The role of demand management in achieving supply chain agility

2014 ◽  
Vol 19 (5/6) ◽  
pp. 577-591 ◽  
Author(s):  
David M. Gligor
Keyword(s):  
Supply Chain ◽  
Conceptual Framework ◽  
Flexible Manufacturing ◽  
Demand Management ◽  
Comprehensive Review ◽  
Content Type ◽  
Turbulent Environments ◽  
Supply Chain Agility ◽  
Managerial Implications

Purpose – The purpose of this paper is to explore the role of demand management in achieving supply chain agility (SCA) through a multi-disciplinary review of the relevant research. The systematic literature review provides the basis for formulating a conceptual framework of the relationship. Design/methodology/approach – A systematic, comprehensive review of the literature on manufacturing, marketing organizational and SCA from 1991 through 2013 was conducted. The literature on demand management is also examined to identify the various elements that contribute to SCA. Findings – Most agility frameworks take a supply-side perspective and assume that demand is known. Those that do acknowledge the role of demand fall short of offering a holistic framework that acknowledges the role of both. This paper suggests that it is simply not enough to have flexible manufacturing, distribution and procurement systems to achieve SCA. Flexibility in managing demand is also needed. Furthermore, it is the premise of this paper that demand and supply integration (DSI) inside the firm is critical to achieving SCA. Research limitations/implications – This research is a systematic, integrative review of the existing literature on the concept of agility. As such, the next phase of research needed for theory building will be the operationalization of constructs and testing of the hypothesized relationships proposed by the conceptual framework. Practical implications – The paper has several managerial implications as well. It illustrates how firms can create and sustain competitive advantages in turbulent environments. Managers can use the framework developed here to assess what structures and decision-making processes they can use to increase the firm’s SCA. Practitioners can use this model as a checklist to identify candidate areas for improving agility. The section illustrating the use of knowledge management to increase DSI should be of particular interest to managers, considering that a great deal of firms experience a disconnect between demand creation and supply fulfillment. Originality/value – Through a systematic, comprehensive review of multi-disciplinary literature, the paper explores the role of demand management in achieving SCA.

scholarly journals The role of NGOs in sustainable supply chain management: a social movement perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sujie Peng ◽  
Fu Jia ◽  
Bob Doherty
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Social Movement ◽  
Conceptual Framework ◽  
Sustainable Supply Chain ◽  
Chain Management ◽  
Content Type ◽  
Sustainable Supply Chain Management ◽  
Movement Theory

Purpose The purpose of this paper is to systematically review the academic literature on non-governmental organizations’ (NGOs) role in sustainable supply chain management (SSCM) to develop a conceptual framework. Design/methodology/approach This paper conducts a systematic literature review through an analysis of 47 papers identified from peer-reviewed academic journals published from 2002 to 2020. Findings Adopting social movement theory and based on thematic findings, this paper proposes four steps and six propositions in the process of NGOs fostering SSCM. These include relative deprivation, political opportunities, resource mobilization and collective action, based on which we developed a conceptual framework regarding the role of NGOs in improving sustainability in supply chains. The proposed conceptual model opens a new avenue of research in NGO literature and several directions for further research. Originality/value This study may be the first to provide a systematic review of NGOs’ role in improving sustainability in supply chains. Moreover, by borrowing the social movement theory from sociology, this paper able to propose a new conceptual framework with a research agenda so as to deepen the understanding of the phenomenon and provide directions for future research.

Infrastructure framework and manufacturing supply chain agility: the role of delivery dependability and time to market

2017 ◽  
Vol 22 (2) ◽  
pp. 172-185 ◽  
Author(s):  
Moh’d Anwer Al-Shboul
Keyword(s):  
Supply Chain ◽  
Firm Performance ◽  
United Arab Emirates ◽  
Structural Equation ◽  
Large Scale ◽  
Time To Market ◽  
Content Type ◽  
Supply Chain Agility ◽  
The Impact

Purpose The main purpose of this study is to examine the role of delivery dependability and time to market, on the relation between the infrastructure framework and supply chain agility. Furthermore, the impacts of supply chain agility on firm performance are examined. Design/methodology/approach Data were collected from 113 respondents, senior executives and managers, in purchasing, operations, supplying, planning and other supply chain functions in large manufacturing firms in the MENA region, which includes 12 countries (Jordan, Lebanon, Egypt, Saudi Arabia, United Arab Emirates, Kuwait, Oman, Bahrain, Qatar, Morocco, Tunis and Algeria). A large-scale survey questionnaire was used for data collection process. The research framework was tested by using hypothesis-testing deductive approach. The results are based on covariance-based analysis and structural equation modelling using analysis of moment structures software. Findings The results show that infrastructure framework elements do not contribute significantly to support supply chain agility. It is also found that delivery dependability and time to market partially mediate the relationship between infrastructure framework elements and supply chain agility. Additionally, it is found that supply chain agility is associated with enhanced firm performance. Originality/value This paper provides an overview and empirically shows that delivery dependability and time to market are appropriate logistics practices for mediating the impact of infrastructure framework and supply chain agility. These relationships indicate a contribution to theory that explains how infrastructure framework elements can procreate supply chain agility, through the synchronising of appropriately matched logistics practices.

Achieving supply chain resilience: the role of supply chain ambidexterity and supply chain agility

2020 ◽  
Vol 31 (6) ◽  
pp. 1185-1204 ◽  
Author(s):  
Haris Aslam ◽  
Abdul Qadeer Khan ◽  
Kamran Rashid ◽  
Saif-ur Rehman
Keyword(s):  
Supply Chain ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Equation Modeling ◽  
Simultaneous Application ◽  
Content Type ◽  
Supply Chain Resilience ◽  
Supply Chain Agility ◽  
The Relationship

PurposeThis study analyzes the role of supply chain ambidexterity (SC-Ambidexterity) in developing supply chain resilience (SC-Resilience). We describe SC-Ambidexterity as a simultaneous application of supply chain adaptability (SC-Adaptability) and supply chain alignment (SC-Alignment) capabilities. We also consider the role of supply chain agility (SC-Agility) in the relationship between SC-Ambidexterity and SC-Resilience. We further suggest that the relationship between SC-Ambidexterity and SC-Resilience may be stronger in case of higher market uncertainty.Design/methodology/approachBased on the dynamic capabilities view (DCV) of the firm, we develop a set of hypotheses that are tested through a survey of manufacturing firms in Pakistan. The hypothesized model is tested through structural equation modeling (SEM).FindingsThe results of this study show a positive effect of SC-Ambidexterity on SC-Resilience. SC-Agility positively mediates the relationship between SC-Ambidexterity and SC-Resilience. However, our results show that this relationship does not vary at different levels of environmental uncertainty.Originality/valueThis study provides the seminal operationalization of SC-Ambidexterity in the supply chain context. It further shows the importance of SC-Ambidexterity and SC-Agility in contributing toward SC-Resilience.

scholarly journals The role of 4PL provider as a mediation and supply chain agility

2020 ◽  
Vol 2 (2) ◽  
pp. 99-111
Author(s):  
Macide Berna Çağlar Kalkan ◽  
Kenan Aydın
Keyword(s):  
Supply Chain ◽  
Firm Performance ◽  
Survey Data ◽  
Service Providers ◽  
Equation Modeling ◽  
Content Type ◽  
Supply Chain Agility ◽  
The Impact ◽  
The Relationship

PurposeThe aim of this study is to examine the role and capabilities of fourth party logistics (4PL) in the supply chain agility and firm performance. In addition to this, the relationship between supply chain agility and firm performance is also examined. This study aims to fulfill the gap in the literature about the studies on the relationship between 4PL capability dimensions, supply chain agility and business performance.Design/methodology/approachThe study uses survey data from 58 senior executives and managers in the logistics and supply chain functions from 4PL service providers' customer firms in Turkey. The results are structural equation modeling using SmartPLS software. Snowball sampling method was used to collect survey data.FindingsThis study shows that integrator and supply chain infomediary are appropriate practices for mediating the impact of agile supply chain strategies, on firm performance. For supply chain practitioners, results indicate that firms benefit greatly if they consider the outsourcing, such as a 4PL partnership, in conjunction with their supply chain strategy.Research limitations/implicationsTime, cost and the presence of businesses located in different cities across Turkey in the sample of study and the existence of the tendency of enterprises not to participate in the research can be stated as the limitations of this study.Originality/valueIn the literature, studies on 4PL have been conducted in different fields which can be categorized as follows: 4PL solution development, reasons that facilitate and prevent the design and implementation of 4PL, scope of 4PL service delivery and profit and risk sharing from the structure of 4PL networks. Briefly, the studies focus on conceptualizing and differentiating of 4PL from 3PL before reaching a common definition. Motivation of this study is to fulfill the gap of literature about supply chain agility, firm performance relationship and mediation role of 4PL skill dimensions.

Supply chain agility responding to unprecedented changes: empirical evidence from the UK food supply chain during COVID-19 crisis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Quynh Nhu Do ◽  
Nishikant Mishra ◽  
Nur Baiti Ingga Wulandhari ◽  
Amar Ramudhin ◽  
Uthayasankar Sivarajah ◽  
...  
Keyword(s):  
Supply Chain ◽  
Food Supply ◽  
Food Supply Chain ◽  
Content Type ◽  
Supply Chain Agility ◽  
Fresh Vegetables ◽  
The Uk ◽  
Chain Transformation ◽  
Practical Implications

Purpose The COVID-19 outbreak has imposed extensive shocks embracing all stages of the food supply chain (FSC). Although the magnitude is still unfolding, the FSC responds with remarkable speed, to mitigate the disruptive consequences and sustain operations. This paper aims to investigate how operationalising supply chain agility (SCA) practices has occurred amid the COVID-19 crisis and expectations for how those practices could transform the supply chain in the post-COVID-19 era. Design/methodology/approach Following an exploratory case-based design, this paper examines the various agile responses that three supply chains (meat, fresh vegetables and bread) adopted and elaborate using the dynamic capability (DC) theoretical lens. Findings First, the findings demonstrate how, in the wake of the COVID-19 pandemic, each affected case pursued various agile responses through sensing and seizing capabilities. Sensing includes identifying and assessing the relevant opportunities and threats associated with the specific supply chain context. Seizing involves acquiring, combining and modifying the tangible and intangible resources at the firm and supply chain levels. Second, supply chain transformation is likely if firms and their supply chain develop the sustaining capability to ensure that the desirable changes outlast the crisis. Practical implications This study provides an actionable guide for practitioners to develop agile responses to systemic changes in times of crisis and to sustain favourable changes so as to enable their outlasting of the crisis. Originality/value This study provides a novel and unique perspective on the role of SCA in crisis – in this case, the pandemic. This paper synthesises the empirical stories of the agile responses in the FSC and elaborates on the DC framework, to identify theoretical and practical implications. This paper establishes the sustaining capability as the missing DC capability for enabling transformation in the post-COVID-19 era.

The effect of supply chain quality management on supply chain performance: the indirect roles of supply chain agility and innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ayman Bahjat Abdallah ◽  
Nour A. Alfar ◽  
Salah Alhyari
Keyword(s):  
Supply Chain ◽  
Quality Management ◽  
Primary Data ◽  
Equation Modeling ◽  
Internal Quality ◽  
Supply Chain Performance ◽  
Content Type ◽  
Positive Effects ◽  
Supply Chain Agility

PurposeThe current study seeks to investigate how supply chain quality management (SCQM) and supply chain agility (SCA) and innovation (SCI) have an impact on supply chain performance (SCP) and how SCQM affects SCP through the mediating role of SCA and SCI capabilities.Design/methodology/approachIn line with the research objective, a quantitative model was applied, and a multi-item survey questionnaire was developed to collect primary data. A random sample of 284 manufacturing firms belonging to different industries was used. The measurement model was assessed for validity and reliability, and satisfactory levels of these tests were demonstrated. Research hypotheses were examined using structural equation modeling (SEM).FindingsThe results of the current study have significant implications in regard to the further improvement of SCP through SCQM. The study also found that SCQM plays a key role across the entire SC network in facilitating and developing SCA and SCI capabilities. The remarkable findings of the current study revealed the indirect effect of SCQM on SCP through SCA and SCI. These results broaden the work of previous studies which identified the positive effects of SCQM on performance by providing meaningful insights into SCQM's role in promoting SCA and SCI capabilities, which, in turn, further improves SCP.Originality/valueThis study addresses a gap in the literature concerning the effect of SCQM on SCP. In addition, it is the first study, to the best of the researchers' knowledge, to explore the role of two major SC capabilities, namely, SCA and SCI on the SCQM–SCP relationship. Moreover, the present study addresses a questionable issue in the literature regarding practices that conceptualize SCQM. Several studies confuse SCQM practices with internal quality management (QM) practices. This study defines SCQM as consisting of collaborative QM practices with external SC members and proposes five related practices for measuring SCQM.

scholarly journals Supply chain agility, adaptability and alignment

2018 ◽  
Vol 38 (1) ◽  
pp. 129-148 ◽  
Author(s):  
Rameshwar Dubey ◽  
Nezih Altay ◽  
Angappa Gunasekaran ◽  
Constantin Blome ◽  
Thanos Papadopoulos ◽  
...  
Keyword(s):  
Supply Chain ◽  
Empirical Studies ◽  
Moderating Effect ◽  
Supply Chain Design ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Supply Chain Agility ◽  
Management Commitment ◽  
Top Management Commitment

Purpose The purpose of this paper is to examine when and how organizations create agility, adaptability, and alignment as distinct supply chain properties to gain sustainable competitive advantage. Design/methodology/approach The current study utilizes the resource-based view (RBV) under the moderating effect of top management commitment (TMC). To test the research hypotheses, the authors gathered 351 usable responses using a pre-tested questionnaire. Findings The statistical analyses suggest that information sharing and supply chain connectivity resources influence supply chain visibility capability, which, under the moderating effect of TMC, enhance supply chain agility, adaptability, and alignment (SCAAA). Originality/value The contribution lies in: providing a holistic study of the antecedents of agility, adaptability, and alignment; investigating the moderating role of TMC on SCAAA; following the RBV and addressing calls for investigating the role of resources in supply chain management, and for empirical studies with implications for supply chain design.

Assessing the impact of supply chain agility on operational performances-a PLS-SEM approach

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rashmi Ranjan Panigrahi ◽  
Duryodhan Jena ◽  
Jamini Ranjan Meher ◽  
Avinash K. Shrivastava
Keyword(s):  
Supply Chain ◽  
Manufacturing Firms ◽  
Mediating Effect ◽  
Modern Concept ◽  
Content Type ◽  
Steel Manufacturing ◽  
Supply Chain Agility ◽  
Cost Efficiencies ◽  
The Impact

Purpose This study aims to examine the effect of supply chain agility (SCA) on operational performance (OP) measurements of steel manufacturing firms. It also investigates the role of cost efficiencies concerning enhance OPs. Design/methodology/approach The study is based on an experimental research design by collecting data from responses 398 responses of key officials of India’s steel manufacturing firms. Analyses are carried to explore this modern concept with the help of Smart-partial least square (PLS) version 3.3.2 with confirmatory factor analysis and PLS structural equational modelling. Findings SCA factor (SCAF) directly has influenced the firm’s OP. It also represents cost efficiencies that have partial mediation between the SCAF and OP. The impact of cost efficiencies on OPs is strongly significant as compared to the impact of SCAF on cost efficiencies. Practical implications Management teams in the manufacturing industry should stress the role of SCA as a comprehensive concept in responding to market needs in a volatile environment. SCA reflects one of its winning strategies in today’s dynamic and competitive world. Managers must thoroughly know the ramifications of agility to develop a mechanism for determining the procedures and identifying inequality in SC operation. Originality/value This study speaks explicitly about the linkage between SCAF, OP, CE. It is an addition to the existing theories of RBV. Enhancements in OP measurements, specifically performance and flexibility, will lead to better firm performance. study conceptualizing the complementing effects of SCA (IS capability) and OPs and second cost efficiencies play positive partial mediating effect in between the link. The achievement of SC agile is especially a critical approach to Boost customer satisfaction and differentiate market position.

The role of relationship integration in supply chain agility and flexibility development

2015 ◽  
Vol 26 (8) ◽  
pp. 1126-1157 ◽  
Author(s):  
Sajad Fayezi ◽  
Maryam Zomorrodi
Keyword(s):  
Supply Chain ◽  
Manufacturing Sector ◽  
Manufacturing Companies ◽  
Content Type ◽  
Trade Offs ◽  
Supply Chain Agility ◽  
Management Literature ◽  
Original Approach ◽  
Practical Implications

Purpose – The purpose of this paper is to contribute to the supply chain management literature by presenting the Australian practitioners’ perception of the role of relationship integration in developing supply chain agility and flexibility. Design/methodology/approach – The research takes semi-structured, indepth interviews with ten operations and supply chain practitioners in the Australian manufacturing sector. A systematic qualitative data analysis approach grounded on cross-interview synthesis was used. Findings – Findings contributed into understanding of the manufacturing companies’ implementation of relationship integration with respect to decision trade-offs involved in contract design. Moreover, the findings revealed the significant perceived importance and impact of relationship integration on supply chain agility and flexibility development. This was, however, found to be a function of things such as upstream or downstream focus and organisational size. These findings were expressed in terms of seven propositions. Practical implications – Analysis of the interviews substantiates the criticality of informed allocation of resources to relationship-intensive activities and investments across the supply chain to develop agility and flexibility. International businesses can gain insights into Australian manufacturing businesses’ perception of relationship integration, which can be invaluable for strategic planning to develop agile and flexible supply chains with their Australian partners. Originality/value – This paper takes an original approach to present operations and supply chain practitioners’ perception of manufacturing businesses’ use of relationship integration for supply chain agility and flexibility development.

Business intelligence competence, agile capabilities, and agile performance in supply chain

2015 ◽  
Vol 26 (2) ◽  
pp. 356-380 ◽  
Author(s):  
Mohamad Sadegh Sangari ◽  
Jafar Razmi
Keyword(s):  
Supply Chain ◽  
Business Intelligence ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Equation Modeling ◽  
Content Type ◽  
Supply Chain Agility ◽  
And Performance ◽  
The Relationship

Purpose – The purpose of this paper is to study the role of business intelligence (BI) in achieving agility in supply chain context by examining the relationship between BI competence, agile capabilities, and agile performance of the supply chain. Design/methodology/approach – A theoretical framework is developed drawing on the resource-based view, the dynamic capabilities perspective, and the competence-capability relationship paradigm, as well as an extensive review of the literature. Structural equation modeling is employed to analyze the data collected from Iranian manufacturers in the automotive industry. Findings – The empirical results support the conceptualization of supply chain BI competence as a multi-dimensional construct comprising managerial, technical, and cultural competence, and confirm that it is a key enabler of supply chain agility in terms of both agile capabilities and agile performance. The results also provide support for partial mediation of agile capabilities on the relationship between BI competence and agile performance of the supply chain. Originality/value – This paper provides a response to the identified need for empirical evidence on the benefits derived from BI, especially in the supply chain context. It also contributes to the existing supply chain agility literature by providing insight into the value and role of BI in enhancing agile capabilities and performance in the inter-organizational supply chain.

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