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.

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.

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.

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.

Broad span of supply chain integration: theory development

2019 ◽  
Vol 47 (2) ◽  
pp. 186-201 ◽  
Author(s):  
Yandra Rahadian Perdana ◽  
Wakhid Slamet Ciptono ◽  
Kusdhianto Setiawan
Keyword(s):  
Supply Chain ◽  
Resource Dependence ◽  
Service Providers ◽  
Resource Dependence Theory ◽  
Supply Chain Integration ◽  
Integration Theory ◽  
Content Type ◽  
Supplier Integration ◽  
Logistics Service ◽  
Internal Integration

PurposeThe purpose of this paper is to understand how theoretical lenses have been used to analyze the supply chain integration (SCI) theory. Furthermore, this paper elaborates theories derived from SCI research, in the form of propositions and a framework to explain the concept of the broader span of SCI.Design/methodology/approachThis paper is based on a systematic review of 194 research articles from Q1 to Q4 international journals over the period 1980–2017. Issues are explored under the integration keywords: “supply chain integration,” “internal integration,” “supplier integration,” “customer integration,” “third party logistics integration” and “logistics service provider integration.”FindingsConceptually, SCI can be interpreted as a span that illustrates the internal integration of the focal organization, and the integration of the focal organization with suppliers, logistics service providers (LSPs) and customers. However, the result from the systematic literature review shows the SCI’s span still neglects LSPs. Based on that gap, a resource-based view (RBV) integrated with the resource dependence theory (RDT) is used to propose a broader SCI span that consists of internal, supplier, LSP and customer. Using both theories, this paper conceptualizes resources, dependence and uncertainty as the antecedents of the broader span of SCI.Originality/valueThis paper provides a theoretical contribution that integrates the RBV and RDT as a basis for developing the broader span of SCI.

The contribution of business continuity management (BCM) to supply chain resilience: a qualitative study on the response to COVID-19 outbreak

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gianluca Riglietti ◽  
Mariachiara Piraina ◽  
Paolo Trucco
Keyword(s):  
Supply Chain ◽  
Organizational Behavior ◽  
Business Continuity ◽  
Content Type ◽  
Supply Chain Resilience ◽  
Business Continuity Management ◽  
Core Elements ◽  
Multiple Case ◽  
Interpretative Approach ◽  
The Impact

PurposeThis paper investigates the relationships between the core elements of a BCM system and SCRES constituents, i.e. visibility, agility, flexibility, velocity and collaboration. An explorative multiple case studies methodology was adopted, consisting of organizations in the retail, manufacturing and humanitarian sectors that had to withstand the impact of the first wave of the COVID-19 pandemic (January to June 2020).Design/methodology/approachThe paper adopts an interpretative approach to understand organizational behavior through observations. The source of data comes from in-depth interviews as well as the scrutiny of available official documents for triangulation. The unit of analysis is the organizations internal supply chain with a specific focus on their BCM system and SCM arrangements.FindingsThis paper shows how core BCM practices have a direct impact on supply chain resilience constituents. Specifically practices such as establishing a crisis management committee and risk assessments boost constituents such as agility and flexibility. This advances the theoretical discussion on supply chain resilience, while providing practical examples for organizations to build a response to pandemic incidents.Originality/valueThis paper validates the contribution of business continuity management to supply chain resilience, a concept that has mainly been linked to practices such as risk management. In this regard, this paper enriches the discussion. Secondly, the analysis explains how specific BCM practices worked during the first wave of the pandemic and how they were implemented, providing a clear path for supply chain resilience.

The effect of supply chain integration on technical innovation in Jordan

2017 ◽  
Vol 24 (3) ◽  
pp. 594-616 ◽  
Author(s):  
Heba Fawzi Ayoub ◽  
Ayman Bahjat Abdallah ◽  
Taghreed S. Suifan
Keyword(s):  
Factor Analysis ◽  
Supply Chain ◽  
Mediating Effect ◽  
Supply Chain Integration ◽  
Technical Innovation ◽  
Manufacturing Companies ◽  
Customer Integration ◽  
Content Type ◽  
Supplier Integration ◽  
Internal Integration

Purpose The purpose of this paper is to investigate the effect of supply chain integration (SCI) in terms of supplier integration, customer integration, and internal integration on knowledge management (KM) and technical innovation (TI). The study also investigates the effect of KM on TI. Furthermore, the mediating effect of KM on the relationship between SCI and TI is investigated. Design/methodology/approach Study model and hypotheses were developed based on literature review. The study is based on survey data collected from 217 Jordanian manufacturing companies in electrical, electronics, machinery, and mechanical appliances industries. Exploratory factor analysis and confirmatory factor analysis were applied to assess construct validity. Direct and indirect effects were tested using structural equation modeling and bootstrap re-sampling technique. Findings The results reveal that supplier integration and customer integration have positive effects on KM and TI, while internal integration has not. Also, KM has a positive effect on TI. In addition, KM mediates supplier integration-TI and customer integration-TI relationships, while does not mediate internal integration-TI relationship. Originality/value Most existing studies examined the effect of KM on SCI and supply chain management. This study argues and empirically demonstrates that SCI contributes to KM capability of manufacturing companies. Moreover, this is one of the first studies to investigate the mediating role of KM on SCI-TI relationship. The paper provides evidence that external integration is superior to internal integration in enhancing KM and TI.

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