The role of supply chain integration in strengthening the performance of not-for-profit organizations: evidence from the food banking industry

2020 ◽  
Vol 10 (2) ◽  
pp. 101-123 ◽  
Author(s):  
Cigdem Ataseven ◽  
Anand Nair ◽  
Mark Ferguson
Keyword(s):  
Supply Chain ◽  
Objective Measure ◽  
Secondary Data ◽  
Seemingly Unrelated Regression ◽  
Supply Chain Integration ◽  
Food Banks ◽  
Content Type ◽  
For Profit ◽  
Not For Profit ◽  
Internal Integration

PurposeThis paper investigates the inter-relationships among supply integration, demand integration and internal integration in the context of food banking.Design/methodology/approachThis study utilizes survey data from managers at 71 different food banks in the US combined with secondary data gathered from Feeding America's website to provide model controls and an objective measure of food bank performance. The performance metric is the amount of food distributed per food insecure individual in the food bank's service area. Theoretically developed hypotheses were tested using seemingly unrelated regression techniques and a Monte Carlo simulation-based mediation analysis.FindingsWhile the previous research on integration relationships on for-profit supply chains has shown that managing internal integration forms the foundation for integrating with suppliers and customers, the findings indicate that, for not-for-profit food banks, external integration should precede internal integration and that demand integration has a stronger influence on performance than supply integration.Research limitations/implicationsThe heavy reliance of food banks on external partners necessitates an internal integration structure that supplements and builds upon these external relationships. The basic programs thus developed have a direct impact on the amount of food distributed per food insecure individual.Originality/valueThis paper contributes to the humanitarian supply chain management literature by analyzing supply chain integration and its performance implications in a slow onset disaster setting.

Coopetition at the sports marketing/entrepreneurship interface

2016 ◽  
Vol 34 (2) ◽  
pp. 169-187 ◽  
Author(s):  
Dave Crick ◽  
James M. Crick
Keyword(s):  
Design Methodology ◽  
Secondary Data ◽  
Sports Marketing ◽  
Content Type ◽  
For Profit ◽  
Not For Profit ◽  
Media Reports

Purpose – The purpose of this paper is to help develop the understanding of the nature of coopetition (collaboration as well as competition) and is set in the context of a Taekwondo organisation. Design/methodology/approach – Interviews were undertaken with 25 instructors in various clubs within New Zealand’s “International Taekwondo” (ITKD) together with 25 students and supplemented with triangulation against secondary data such as websites and media reports. Findings – The findings suggest that coopetition can be seen from various perspectives in order that the organisation as a whole benefits. Specifically, while the ITKD is a not-for-profit firm, individual clubs may compete for revenue from students joining them as opposed to rival clubs. However, clubs collaborate in various way such as once registered, students can train free at rival clubs and resources are to some extent pooled so the ITKD as a whole benefits, e.g. sending competitors overseas and bringing in senior people to undertake a promotion grading. Originality/value – The contribution is to offer insights into the nature of coopetition at the sports marketing/entrepreneurship interface by suggesting that the potential paradox of collaboration and competition can be explained by considering the benefits to an overall organisation as opposed to individual clubs within it.

Mediating and non-linear relationships among supply chain integration dimensions

2018 ◽  
Vol 48 (7) ◽  
pp. 698-723 ◽  
Author(s):  
Macarena Sacristán-Díaz ◽  
Pedro Garrido-Vega ◽  
José Moyano-Fuentes
Keyword(s):  
Supply Chain ◽  
Information Integration ◽  
Structural Equation ◽  
Financial Integration ◽  
Supply Chain Integration ◽  
External Information ◽  
Content Type ◽  
Linear Relationships ◽  
Non Linear ◽  
Internal Integration

Purpose The purpose of this paper is to analyse the relationships between the different dimensions of supply chain integration (SCI). First, the sequence in which these dimensions should be implemented and some possible mediating effects are investigated. Then, relationships are examined more closely to observe whether they present more complex non-linear forms than those usually analysed. Design/methodology/approach Required information was gathered from a sample of 477 Spanish industrial companies (23.4 per cent response rate). PLS structural equation modelling was applied to capture non-linear relationships between SCI dimensions. Findings The results indicate that internal integration leads to external integration and that within external integration, information flow integration provides the basis for financial flow integration and physical flow integration. Thus, the results suggest the existence of a logical sequence to achieve SCI. In addition, clearly different non-linear relationships are observed between the analysed variables. Practical implications It seems that a sufficient minimum value has to be reached for internal integration to have a positive effect on external information and financial integration. In addition, a higher degree of information integration appears to facilitate financial and physical integration, although a medium degree of information integration results in a lower degree of financial integration. Therefore, managers should not expect that efforts made to increase one integration dimension will always produce the same effect on the other dimensions. Originality/value An empirical contribution is made to knowledge of the logical SCI sequence. This contribution is not only important for academia, but also for managers seeking to improve supply chain performance through integration.

Inhibitors and enablers of supply chain integration across multiple supply chain tiers: evidence from Malawi

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kizito Elijah Kanyoma ◽  
Frank Wogbe Agbola ◽  
Richard Oloruntoba
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Interpersonal Relationships ◽  
Supply Chain Integration ◽  
Content Type ◽  
Face To Face ◽  
Focal Firm ◽  
Culture Of Fear ◽  
Major Supplier ◽  
Internal Integration

PurposeThis paper investigates the inhibitors and enablers of supply chain integration (SCI) across multiple tiers in the supply chains of manufacturing-based small and medium-sized enterprises (SMEs) in Malawi.Design/methodology/approachFollowing a qualitative approach, data were collected through face-to-face interviews across three supply chains, each consisting of a focal manufacturer, a major supplier and a retailer.FindingsThe research identified interpersonal relationships, supplier cost transparency and joint supply chain management (SCM) investments as key enablers of SCI. Concerning the inhibitors of SCI, the study found that a lack of external integration inhibited internal integration by acting as a source of disruption to intra-firm processes and relationships. Further, the research found weaker links between manufacturer–-retailer dyads than in manufacturer–supplier dyads, which constrained the ability to achieve multi-tier supplier–manufacture–retailer integration. The study also revealed that resource and infrastructural deficiencies, a culture of fear and intimidation within and between firms, corruption in sourcing transactions and a lack of inter-firm trust inhibited SCI.Research limitations/implicationsThe paper extends earlier evidence that internal integration is a prerequisite for external integration demonstrating that a basic level of external integration is necessary to prevent disruptions to internal integration.Originality/valueThis study is one of the few to go beyond the focal firm perspective and explore the inhibitors and enablers of SCI across multiple supply chain positions, and provides new evidence on the role of external integration in achieving internal integration.

The influence of supply chain integration on operational performance

2017 ◽  
Vol 28 (2) ◽  
pp. 444-463 ◽  
Author(s):  
Kum Fai Yuen ◽  
Vinh Van Thai
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Supply Chain Integration ◽  
Operational Performance ◽  
Implicit Assumption ◽  
Content Type ◽  
Service Companies ◽  
Internal Integration ◽  
Service Supply Chains ◽  
The Relationship

Purpose An implicit assumption of current supply chain integration (SCI) research is that the results obtained from product supply chains can be directly extrapolated to service supply chains. The purpose of this paper is to question this assumption of equivalence by proposing that the effects of internal integration (II) and external integration (EI) on operational performance (OP) are contingent on whether a firm operates in a product and service supply chain. Design/methodology/approach Drawing on the contingency theory, a model that specifies and contrasts the interrelationships between II, EI, and OP in product and service supply chains was proposed. Subsequently, measures were developed and survey data were collected from 138 product and 174 service companies in Singapore. The data were then analysed using multi-sampling analysis. Findings The effects of II and EI on OP varied significantly between product and service supply chains. In addition, the relationship between II and OP was found to be partially mediated by EI in product supply chains whereas a fully mediated relationship was observed in service supply chains. Research limitations/implications Within the context of SCI, different mediation patterns exist in product and service supply chains. The results suggest adopting a contingency rather than a universalistic approach in the management of firms’ internal and external integrative capabilities to maximise OP. Specifically, managers should adjust their II and EI efforts to achieve congruency with the type of supply chain they serve. Originality/value This paper tests the assumption of equivalence and extends the current scope of SCI contingency research by cross-examining the effects of II and EI on OP in both product and service supply chains simultaneously.

A comprehensive model for supply chain integration

2015 ◽  
Vol 22 (6) ◽  
pp. 1141-1157 ◽  
Author(s):  
Cunlu Zhang ◽  
Angappa Gunasekaran ◽  
William Yu Chung Wang
Keyword(s):  
Supply Chain ◽  
Reference Model ◽  
Academic Research ◽  
Secondary Data ◽  
Supply Chain Integration ◽  
Comprehensive Model ◽  
Bottom Line ◽  
Integration Model ◽  
Content Type ◽  
Planning And Control

Purpose – Extant research on supply chain integration defines integration in different ways, and mainly discusses a limited number of integration elements. The purpose of this paper is to develop a conceptual integration model which consists of comprehensive elements that are important to academic research and industrial practices. Design/methodology/approach – Key literature survey with drawing threads of existing practices together for developing a systematic referential model and then verify the model with a real case. Findings – Developed a model consisting of integration elements residing at the strategic, managerial, operational, and fundamental levels (bottom line). Based on the benefit alignment, the total integration requires supply chain partners to integrate resource flows (material, information, knowledge, and finance), processes and organization, planning and control activities and strategy. Research limitations/implications – The research is based on secondary data and a case study illustration. Further empirical research is required. Practical implications – The normative model can guide managers to integrate resources and activities in their efforts for an effective supply chain management. It supplements the Supply Chain Operations Reference Model developed by the Supply Chain Council with an interface description, which may guide the development of information systems for supply chain integration. Originality/value – The comprehensive model provides a more inclusive and integrated perspective of supply chain integration. It is expected that the consensus of supply chain integration could be achievable based on this model. The conceptual framework will assist the researchers to determine integration variables of supply chain.

scholarly journals Supply chain involvement in business continuity management: effects on reputational and operational damage containment from supply chain disruptions

2020 ◽  
Vol 25 (6) ◽  
pp. 747-772 ◽  
Author(s):  
Arash Azadegan ◽  
Tahir Abbas Syed ◽  
Constantin Blome ◽  
Kayhan Tajeddini
Keyword(s):  
Supply Chain ◽  
Large Scale ◽  
Supply Chain Integration ◽  
Business Continuity ◽  
Complementarity Effect ◽  
Supply Chain Disruptions ◽  
Content Type ◽  
Business Continuity Management ◽  
The Face ◽  
Internal Integration

Purpose Does internal integration extend to business continuity and to managing supply chain disruptions (SCDs)? Despite the voluminous literature on supply chain integration, evidence on its effectiveness on risk management and disruption response is scant. The purpose of this paper is to assess the effectiveness of business continuity management (BCM) and of supply chain involvement in BCM (SCiBCM) on reputational and operational damage containment in the face of SCDs. Design/methodology/approach This study draws on Simons’ Levers of Control framework to explain how the involvement of supply chain in BCM affects firm capabilities in containing damages caused by major SCDs. The authors develop and test hypotheses by analyzing large-scale questionnaire responses from 448 European companies. Findings Results of the data analysis suggest that BCM improves reputational damage containment, whereas SCiBCM improves operational damage containment. The findings also show that the significant effects of BCM and SCiBCM on reputational and operational damage containment, respectively, were amplified for the firms facing higher supply chain vulnerability. Post-hoc analysis further reveals the complementarity effect between BCM and SCiBCM for the companies exposed to high supply chain vulnerability. Originality/value Evidence on the effects of BCM and its internal integration on performance is limited. This study offers empirical evidence on the topic. Also, while supply chain integration can improve information sharing and coordination, some may not fully recognize its potential benefits in addressing SCDs. This study theoretically and empirically demonstrates the role played by internal integration, in the form of SCiBCM, in improving organizational damage containment efforts.

Supply chain integration: a review of enablers, dimensions and performance

2019 ◽  
Vol 27 (1) ◽  
pp. 264-301 ◽  
Author(s):  
Anurodhsingh Khanuja ◽  
Rajesh Kumar Jain
Keyword(s):  
Supply Chain ◽  
Strategic Alliance ◽  
Empirical Support ◽  
Supply Chain Integration ◽  
Unique Contribution ◽  
Content Type ◽  
Supplier Integration ◽  
And Performance ◽  
Internal Integration ◽  
Process Coordination

Purpose The conceptualization of integration is built on intra- and inter-organizational relationship to manage the entire supply chain. Despite the growing number of research studies, there is a lack of consensus in current literature to define and conceptualize supply chain integration (SCI) and its drivers. The purpose of this paper is to provide comprehensive views on SCI, thereby contributing to existing literature by providing taxonomy to drivers and sources, dimensions and outcome of SCI. Design/methodology/approach The systematic approach to literature review has been adopted to carry out this research. The study cites 154 articles, out of which 110 articles have been thoroughly reviewed, covering drivers and sources of SCI, SCI dimensions and SCI outcome. Findings For the conceptualization of SCI dimensions, two major themes have been identified: first, internal integration, customer integration and supplier integration; second, information sharing, process coordination and strategic alliance. The authors also found that desire to improve and environmental factors prompt organizations to integrate with their partners to realize the desired outcome. Additionally, the paper identifies that integration plays a significant role in enhancing performance; nevertheless, maturity of integration may have a direct relationship with performance, and the same has been suggested as propositions for further study. Research limitations/implications This paper has taken the systematic perspective to review existing studies and projected propositions, which is entirely based on collective views that may require empirical support. Originality/value The paper is a unique contribution that reviews the research articles on SCI systematically. The paper also provides a distinct perspective and food for thought to practitioners, as the proposed framework may serve as a reference point to assess current SCI practices in the organizations.

scholarly journals Supply chain integration, risk management and manufacturing flexibility

2018 ◽  
Vol 38 (3) ◽  
pp. 690-712 ◽  
Author(s):  
Atanu Chaudhuri ◽  
Harry Boer ◽  
Yariv Taran
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Manufacturing Firms ◽  
The Body ◽  
Supply Chain Integration ◽  
Manufacturing Flexibility ◽  
Manufacturing Strategy ◽  
Content Type ◽  
Internal Integration ◽  
The Impact

Purpose The purpose of this paper is to investigate the impact of internal integration, external integration (EI), and supply chain risk management (SCRM) on manufacturing flexibility, and the moderating effect of SCRM on the relationships between internal and EI, respectively, and manufacturing flexibility. Design/methodology/approach Using hierarchical regression, data are analyzed from a sample of 343 manufacturing plants in Asia collected in 2013-2014 as part of the International Manufacturing Strategy Survey (IMSS VI). Findings Internal integration and SCRM have a direct effect on manufacturing flexibility. SCRM moderates the relationship between EI and flexibility. Research limitations/implications Further research is needed to generalize beyond the flexibility performance of discrete manufacturing firms in Asia. Practical implications To benefit from EI and increase their flexibility performance, manufacturing firms need to implement different mechanisms of SCRM to prevent and deal with supply chain risks including those associated with supply chain integration. Originality/value This research contributes to the body of knowledge on the relationships between internal integration, EI, SCRM, and manufacturing flexibility.

scholarly journals Interplant coordination, supply chain integration, and operational performance of a plant in a manufacturing network: a mediation analysis

2016 ◽  
Vol 21 (5) ◽  
pp. 550-568 ◽  
Author(s):  
Yang Cheng ◽  
Atanu Chaudhuri ◽  
Sami Farooq
Keyword(s):  
Supply Chain ◽  
Positive Impact ◽  
Supply Chain Integration ◽  
Operational Performance ◽  
Data Set ◽  
Content Type ◽  
Internal Integration ◽  
Manufacturing Network ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to investigate the relationships at the level of plant in a manufacturing network, labelled as networked plant in the paper, between inter-plant coordination and operational performance, supply chain integration (SCI) and operational performance and inter-plant coordination and SCI. Design/methodology/approach This paper is developed based on the data obtained from the sixth version of International Manufacturing Strategy Survey (IMSS VI). Specifically, this paper uses a subset of the IMSS VI data set from the 606 plants that identified themselves as one of the plants in a manufacturing network. Findings This paper finds that external integration is significantly related to operational performance of networked plant, whereas internal integration is not. As an enabler for external integration, the influence of internal integration on operational performance of networked plant is mediated by external integration. This paper also provides evidence to the purported positive impact of internal integration on inter-plant coordination, as well as the positive impact of inter-plant coordination on external integration. It further suggests that inter-plant coordination can influence operational performance of networked plant through external integration and also mediate the relationship from internal integration to performance through external integration. Originality/value This paper contributes to the SCI literature and extends the understanding of the impact of SCI on the operational performance by selecting networked plant as a unit of analysis. Besides, this paper distinguishes inter-plant coordination from SCI and investigates the relationship between inter-plant coordination, SCI, and operational performance for the first time.

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