scholarly journals The Effect of Environmental Uncertainty on Supply Chain Agility for Small and Medium-Sized Businesses (SMBs): Empirical Evidence on Coffee Shops in Indonesia

2020 ◽  
Keyword(s):  
Supply Chain ◽  
Empirical Evidence ◽  
Environmental Uncertainty ◽  
Supply Chain Agility ◽  
Coffee Shops

Supply chain integration and its impact on supply chain agility and organizational flexibility in manufacturing firms

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ahmad Azwan Ahmad Shukor ◽  
Md. Shah Newaz ◽  
Muhammad Khalilur Rahman ◽  
Azni Zarina Taha
Keyword(s):  
Supply Chain ◽  
Environmental Uncertainty ◽  
Manufacturing Firms ◽  
Partial Least Square ◽  
Supply Chain Integration ◽  
Equation Modeling ◽  
Organizational Ambidexterity ◽  
Organizational Flexibility ◽  
Content Type ◽  
Supply Chain Agility

PurposeThis study investigates the impact of environmental uncertainty and organizational ambidexterity on supply chain integration and its relationship between supply chain agility and organizational flexibility in the manufacturing firms.Design/methodology/approachThe data were collected from 526 managers in services and manufacturing industry in Kuala Lumpur. The partial least square (SmartPLS 3.0) tool was applied through the use of the structural equation modeling (SEM) technique.FindingsThe results revealed that a strong relationship exist between environmental uncertainty and supply chain integrations including customer, supplier and internal integration. Organizational ambidexterity has a significant relationship with supply chain integration. Supply chain integrations were shown to have a positive impact on the firm's supply chain agility and organizational flexibility.Originality/valueThe findings may assist to establish a set of key drivers for enhancing supply chain agility and organizational flexibility as a supply chain management initiative in the manufacturing and service industry.

Environmental uncertainty and supply chain performance: the effect of agility

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
R. Anthony Inman ◽  
Kenneth W. Green
Keyword(s):  
Supply Chain ◽  
Environmental Uncertainty ◽  
Agile Manufacturing ◽  
Equation Modeling ◽  
Alternative View ◽  
Supply Chain Performance ◽  
Content Type ◽  
Supply Chain Agility ◽  
Study Results ◽  
The Relationship

PurposeToday's businesses are facing a world that is more complex, turbulent and unpredictable than in the past with increasing levels of environmental complexity. Rather than proposing environmental uncertainty as a mediator/moderator of the relationship between agility and performance as others have done, the authors offer an alternative view where supply chain agility is seen as mediating the relationship between environmental uncertainty and supply chain performance.Design/methodology/approachThe authors propose that supply chain agility is a response to the effects of environmental uncertainty and, as such, environmental uncertainty should be seen as a driver of supply chain agility. Few studies test the direct relationship between uncertainty and supply chain performance, and none simultaneously test for agility's mediation and moderation effect between environmental uncertainty and agility.FindingsThe model was statistically assessed using partial-least-squares structural equation modeling (PLS/SEM) by analyzing survey data from manufacturing managers in 136 US firms. The study results did not indicate a significant relationship between environmental uncertainty and supply chain performance. However, the authors did find a significant positive relationship between agile manufacturing and supply chain performance using measures that were primarily operations-centered rather than financial. Additionally, the authors found that agile manufacturing fully mediates the relationship between environmental uncertainty and supply chain performance.Originality/valueThe authors’ model, though simple, provides a base for future research for them and other researchers who can incorporate other impacting variables into the model. The study results show that uncertainty can be a force for good and that utilizing agile manufacturing can be a new source of opportunity.

Self-organisation and supply chain agility: empirical evidence from humanitarian relief operations in a developing country

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Henry Mutebi ◽  
Moses Muhwezi ◽  
John C. Kigozi Munene
Keyword(s):  
Supply Chain ◽  
Empirical Evidence ◽  
Developing Country ◽  
Humanitarian Relief ◽  
Cross Sectional ◽  
Content Type ◽  
Supply Chain Agility ◽  
Self Organisation ◽  
Relief Operations ◽  
Cross Sectional Design

PurposeThe purpose of this study was to establish whether self-organisation and its components matter for supply chain agility in the context of humanitarian relief operations in a developing country, Uganda.Design/methodology/approachThis study adopted a cross-sectional design to collect data from a sample of 101 humanitarian organisations (HOs) that deliver relief to Bidi-Bidi refugee settlement in Uganda.FindingsBased on the findings, self-organisation explains 56% of the variance in supply chain agility.Research limitations/implicationsSince the study was cross-sectional, changes in the perception of the subject matter could not be established. Hence, a longitudinal approach was recommended for subsequent studies. Data was collected only from HOs that deliver relief services in Bidi-Bidi refugee settlement.Practical implicationsIt is recommended that managers of HOs should ensure that their organisations have flexible, adaptive structures that can affect self-organisation during emergencies so as to increase the speed with which they respond to victims' needs.Originality/valueThis study generates significant empirical evidence on a less studied phenomenon in the humanitarian sector. It vividly highlights the effect of self-organisation on building supply chain agility.

Testing the Potential of RFID to Increase Supply-Chain Agility and to Mitigate the Bullwhip Effect

2012 ◽  
pp. 49-68
Author(s):  
Anthony Vance ◽  
Paul Benjamin Lowry ◽  
Jeffrey A. Ogden
Keyword(s):  
Supply Chain ◽  
Empirical Evidence ◽  
Bullwhip Effect ◽  
Inventory Level ◽  
Rfid Technology ◽  
Holding Costs ◽  
Business Agility ◽  
Supply Chain Agility ◽  
Inventory Holding ◽  
Stockout Costs

This study examines the potential of RFID technology to increase the agility of supply-chain e-commerce systems by mitigating the bullwhip effect. The bullwhip effect is a supply-chain phenomenon that reveals a lack of business agility characterized by the amplification of inventory variance. This study employs an experiment involving a modified Beer Distribution Game to simulate an RFID-enabled supply chain. The results provide empirical evidence that RFID technology can increase a supply chain’s agility and reduce the bullwhip effect by reducing inventory holding costs, stockout costs, and inventory-level variances. The results are all the more important when applied to interorganizational e-commerce systems.

Testing the Potential of RFID to Increase Supply-Chain Agility and to Mitigate the Bullwhip Effect

2010 ◽  
Vol 1 (1) ◽  
pp. 48-66 ◽  
Author(s):  
Anthony Vance ◽  
Paul Benjamin Lowry ◽  
Jeffrey A. Ogden
Keyword(s):  
Supply Chain ◽  
Empirical Evidence ◽  
Bullwhip Effect ◽  
Inventory Level ◽  
Rfid Technology ◽  
Holding Costs ◽  
Business Agility ◽  
Supply Chain Agility ◽  
Inventory Holding

This study examines the potential of RFID technology to increase the agility of supply-chain e-commerce systems by mitigating the bullwhip effect. The bullwhip effect is a supply-chain phenomenon that reveals a lack of business agility characterized by the amplification of inventory variance. This study employs an experiment involving a modified Beer Distribution Game to simulate an RFID-enabled supply chain. The results provide empirical evidence that RFID technology can increase a supply chain’s agility and reduce the bullwhip effect by reducing inventory holding costs, stock out costs, and inventory-level variances. The results are all the more important when applied to interorganizational e-commerce systems.

An empirical examination of firm financial performance along dimensions of supply chain resilience

2017 ◽  
Vol 40 (3) ◽  
pp. 254-269 ◽  
Author(s):  
Xun Li ◽  
Qun Wu ◽  
Clyde W. Holsapple ◽  
Thomas Goldsby
Keyword(s):  
Supply Chain ◽  
Financial Performance ◽  
Three Dimensions ◽  
Empirical Examination ◽  
Content Type ◽  
Supply Chain Resilience ◽  
Critical Dimensions ◽  
Firm Financial Performance ◽  
Supply Chain Agility ◽  
The Impact

Purpose This paper aims to investigate the impact of three critical dimensions of supply chain resilience, supply chain preparedness, supply chain alertness and supply chain agility, all aimed at increasing a firm’s financial outcomes. In a turbulent environment, firms require resilience in their supply chains to prepare for potential changes, detect changes and respond to actual changes, thus providing superior value. Design/methodology/approach Using survey data from 77 firms, this study develops scales for preparedness, alertness and agility. It then tests their hypothesized relationships with a firm’s financial performance. Findings The results reveal that the three dimensions of supply chain resilience (i.e. preparedness, alertness and agility) significantly impact a firm’s financial performance. It is also found that supply chain preparedness, as a proactive resilience capability, has a greater influence on a firm’s financial performance than the reactive capabilities including alertness and agility, suggesting that firms should pay more attention to proactive approaches for building supply chain resilience. Originality/value First, this study develops a comparatively comprehensive definition for supply chain resilience and explores its dimensionality. Second, this study provides empirically validated instruments for the dimensions of supply chain resilience. Third, this study is one of the first to provide empirical evidence for direct impact of supply chain resilience dimensions on a firm’s financial performance.

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