Type ◽  
Practical Applications ◽  
Proposed Model

PurposeThe purpose of this paper is to propose a supply chain risk management (SCRM) maturity model combined with a fuzzy TOPSIS classification method to evaluate and sort an organization into a pre-defined maturity level.Design/methodology/approachAn axiomatic and prescriptive research method guided this study. Therefore, it proposes a prescriptive approach of maturity classification based on a theoretical SCRM maturity model combined with a multi-criteria decision technique.FindingsThe results of a pilot application indicated a consistent classification and the value of the model for diagnosing flaws and pointing directions for improving operational and disruption risk management. Its comprehensiveness allows applying it to supply chains of several industry sectors.Research limitations/implicationsThe proposed model does not include all possible risks and could be revised in further developments. Also, adjustment of the maturity profiles of the multi-criteria decision-making (MCDM) model requires a learning process from practical applications.Practical implicationsThe adoption of the risk management maturity grid by practitioners may bring the benefit of a more objective and comprehensive evaluation of risk management processes in the supply chain context.Social implicationsAn immediate social implication derives from the improvement actions that may result from the diagnosis of risk management vulnerabilities identified in the pilot application. In general, the proposed model has the potential to reduce risks, improve results and contribute to economic sustainability.Originality/valueThe maturity grid and decision model integrate overall aspects of risk management, bringing together managerial concepts to deal with a variety of supply chain operational risks. The combined multi-criteria classification procedure to sort the maturity level of an organization is also a novelty.

Mind the perception gap

2019 ◽  
Vol 49 (1) ◽  
pp. 33-51 ◽  
Author(s):  
Dawei Lu ◽  
Sobhan Asian ◽  
Gurdal Ertek ◽  
Mete Sevinc
Keyword(s):  
Supply Chain ◽  
Performance Management ◽  
Research Approach ◽  
Empirical Reality ◽  
Content Type ◽  
Integrative Framework ◽  
Service Companies ◽  
Service Supply Chain ◽  
Perception Gap ◽  
And Performance

PurposeA perception gap refers to the differences in perception among the stakeholders regarding any aspect of the supply chain relationship. The purpose of this paper is to investigate the perception gap among service supply chain partners relating to the relative importance of key performance indicators (KPIs) and the association of this gap with service performance.Design/methodology/approachThis paper presents an integrative framework that combines statistical methods and data envelopment analysis for computing perception and performance gaps, and for identifying the association between the gaps. The study follows a middle-range theorizing research approach where general inferences are induced from instances, and a theory can be developed from the observation of empirical reality.FindingsAnalysis of data from a leading global insurance service supply chain suggests that perception gap exists and can be recognised as a factor associated with performance gaps. The results suggest that the perception gap not only affects performance but can also be tracked as a meta-KPI to improve performance throughout the service supply chain.Practical implicationsThe key implication of the presented research is that service companies can identify and resolve the differences in perceptions regarding the importance of the KPIs, by methodologically computing the gaps and tracking them as meta-KPIs.Originality/valueThe study extends the theoretical boundary of supply chain performance management by introducing the perception and performance gaps as novel meta-KPIs. These meta-KPIs can be computed through the integrative framework developed in the study.

Supply Chain Performance Measurement and Organizational Alignment

2017 ◽  
pp. 1723-1749
Author(s):  
Rohan Vishwasrao ◽  
Ehap Sabri
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Maturity Model ◽  
Maturity Models ◽  
Strategic Objectives ◽  
Measurement Framework ◽  
And Performance ◽  
The Right ◽  
Operational Metrics

The authors describe how organizations can leverage a maturity model approach in conjunction with foundational concepts of perspective-based performance evaluation models like Balanced Scorecard (BSC) to define comprehensive performance measurement framework. Maturity models are essentially a reflection of theories about how the capabilities of an organization evolve. Therefore, by design, they provide a roadmap to the next level of performance. The authors propose using maturity models as a structured way of identifying current capability or maturity level of any supply chain. They then provide guidance on selecting the right “causal linkages” between supply chain objectives and performance measures and define a mechanism for specifying more granular definitions of measures linked to strategic objectives for progressive levels of maturity. The authors survey widely used business process maturity models, current practices for measuring operational metrics, and then present a tiered framework for operational metric alignment and KPI governance, based on perspective-based design principles.

Supply Chain Performance Measurement and Organizational Alignment

2015 ◽  
pp. 148-174
Author(s):  
Rohan Vishwasrao ◽  
Ehap Sabri
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Maturity Model ◽  
Maturity Models ◽  
Strategic Objectives ◽  
Measurement Framework ◽  
And Performance ◽  
The Right ◽  
Operational Metrics

The authors describe how organizations can leverage a maturity model approach in conjunction with foundational concepts of perspective-based performance evaluation models like Balanced Scorecard (BSC) to define comprehensive performance measurement framework. Maturity models are essentially a reflection of theories about how the capabilities of an organization evolve. Therefore, by design, they provide a roadmap to the next level of performance. The authors propose using maturity models as a structured way of identifying current capability or maturity level of any supply chain. They then provide guidance on selecting the right “causal linkages” between supply chain objectives and performance measures and define a mechanism for specifying more granular definitions of measures linked to strategic objectives for progressive levels of maturity. The authors survey widely used business process maturity models, current practices for measuring operational metrics, and then present a tiered framework for operational metric alignment and KPI governance, based on perspective-based design principles.

Assessment of lean-green practices on the sustainable performance of hotel supply chains

2019 ◽  
Vol 31 (6) ◽  
pp. 2448-2467 ◽  
Author(s):  
Matloub Hussain ◽  
Raid Al-Aomar ◽  
Hussein Melhem
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Service Industry ◽  
Measurement Model ◽  
Content Type ◽  
Sustainable Performance ◽  
Proposed Model ◽  
Green Practices ◽  
Lean And Green ◽  
The Impact

Purpose The purpose of this paper is to empirically assess the impact of integrated lean and green practices on the sustainable (environmental, economic and social) performance of a hotel supply chain. Design/methodology/approach Literature review and previous exploratory studies were used to develop a hypothesized model that characterizes the integrated lean and green (LeGreen) impact on supply chain sustainability. A case study of a large sample of the UAE hotels is used to collect and analyze empirical data, validate the measurement model and test study hypotheses using structural equation modeling (SEM). Findings The results showed that three major lean techniques (Kaizen, quality and productive maintenance) and three green techniques (health and safety, waste disposal and green certifications) have substantial impact on the sustainable performance of hotel supply chains. Further results revealed that LeGreen impacts are complementary. Lean techniques have the highest impact on the economic performance of the hotel supply chain and the least impact on the environmental performance. Green practices, on the other hand, have opposite impacts. Research limitations/implications Although the study findings may vary in different contexts, study methodology and measurement model can be adapted to assess the LeGreen impact on the sustainable performance of hotel supply chains, as well as other service industries such as banking and health care. Practical implications The proposed assessment model is expected to be of great value toward the effective implementation of LeGreen practices across hotel supply chains in the UAE and globally. The study findings also provide guidelines for practitioners within the hospitality sector to undertake the proposed model and to adapt it for assessing and enhancing sustainable performance in other sectors of the service industry. Originality/value There is a growing emphasis by practitioners and academics on measuring the impact of LeGreen on the sustainable performance of service supply chains. However, the assessment of LeGreen impacts within the context of a hotel supply chain remains unexplored with a scarcity of comprehensive assessment frameworks. This study aims to fulfill this gap in literature and provide directions for researchers to expand the proposed model and to further analyze the integrated lean-green impact on the sustainability of supply chains of hotels and the service industry.

Surviving the hectic early phase of the COVID-19 pandemic: a qualitative study to the supply chain strategies of food service firms in times of a crisis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Néomie Raassens ◽  
Hans Haans ◽  
Shantanu Mullick
Keyword(s):  
Supply Chain ◽  
Crisis Management ◽  
Early Phase ◽  
Service Industry ◽  
Management Strategies ◽  
Food Service ◽  
Service Firms ◽  
Content Type ◽  
Service Supply Chain ◽  
The Impact

PurposeThe COVID-19 pandemic and the subsequent lockdown have hit the food service industry very hard. The COVID-19 outbreak has created a sharp downturn for firms in the food service industry, compelling actors across the whole food service supply chain to rethink their strategies. The purpose of this paper is to document the impact of COVID-19 on the food service supply chain, as well as to identify crisis management strategies food service firms use during the hectic early phase of the COVID-19 pandemic to survive the current and prepare for future pandemics.Design/methodology/approachWe performed a qualitative descriptive study using 21 semi-structured interviews with actors across the food service supply chain (i.e. farmers, wholesalers and food service providers). Data were collected to shed light on food service firms' decision making during the hectic early phase of the COVID-19 pandemic to uncover various crisis management strategies used.FindingsBy integrating the disaster and crisis pyramid and resilience theory, four core crisis management strategies to respond to the COVID-19 pandemic are conceptualized, i.e. (1) managing resources, (2) diversifying strategically, (3) prioritizing long-term outcomes and (4) bonding socially.Originality/valueThe theoretical contributions include documenting the performance impact of the COVID-19 pandemic on the food service supply chain and exploring crisis management strategies food service firms employed during the hectic early phase of the COVID-19 pandemic. Thus, functioning and survival during a pandemic, an emerging field in literature, are central to this study. Additionally, while recent research suggests that integrating crisis management and resilience literature may provide a more complete understanding of the organization–crisis relationship, these literature streams mainly developed in isolation. By integrating the literature streams of crisis management and resilience and applying these theories to the COVID-19 crisis, our study provides specific managerial guidelines.

Business management in the football industry from a supply chain management perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhaleh Memari ◽  
Abbas Rezaei Pandari ◽  
Mohammad Ehsani ◽  
Shokufeh Mahmudi
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Business Management ◽  
Relationship Management ◽  
Flow Management ◽  
Manufacturing Firm ◽  
Chain Management ◽  
Content Type ◽  
Proposed Model ◽  
Football Industry

PurposeTo understand the football industry in its entirety, a supply chain management (SCM) approach is necessary. This includes the study of suppliers, consumers and their collaborations. The purpose of this study was to present a business management model based on supply chain management.Design/methodology/approachData were collected through in-depth interviews with 12 academic and executive football experts. After three steps of open, axial and selective coding based on grounded theory with a paradigmatic approach, the data were analysed, and a football supply chain management (FSCM) was developed. The proposed model includes three managerial components: upstream suppliers, the manufacturing firm, and downstream customers.FindingsThe football industry sector has three parts: upstream suppliers, manufacturing firm/football clubs and downstream customers. We proposed seven parts for the managerial processes of football supply chain management: event/match management, club management, resource and infrastructure management, customer relationship management, supplier relationship management, cash flow management and knowledge and information flow management. This model can be used for configuration, coordination and redesign of business operations as well as the development of models for evaluation of the football supply chain's performance.Originality/valueThe proposed model of a football supply chain management, with the existing literature and theoretical review, created a synergistic outcome. This synergy is presented in the linkage of the players in this chain and interactions between them. This view can improve the management of industry productivity and improve the products quality.

Leader–follower narcissism and subgroup formation in teams: a conceptual model

2019 ◽  
Vol 34 (6) ◽  
pp. 429-442 ◽  
Author(s):  
Manuel London
Keyword(s):  
Team Performance ◽  
Team Identification ◽  
Goal Congruence ◽  
Content Type ◽  
Team Outcomes ◽  
Performance Pressure ◽  
Proposed Model ◽  
Leaders And Followers ◽  
Trait Activation ◽  
And Performance

Purpose Drawing on existing theory, a model is developed to illustrate how the interaction between leaders and followers similarity in narcissism and goal congruence may influence subgroup formation in teams, and how this interaction influences team identification and team performance. Design/methodology/approach The proposed model draws on dominance complementary, similarity attraction, faultline formation and trait activation theories. Findings Leader–follower similarity in narcissism and goal congruence may stimulate subgroup formation, possibly resulting in conformers, conspirators, outsiders and victims, especially when performance pressure on a team is high. Followers who are low in narcissism and share goals with a leader who is narcissistic are likely to become conformers. Followers who are high in narcissism and share goals with a narcissistic leader are likely to become confederates. Followers who do not share goals with a narcissistic leader will be treated by the leader and other members as outsiders if they are high in narcissism, and victimized if they are low in narcissism. In addition, the emergence of these subgroups leads to reduced team identification and lower team performance. Practical implications Higher level managers, coaches and human resource professions can assess and, if necessary, counteract low team identification and performance resulting from the narcissistic personality characteristics of leaders and followers. Originality/value The model addresses how and under what conditions narcissistic leaders and followers may influence subgroup formation and team outcomes.

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