Student Paper 2007 12763(AOM)

8/13/2019 Student Paper 2007 12763(AOM)

1/41

12763

Supply Chain Dimensions, Performance and Organizational Performance: An

Integrated Framewor

A!S"#AC"

Evidence has shown that organizations seldom achieve the advantage offered by SCM

techniqe! "his may be attribted to the fact that crrent methodologies for analyzing

s##ly chains$ are not sfficiently com#rehensive$ #articlarly when it comes to

nderstanding the com#le%ities of SCM and organization #erformance in an nified

conte%t! &n addition$ researchers have not com#rehensively answered 'ey qestions sch

as what constittes the dimensions of SCM constrct or what is the relationshi# between

dimensions of SCM constrct amongst each other and with SCM #erformance! &n

addition$ des#ite the fact that SCM #erformance and organization #erformance have

overla#s$ simltaneos consideration of both constrcts in the same framewor' has been

neglected so far! (esearchers have ths far failed to e%#lore the lin'age between SCM

and organizational #erformance! "he stdy see's to address these isses! )ased on a

com#rehensive literatre review$ a theoretical framewor' and #ro#ositions are derived! &n

clmination$ the descri#tion for #ossible findings and im#lications of the stdy for

managers is considered! *verall$ we arge that increased interaction between im#ortant

constitents of s##ly chain management will #romote increased nderstanding and

enhance the organization+s ability to meet desired goals! ,inally$ directions for ftre

research are also #resented!

$eywords-

S##ly chain management. /rchasing. Concrrent engineering

1


2/41

12763

Supply Chain Dimensions, Performance and Organizational Performance: An

Integrated Framewor

I%"#OD&C"IO%

0es#ite the increasing amont of attention #aid to S##ly chain management

SCM #ractices by #ractitioners and academicians 0onlon$ 16. "racey$ 4im$

5onderembse$ 2005$ failres in effectively im#lementing SCM #ractices still e%ist

andfield$ rase$ Scannel 8 Moncz'a$ 2999. andfield 8 :ichols$ 1;. Moberg$

S#eh$ 8 ,reese$ 2993. "an$ annan$ andfield 8


3/41

12763

stdies at some #oint in their analysis clearly mention the need to interlin' these

identified dimensions amongst themselves and finally to firm #erformance! (esearchers

ty#ically have not addressed this im#ortant isse!

Secondly$ research has been limited in terms of going beyond the general view

that SCM strategy has strong lin'age with #erformance! &n addition$ the qestion abot

what s#ecific SCM strategy dimension is distinctly related to s##ly chain #erformance

and finally to firm #erformance has largely gone nnoticed =nsoff 8 Sllivan$ 13.

)echtel 8 >ayaram$ 17. Cho#ra 8 Meindl$ 2991. arrison 8 oec'$ 2992. Mentzer$

Min 8 Bacharia$ 299A. Mentzer$ 0ewitt$ eebler$ Min$ :i% 8 Smith$ 2991!

=lso$ limited attention has been #aid to better designing s##ly chains$ formation

and em#irical testing and #erformance isses in SCM 4ambert$ 0astge 8 Cro%ton$

1;! S##ly chain is com#le% entity which consists of varios echelons$ for instance$

s##liers$ manfactrers$ distribtors and consmers )eamon$ 1! Challenges e%ist

in terms of identifying a##ro#riate #erformance measres for the analysis of s##ly chain

)eamon$ 1! (esearchers have ths far been content in limiting their choice of

#erformance measres! ,or instance$ Cohen and 4ee 1;; consider cost as an im#ortant

measre of s##ly chain management #erformance! Cstomer res#onsiveness has also

been recognized as an im#ortant dimension of SCM #erformance Christy 8


4/41

12763

can be viewed as a ste# in this direction! &n addition$ it is recognized that since SCM has

firm level im#lications it becomes im#erative to measre effects of SCM #erformance on

organizational #erformance measres


5/41

12763

"he stdy in the #rocess see's to ncover many #otentially neglected areas in

SCM literatre! ,or instance$ the stdy can also be seen as an answer to the call for

research see'ing more investigation into the relationshi# of strategic #rchasing with

s##ly management conce#ts Chen 8 /alra@$ 299Aa. Cosins$ 299?. 0yer 8 Singh$

1;;! &n addition$ as observed by Styles and =mber 2999$ there is a need to stdy the

lin'age between s##ly chain relationshi#s and s##ly chain #erformance! "his stdy is

in line with this call for added investigation! "he #ro#osed theoretical framewor' will

also address the ga# in the literatre in terms of consideration of more than one

#erformance measre! ,or instance$ as mentioned by )eamon 1$ flaws e%isted with

s##ly chain models sing only one s##ly chain #erformance measre! 5arios s##ly

chain #erformance measres identified in the literatre inclde- cost$ time and fle%ibility

:eely$


6/41

12763

"here has been lac' of stdies investigating the lin'age between s#ecific SCM

#ractices and SCM #erformance 4oc'amy &&& 8 McCormac'$ 299A! "he integrated

framewor' develo#ed in the crrent stdy will address this isse! &n addition$ the crrent

stdy incor#orates the dimension of cstomer res#onsiveness time as a dimension in the

s##ly chain #erformance constrct! "here has been a call for introdction of this

dimension by researchers 4ee 8 )llington$ 12. )eamon$ 1.


7/41

12763

*I"+#A"+ #+I+-

SC' Dimensions

Identification of supply chain management dimensions and brief description

&n order to achieve a com#etitive advantage$ s##ly chains need to be managed

a##ro#riately Scannel$ 5ic'ery 8 0roge$ 2999. Salvador$ ,orza$ (ngtsanatham 8

Choi$ 2991. ,rancois 8


8/41

12763

,rom the literatre review mentioned in "able 1= and 1) and the aboveF

mentioned rationale$ three im#ortant s##ly chain management dimensions were

identified! "hese dimensions inclde strategic #rchasing$ concrrent engineering$ and

long term relationshi#s! =ll the aboveFmentioned dimensions selected from the literatre

attem#t to e%#lore the s##ly chain management constrct in a holistic manner rather

than being limited only to certain #ractices covering one #articlar as#ect of the SCM

domain! = brief introdction of each of the three SCM dimensions is #resented ne%t!

Long term relationships

"he indicators of long term relationshi#s sch as trst$ and commnication have

been widely discssed in mar'eting literatre eidi 8 >ohn$ 19! &n addition$ the

im#act of longFterm relationshi#s on s##ly chain management has sr#risingly gone

nnoticed in SCM literatre ,ynes$ 5oss$ 8 )rca$ 299?! 4ong term relationshi#s have

been identified as a 'ey SCM dimension in SCM literatre Min 8 Mentzer$ 299A! "he

central tenet of a long term relationshi#s is the ability to maintain a coo#erative

relationshi# between two or more firms in lie of mtal economic gains Carr 8

/earson$ 1! *rganizations engaged in SCM shold constantly monitor the long term

relationshi#s dimension of the s##ly chain! Some of the 'ey advantages of maintaining

longFterm relationshi#s inclde sharing im#ortant information with involved #artners$ and

sharing a certain level of trst and im#rovements in 'nowledge management


9/41

12763

s##ly chain #ers#ective$ the involvement of varios com#onents of the s##ly chain is

widely stressed! ,or instance$ the im#ortance of the involvement of cstomers or the

cstomerF relationshi# dimension is stressed in many stdies "an et al!$ 2992. 0ivett$

Crittenden 8 enderson$ 2993. ncles$ 0owling$ 8 ammond$ 2993. 5ic'ery$ >ayaram$

0roge$ 8 Calantone$ 2993. S!4i et al$ 299?. S!4i et al!$ 2996! =s #reviosly

mentioned$ the critical element in concrrent engineering #ractice is the simltaneos

inclsion of all #hases of the related divisions >arvis$ 1! "his essentially means that

dring the #rodct design stage$ the cstomers who are #art of the crossfnctional teams

can voice their o#inions along with other fnctional area members sch as mar'eting$

#rodction$ and finance!

Strategic purchasing

"he im#ortance of strategic #rchasing is docmented widely in SCM literatre

)etchel 8 >ayaram$ 17. Cohn 8 "ayi$ 1. Chen 8 /alra@$ 299Aa$ 299Ab. /alra@$

Chen 8 ,lynn$ in #ress. isner$ 2993! /rchasing has been viewed as an essential

com#onent of a firm+s strategic #lanning #rocess Cosins$ 299?.,ergson$ artley$

"rner8 /ierce$ 16! /rchasing is often lin'ed to an organization+s achieving

com#etitive advantage ,ergson et al!$ 16! Het$ others have lin'ed strategic

#rchasing to cstomer satisfaction )roo'shaw 8 "erziovs'i$ 17). =s recognized by

Carr and /eterson 2992$ strategic #rchasing is an #stream com#onent of s##ly chain

management SCM! "his dimension involves strategically selecting the s##liers! "he

constrct of strategic #rchasing is o#erationalized in terms of dimensions sch as

whether #rchasing is aligned with the firm+s strategic orientation$ whether #rchasing is

carried ot while 'ee#ing the longFterm isses of the firm in mind$ and whether the


10/41

12763

s##liers have adeqate 'nowledge of the firm+s strategic goals Chen 8 /alra@$ 299Aa$

299Ab! Strategic #rchasing also enhances 'nowledge develo#ment leading to

organizational develo#ment and im#rovement in interaction between the member

com#onents of a s##ly chain /alra@$ Chen 8 ,lynn$ in #ress!

Supply Chain 'anagement Performance

"he ma@or challenge faced by researchers in S##ly Chain SC literatre is to

analyze the SC system+s #erformance )eamon$ 1! *ften vage terms$ sch as

IadeqateJ or IinadeqateJ are commonly sed to qantify #erformance measres

)eamon$ 1! "he analysis of s##ly chain #erformance becomes com#le% becase

of different entities involved sch as s##liers$ manfactrers$ wholesalers$ and

cstomers! ,or the #r#ose of this stdy$ s##ly chain management #erformance is

defined as the mlti#le measres of #erformance develo#ed by the organization to gage

the ability of a s##ly chain to meet an organization+s longFterm and shortFterm

ob@ectives! "able 2 re#resents reslts of the literatre review! )ased on the literatre

review$ three ma@or SCM #erformance measres sch as SC delivery fle%ibility$

inventory cost redction$ and cstomer res#onsiveness were identified! = brief

descri#tion of each of the dimension of SC #erformance is #resented ne%t!

&nsert "able 2 abot here

"he measrement of SC delivery fle%ibility is essential to estimate the

res#onsiveness of a s##ly chain! "he higher the fle%ibility$ the better is the

res#onsiveness of a s##ly chain! ,or instance$ if the s##ly chain is highly fle%ible$ it

wold continally meet the changing needs of cstomers and hel# cstomers to view the

19


11/41


12/41

12763

Organization Performance 'easures

*rganizations im#lementing SCM have obtained im#roved #erformance! Cost

savings$ increased revenes$ and the redction of defects in #rodcts are some of the

chief advantages of introdcing s##ly chain management Shin$ Collier 8 ilson$

2999! "hese are also mentioned as longFterm goals of the s##ly chain "an$ annan 8

andfield$ 1;! &t has been demonstrated that bsiness #rofitability is closely

associated with mar'et and bsiness shares )zzel$


13/41

12763

#erformance! "he following sbsections e%#lore the #reviosly mentioned

interrelationshi#s in greater detail! "he integrated framewor' #rovides managers with a

overarching framewor' for lin'ages between SCM dimensions$ SCM #erformance$ and

organization #erformance!

&nsert ,igre 1 abot here

Strategic Purchasing and *ong0 term #elationships

"he benefits of strategic #rchasing involve the formation of effective

commnication channels and develo#ing a longFterm strategic orientation with the s##ly

networ' for achieving mtal goals Carr 8 /earson$ 2992 ; arland$ 4amming 8

Cosins$ 1! "he role of #rchasing evolved over the years as firms started

recognizing the im#ortance of aligning longFterm organizational goals with that of

s##liers and effectively commnicating strategic goals to all com#onents of the s##ly

chain! /rchasing involves the formation of a fle%ible s##ly base


14/41

12763

channel members on im#rovement of the #erformance of the s##ly chain Celte' 8

ayna'$ 1. =nmba$ Siemienich 8 Sinclair$ 2999! &nvolvement of different

member com#onents sch as cstomers$ s##liers and manfactrers at an early stage

facilitates the effectiveness of the s##ly chain by effective information sharing!

*ne of the strategies of #rchasing involves selecting s#ecific s##liers and

maintaining effective interactions between s##liers and byers Cam#bell$ 1;?.

Cnningham$ 1;2! &nteraction and commnication between different com#onent

members at an early stage in #rodct develo#ment have been deemed im#ortant for the

sccess of concrrent engineering #ractices )radley$ 1?. olmes$ 1A. ofteros et

al!$ 2991. Sharifi 8 /awar$ 2992! &n addition$ since the chief em#hasis is on im#roving

qality$ it is beneficial to select s#ecific s##liers who meet the qality reqirements of

the organization! &f s##liers have adeqate 'nowledge of a firm+s strategic orientation$

they can contribte to the crossFfnctional teams by effectively sharing information

,ergsion$ artley$ "rner 8 /ierce$ 16! "his wold lead to frther im#roved crossF

fnctional team #erformance and conseqently$ the concrrent engineering #erformance!

"he above argments lead s to the following #ro#osition!

Proposition 1b: Strategic purchasing has a positive impact on concurrent

engineering

Strategic Purchasing and #educed In(entory Cost

=ccording to the resorceFbased view$ the firm is a bndle of resorces )arney$

11! &n order to achieve a com#etitive advantage$ the firm mst innovate and establish

#riorities which others cannot imitate )arney$ 11. ernerfelt$ 1;A! Strategic

#rchasing$ as mentioned above$ is a ty#e of strategy$ which if sed effectively$ can

enhance overall firm #erformance ,ergson et al!$ 16. >anda 8 Seshadri$ 2991! =s

1A


15/41

12763

mentioned by Carr 8 /earson 2992$ strategic #rchasing offers the firm o#tions to meet

the qality levels$ redction in costs and cycle times! = stdy by "racy$ 4im 8 $

5ondersembse 299? revealed a significant difference in terms of inventory stoc's

management between firms tilizing strategic and nonFstrategic #rchasing in >stFinF

"ime >&" environments! &ncreased commnication between members of the #rchasing

and warehose de#artments hel#s in o#timizing the levels of inventory! "his frther hel#s

in the redction of costs as members of the #rchasing nit can effectively commnicate

the need to the s##lier and the delivery can be synchronized! =ccordingly$ we #osit-

Proposition1c: Strategic purchasing has a positive impact on reducing theinventory costs

Concurrent +ngineering and Customer #esponse "ime

&n today+s world$ cstomer demands change freqently! =ntici#ation of cstomer

reqirements and satisfying cstomer demands are im#ortant as#ects of strategic #lanning

0agherty et al!$ 1?! (es#onsiveness time reflects the organization+s ability to scan

the environment$ gather sefl information and res#ond to the changing reqirement in a

timely manner (Bhang 8 Sharifi$ 2999. "racy et al!$ 1?! &n order to meet the

ncertainties in cstomer demands$ concrrent engineering #ractices have evolved dring

the #rodct develo#ment stage! &n #rodct design$ im#rovement in qality is soght by

gathering cstomer feedbac'$ redcing the total nmber of com#onents and$ thereby$

increasing reliability ,lynn$ Sa'a'ibara 8 Schroeder$ 1?! &t has been mentioned that

the overall qality im#roves becase of the formation and the greater involvement of

crossFfnctional teams! &m#lementation of CE leads to sharing of im#ortant information$

which leads to im#rovement in factors sch as manfactrability and com#le%ity! "his is

frther associated with im#rovement in lead time and better #erformance in qality

1?


16/41


17/41

12763

addition$ trst is im#ortant for cstomer satisfaction and the effective fnctioning of a

franchise system 0ahlstorm 8 :ygaard$ 1?! "rst has been identified as associated

with ris' acce#tance in an interde#endence relationshi# She##ard 8 Sherman$ 1;! &n

addition$ commitment encorages entities to #reserve e%isting relationshi#s and to wor'

while 'ee#ing longFterm goals in mind Morgan 8 nt$ 1A! Engaging in longFterm

relationshi#s with cstomers$ and even integrating cstomers in the s##ly chain$ will

hel# meet the cstomer demands effectively and minimize the e%isting inventory! &n a

longFterm relationshi# environment$ the s##liers wold be committed to meet cstomer

demands and the cstomers wold be encoraged actively to #rovide feedbac' of their

needs and concerns Beller 8


18/41

12763

,le%ibility has been observed as a s##ly chain+s ability to res#ond nder

ncertainty 0as 8 =bdelFMale'$ 2993! 0elivery fle%ibility re#resents an im#ortant

dimension of s##ly chain fle%ibility )eamon$ 1! Environmental ncertainty #lays

an im#ortant role in delivery fle%ibility! 0elivery fle%ibility deals with delivering

#rodcts which are desired by the cstomer to the mar'et as qic'ly as #ossible! ith

increasing ncertainty$ sch as variation in cstomer demands and redction in #rodct

cycle time$ there is a need to develo# delivery fle%ibility! &n order to sccessflly

maintain delivery fle%ibility$ different member constitents of the s##ly chain shold

integrate and coordinate effectively 5ic'ery et al!$ 1! &n addition$ it has been noted

that sstained relationshi#s and effective informationFsharing between different nits

sch as distribtion mode$ delivery channel$ and vehicle schedling have a #ositive

im#act on delivery #erformance 5ic'ery et al!$ 1! &f a delivery system is fle%ible$ it

might also be able to inflence the decision of the cstomers and ths #lay an im#ortant

role in significantly affecting the bying decisions of the cstomers and enhance

cstomer retention


19/41

12763

=ccordingly we #osit-

Proposition !a. "elivery fle#ibility has a positive impact on reduced inventorycosts.

Proposition !b. "elivery fle#ibility has a positive influence on customer

responsiveness time.Proposition !c: Longterm relationships have positive impact on delivery

fle#ibility.

Customer #esponse "ime, Financial Performance, and Customer Satisfaction

Cstomers have been recognized as an im#ortant lin' between organization and

financial #erformance illiams 8 5iser$ 2992 ! *rganizations that develo# good

cstomer relations and focs on effective cstomer res#onses attain a distinctive edge in

the indstry "an et al!$ 1!


20/41

12763

Proposition $a: "elivery fle#ibility is positively associated %ith customer

satisfaction

Proposition $b: Customer responsiveness time is positively associated %ithcustomer satisfaction.

&t has been established that it is im#ortant for each level of the s##ly chain to

synchronize the se of inventory Morgan$ 299A.


21/41

12763

DISC&SSIO% A%D I'P*ICA"IO%S FO# 'A%A/+#S

"he SCM literatre stands at crossroads! &n order to enhance the 'nowledge

develo#ment researchers have called for overarching framewor's )rgess$ Singh 8

orogl$ 2996. S!4i et al!$ 299?. Min 8 Mentzer$ 299A. 4ambert$ 0astge 8 Cro%ton$

299?.=s mentioned by Storey$ Emberson


22/41

12763

from different stdies were offered in identifying effective SCM #erformance measres!

&n addition$ the im#ortant lin'age between SCM #erformance and organizational

#erformance$ which has not been investigated by any other stdy$ is also #resented to the

managers!

&n terms of the resorceFbased view$ a strategic management theory$ firms are

viewed as a bndle of resorces )arney$ 11! "hese resorces ma'e the firm niqe

and offer the firm a niqe advantage! &n addition$ the resorces also differentiate the

firm from its com#etitors )arney$ 11! &t becomes im#ortant for SCM managers to

identify #otentially im#ortant areas which need to be managed efficiently! "he overall

findings will reveal significant #ositive relationshi#s between nderlying dimensions of

SCM dimensions$ SCM #erformance and organizational #erformance! "he theoretical

framewor' develo#ed in the stdy will be the first of its 'ind to e%#lore the relationshi#s

between SCM dimensions$ #erformance and organizational #erformance!

Strategic management literatre has highlighted the im#ortance of achieving a

sstainable com#etitive advantage Chaharbaghi 8 4ynch$ 1! "he critical elements

in the sccess of the organization inclde resorces$ 'nowledge and the s'ills it

#ossesses! 0istinctive com#etencies are defined as the s#ecific as#ects which need to be

carried ot efficiently by the firms 0igman$ 17! "he organizational s'ill set is

essential for the sccess of the firm+s distinctive com#etencies 0igman$ 17! =s

recognized in the strategy literatre$ it becomes im#ortant for the firms to effectively

manage the resorces and maintain them! &f an organization has to maintain a sstainable

com#etitive advantage$ the resorces of the firm need to be effectively managed )arney$

11! "he crrent research e%#lores this as#ect frther and #rovides a ble #rint that

22


23/41

12763

highlights the im#ortance of nderstanding of the effective management of resorces and

lin'ages between different ca#abilities of SCM!

/rchasing has been viewed as an essential com#onent of s##ly chain

management! =s mentioned #reviosly$ literatre classifies #rchasing into two

categories- strategic and nonFstrategic Mrray$ 2991! "his stdy wold frther s##ort

the view that strategic #rchasing wold enhance s##ly chain #erformance! "he

#ositive relationshi# between strategic #rchasing and longFterm relationshi# and

concrrent engineering #rovide interesting #ers#ectives for managers! 4ongFterm

relationshi#s have long been identified as im#ortant factors in the sccess of SCM

>ayaram$ annan 8"an$ 299A. Moberg 8 S#eh$ 2993! "he notion that strategic

#rchasing will enhance longF term relationshi#s frther corroborates the im#ortance of

im#lementing strategic #rchasing in firms im#lementing SCM! "he findings of the stdy

will frther highlight the im#ortance of maintaining close wor'ing relationshi#s with

s#ecific s##liers and maintaining effective commnication among selected s##liers!

"he relationshi# between strategic #rchasing and concrrent engineering has not

been e%#lored either conce#tally or em#irically! ith the increasing #o#larity of

concrrent engineering and the integration of different fnctional nits in firms this

dimension of SCM needs frther investigation! 0e to the im#ortance of the formation

of cross fnctional teams in concrrent engineering$ managers will be #resented with

#roblems of selection of different fnctional nits in the s##ly chain! "he selection of

s##liers who s#ecifically meet the qality reqirements will frther im#rove the

#erformance of crossFfnctional teams and overall concrrent engineering #ractices!

nowledge sharing and transfer will occr if the members of the team share common

23


24/41

12763

goals! "his will frther reslt in im#roved organizational learning and SCM #erformance!

"his as#ect is highlighted by the s##ort of the #ro#osition! "he crrent stdy is in line

with the view#oint #ro#osed by o#cza' and >ohnson$ 2993$ that SCM enablers are

im#ortant for im#roving bsiness #erformance of an organization. however$ managers

shold not only focs on enablers bt also on the bsiness #roblems sch as effective

im#lementation of SCM strategy!

"he lin'age between SCM dimensions and SCM #erformance reveal significant

findings! "he #ositive relationshi#s between concrrent engineering and cstomer

res#onse time frther strengthens the view that concrrent engineering is essential for

meeting cstomer demands! &n the scenario of ncertain demand$ it is im#ortant to

res#ond to the cstomer demands! 0ring the #ro@ect develo#ment #hase$ members are

reqired to adhere to the strategic goals of the organizations mentioned by ofteros$

5oderembse and 0oll$ 2996 concrrent engineering has been viewed as an im#ortant

activity$ es#ecially as cstomer e%#ectations grow and the im#ortance of #rodct

develo#ment increases! S##ort for the #ro#osition that concrrent engineering has a

#ositive im#act on delivery fle%ibility #resents some novel #ers#ectives! =s

organizations strive to be fle%ible$ concrrent engineering wold encorage sharing

information not only among engineers bt also amongst other fnctions sch as

mar'eting$ #rchasing and manfactring! "his wold frther enhance the delivery

fle%ibility by sharing of information and effective forecasting! (eslts of the stdy wold

also indicate that managing longFterm relationshi#s and im#lementing concrrent

engineering wold frther im#rove the SCM #erformance in terms of fle%ibility

s#ecifically$ delivery fle%ibility!

2A


25/41


26/41

12763

#r#ose is achieved by #ro#osing an e%tended framewor' leading to an im#rovement in

organizational #erformance! "he niqeness of the stdy$ as mentioned before$ is in the

fact that no stdy has so far investigated the microF level as#ects of dimensions and

#erformance and$ more im#ortantly$ how it relates to s#ecific dimensions of

organizational #erformance! &n addition$ researchers have missed an im#ortant lin' in

consideration of SCM #erformance and its lin'age with organization #erformance! ntil

now$ a #lethora of stdies have docmented the im#ortance of SCM #erformance

)eamon$ 1. )etchel 8 >ayaram$ 17. Christo#her 8 "owill$ 2999. ,eli%$ ! Chan!$

! Chan!$ enry$ 4a 8 !$ 2993. ofman$ 299A. (anganathan$ 0haliwal$ 8 "eo$

299A! More recently$ the to#ic of identifying SCM dimensions and its lin'age to

organization #erformance has recently gained im#ortance Chen 8 /alra@$ 299Aa.

299Ab. Min 8 Mentzer$ 299A. S!4i et al!$ 2996! &n addition$ these stdies fail to address

how SCM dimensions are related to SCM #erformance and$ more im#ortantly$ how these

dimensions of SCM #erformance are related to organization #erformance! &n other

words$ the mediating im#act of SCM #erformance between SCM strategiesGdimensions

and organization #erformance has gone nnoticed and deserves immediate attention


27/41

12763

dimensions for managers! "his stdy identifies im#ortant SCM #erformance measres

beneficial to managers$ which deserve their immediate attention!

"he findings in the crrent stdy wold s##ort #ositive relationshi#s between

SCM dimensions sch as longFterm relationshi#s$ concrrent engineering and strategic

#rchasing$ as well as SCM #erformance measres and organizational #erformance! "he

most significant limitation of the stdy is that it is conce#tal in natre! Em#irical

s##ort for the #reviosly mentioned #ro#ositions is im#erative to achieve validity and

generalizability of the stdy! Strctral eqation methodology SEM cold be sed to

frther test the relationshi#s! Stdies in the SCM constrct develo#ment area have

recognized the broad area nder SCM and have mentioned$ time and again$ the difficlty

of inclsion of all related dimensions of SCM S!4i et al!$ 299?$ 2996. Chen 8 /alra@$

299A! *ther im#ortant SCM dimensions sch as im#lementation of "M "an et al!$

2992$ #ost#onement S!li et al!$ 2996$ and >st &n "ime >&" can also be considered!

,tre research cold consider additional im#ortant SCM dimensions sch as

s##ly networ' coordination$ mass cstomization$ logistics and geogra#hic #ro%imity in

their analysis! &n addition$ additional SCM tools sch as to# management s##ort and

information technology can also be considered and its im#act on SCM dimensions cold

be analyzed! &t wold also be interesting to carry ot the stdy both in develo#ing

economies and develo#ed economies and stdy the im#lications for SCM managers in

these economies! "here also has been a call for em#irical research in investigating SCM

#erformance measres )arad 8 Sa#ir$ 2993.


28/41

12763

#erformance can also be stdied! &n addition$ firms can be divided into high tech and low

tech firms and the difference in reslts can also be stdied! "his might be critical as SCM

has strategic im#lications both at the firm level and the s##ly chain levels! &n addition$

as recognized by "rent 299A$ contrary to the #o#lar notion that effective s##ly chain

management is only in the hands of managers$ this research #ro#oses that$ in order to

achieve a sccessfl im#lementation of the s##ly chain$ all nits of the s##ly chain

shold flly embrace and nderstand the strategy! ,inally$ the framewor' is believed to

offer SCM managers a means to identify factors and effectively im#lement SCM!

#+F+#+%C+S=garwal$ =!$ 8 Shan'ar$ (! 2992! =nalyzing alternatives for im#rovement in s##ly

chain #erformance! Work Study,51:32F37=lvarado$ !H!$ otzab$ !$ 2991! S##ly chain management- "he integration of

logistics in mar'eting!Industrial Marketing Management+ 30-1;3F1;!

=le%ander$ M! 1;?! Creative mar'eting and innovative consmer #rodct design Nsome case stdies!Design Studies, !A1F?9!

=nsoff$ !&!$ 8 Sllivan$ /!=! 13! *#timizing #rofitability in trblent environments-

= formla for strategic sccess$Long "ange #lanning,$:11N23!

=nsari$ =!$ Modarress$ )! 1A! ality fnction de#loyment- the role of s##liers!International %ournal o& #urchasing and Materials Management,1$ !2,3$

=ramo$ >!$ aremaa$ >!$ 8 "ans'anen$ ! 299?! )enefits of &" in s##ly chain

management- an e%#lorative stdy of #rogressive com#anies! International

%ournal o& #hysical Distri'ution ( Logistics, 35!;2F199!

=nmba$ C!>!$ Siemienmch$ C! ,!$ 8 Sinclair$ M!=! 2999! S##ly chain im#lications

of concrrent engineering! International %ournal o& #hysical Distri'ution (

Logistics Management, 30:?66F?7!

)arad$ M!$ 8 Sa#ir$ 0! 2993! ,le%ibility in logistic systemsFmodeling and #erformance

evalation!International %ournal o& #roduction )conomics, *5!1?9F179!

)arney$ >! 11! ,irm resorces and sstained com#etitive advantage!%ournal o&Management, 1$!F129!

)eamon$ )!M! 1! Measring s##ly chain #erformance!International %ournal o&

+perations ( #roduction Management, 1!27?F22!)echtel$C 8 >ayaram$ >! 17! S##ly chain managementO= strategic #ers#ective!

-he International %ournal o& Logistics Management, *:1?N3A!

)radley$ 0! 1?! Concrrent engineering for bes#o'e #rodcts !.ssem'ly .utomation

15!3? N 37!

)roo'shaw$ "!$ 8 "erziovs'i$ M! 17! "he relationshi# between strategic #rchasing

and cstomer satisfaction within a total qality management

environment!/enchmarking! .n International %ournal, !2AAF2?;!

2;


29/41

12763

)obe'ri$ :! 2991! "echnology enablers for s##ly chain management!Integrated

Manu&acturing Systems, 1$!3AF3!

)rgess$ !$ Singh$ /!>!$ orogl$ (! 2996! S##ly chain management- a strctredliteratre review and im#lications for ftre research! International %ournal o&

+perations ( #roduction Management, $!793F72!

)zzel$ (! 0!$

Cam#bell$ :! 1;?! =n interaction a##roach to organizational bying behavior!

%ournal

o& /usiness "esearch, 13!3?FA;!

Carr$=!$ 8 /earson$ >! 1! Strategically managed byerNs##lier relationshi#s and

#erformance otcomes! %ournal o& +perations Management, 14: !-)$1-

Carr$ =!S!$ 8 /earson$ >!: ! 2992!"he im#act of #rchasing and s##lierinvolvement on strategic #rchasing and its im#act on firm+s #erformance!

International%ournal o& +perations ( #roduction Management, $$!1932F

19?3.

Celte'$ S!$ 8 ayna'$ ! 1! Characteristics o& supply chain management!toards the de2elopment o& a measurement instrument! /roceedings! "he

second annal :orth =merican research sym#osim on #rchasing and s##lymanagement!

Chaharbaghi$ !$ 8 4ynch$ (! 1! Sstainable com#etitive advantage- towards a

dynamic resorceFbased strategy! Management Decision, 34!A?F?9!Chen$ &!$ 8 /alra@$ =! 299Aa! "owards a theory of s##ly chain management- the

constrcts and measrements!%ournalo& +perations Management, $$:11F1?9!

Chen &!> 8 /alra@$ =! 299Ab! nderstanding s##ly chain management- critical

research and a theoretical framewor'!International %ournal o& #roduction"esearch, $:131F163!

Christy$ 0! /!$ 8 ! ( ! 1A!Safegarding s##ly chain relationshi#s!

International %ournal o& #roduction )conomics, 3!233F2A2!Christo#her$ M!$8 "owill$ 0!(! 2999! S##ly chain migration from lean and fnctional

to agile and cstomized! Supply Chain Management! .n International %ournal,

5!296F213!Cho#ra$S 8 Meindl$ /! 2991!Supply Chain ManagementStrategy, #lanning,

+rgani6ation! ##er Saddle (iver- /renticeFall!

Cigolini$ (!$ Cozzi$ M!$ 8 /erona$ M! 299A! = new framewor' for s##ly chain

management- Conce#tal model and em#irical test!International %ournal o&+perations ( #roduction Management, $:7FA1!

Closs$ 0! >!$ 8 Mollen'o#f$ 0$ =! 299A! = global chain framewor'!Industrial

Marketing Management, 33!27FAA!Cohn$ (!$ 8 "ayi$

Management, $0!1F1?!Cohen$ M!=!$ 8 4ee$ !4! 1;;! Strategic analysis of integrated #rodction distribtion

systems- models and methods! +perations "esearch, 3!216F22;!

Corbett$ 4!M! 12! 0elivery windowsFa new view on im#roving manfactring

2


30/41

12763

fle%ibility and onFtime delivery #erformance!#roduction and In2entory

Management %ournal, 33!7AF!

0agherty$ /!>!$ Ellinger$ =!E!$ 8 0ale$ S! (! 1?! &nformation accessibility-Cstomer res#onsiveness and enhanced #erformance!International %ournal o&

#hysical Distri'ution ( Logistics Management, $5! AF1A!

Cosins$ /!0! 299?! "he alignment of a##ro#riate firm and s##ly strategies forcom#etitive advantage!International %ournal o& +perations ( #roductionManagement, $5!A93FA2;!

Cnningham$ M!"! 1;2! /rchasing strategies in Ero#e- an interactive #res#ective ofindstrial byer behavior!International %ournal o& #hysical Distri'ution (Materials Management, 1$!16F32!

0ae'wan$ ! S!$ "amer$ C!$ 8 Calantone! 299?! "he role of information technology in

s##lyFchain relationshi#s- does #artner criticality matterD %ournal o& /usiness( Industrial Marketing, $0!16F17;!

0ahlstrom$ (!$ 8 :ygaard$ =! 1?! =n e%#loratory investigation of inter#ersonal trst

in new and matre mar'et economies!%ournal o& "etailing, 41!33F361!

0as$ S!!$ 8=bdelFMale'$ 4!2993! Modeling the fle%ibility of order qantities andleadFtimes in s##ly chains! International %ournal o& #roduction )conomics,

*5$ 171F1;1 !0avid$ ,! 1;9! "he 0evelo#ment of )yerFSeller (elationshi#s in &ndstrial Mar'ets!

)uropean %ournal o& Marketing, 1!1F29.

0igman! 17!Strategicmanagement! Concepts, processes , decisions!0ame/blications- oston$ "P!

0ivett$ M!$ Crittenden$ :!$ 8 enderson$ ( !2993!=ctively inflencing consmer

loyalty2 %ournal o& Consumer Marketing, $0!19F126!

0onlon$ >!/! 16! Ma%imizing vale in the s##ly chain! Chie& )7ecuti2e, 114$ ?AF63!0yer 8 Singh 1;;! "he relational view- coo#erative strategy and sorces of

interorgnizational com#etitive advantage!.cademy o& Management "e2ie, $3!

669F7!Edgett$ S!$ 8 Snow$ ! 17!)enchmar'ing measres of cstomer satisfaction$ qality

and #erformance for new financial service #rodcts! %ournal o& #roduct (

/rand Management, ! 2?9F2?!Ernst 8 hiney! 1;7! Corporate pro&ita'ility and logistics! inno2ati2e guidelines

&or e7ecuti2es! Concil of logistics Management- *a' )roo' &4!

,eli%$ C!!$ ! Chan!$ ! Chan!$ enry$C!!$ 4a$ (!$ 8 $ !4! 2993!

= conce#tal model of #erformance measrement for s##ly chainsManagement Decision, 1!63? N 6A2!

,eci'ovK$ &!299A! =n inde% method for measrement of cstomer satisfaction! -he

-8M Maga6ine, 1! ?7F66!,ergson$ !C!$ artley$ M!,!$ "rner$

cor#orate strategic #lanning!International %ournal o& #hysical Distri'ution and

Logistics Management,$-?1N62!,iala$ /! 299?! &nformation Sharing in S##ly Chains . +mega, 33!A1FA23!

,lynn$ )!$ Sa'a'ibara$ S 8 Schroeder$ (!&" and "M

#ractices and #erformance!.cademyo& Management %ournal, 3*:132?F1369!

,rancois$ ,!$ 8


31/41

12763

"he &m#ortance of Coo#erative


32/41

12763

"imes. arlow- /rentice all!

eide$ >!)!$ >ohn$ C!$ 19! =lliances in indstrial #rchasing- the determinants of @oint

action in byerNs##lier relationshi#s!%ournal o& Marketing "esearch, $4!2AN36!

obbs$ >!E! 16! = transaction cost a##roach to s##ly chain management!Supply

Chain Management, 1!1?F27!ofman$ 0ebra! 299A! "he hierarchy of s##ly chain matrices!Supply ChainManagement "e2ie, *!2;F37!

olmes$

to

Manu&acture,1!3; F A2!

&sha' &!$ asnah$ $ 0aing$ :! &!$ 8 &sa$ S!M ! 2996! Service qality$ client satisfaction

and loyalty towards adit firms- /erce#tions of Malaysian #blic listedcom#anies !Managerial .uditing %ournal, $1!73;F7?6!

>amal$ =!$ 8 :aser$ ! 2992! Cstomer satisfaction and retail ban'ing- an assessment of

some of the 'ey antecedents of cstomer satisfaction in retail ban'ing!

International %ournal o& /ank Marketing, $0!1A6F169>anda$ S!$ 8 Seshadri$ S!2991 "he inflence of #rchasing strategies on #erformance

%ournal o& /usiness ( Industrial Marketing, 1!2A N 39;!>arvis$ M! 1! Concrrent Engineering! Work Study$ *- ;;F1!

>ayaram$ >!$ 5ic'ery$ S!$ 8 0roge$ C! 2999! "he effects of information system

infrastrctre and #rocess im#rovements on s##lyFchain time #erformance

International %ournal o& #hysicalDistri'ution ( Logistics Management,

30!31AF339!

>ayaram$ >!$ annan$ 5! (!$ 8 "an$ ! C!$ 299A! &nflence of initiators on s##ly chain

vale creation!International %ournal o& #roduction "esearch, $!A377FA3!>ones$ (!M!$ 8 "owill$ 0!( ! 17!&nformation enrichment- designing the s##ly chain

for com#etitive advantage!Supply Chain Management! .n International

%ournal, $!2137F21A;!idd$ >!$ (ichter$ ,!$ 8 Marielle$ S! 2993! 4earning and trst in s##ly chain

management- 0isintermediation$ ethics and cltral #ressres in brief dynamic

alliances!International %ournal o& Logistics! "esearch ( .pplications, ! 2?F27?!

im$ >!$ 8 (ogers$ !>!299?!=n ob@ectForiented a##roach for bilding a fle%ible s##ly

chain model! International %ournal o& #hysical Distri'ution ( Logistics

Management, 35!A;1F?92!o#cza'$ 4! (!$ 8 >ohnson$ M! E! 2993! "he S##lyFChain Management Effect! MI-

Sloan Management "e2ie, !27F3A!

orfteros$ P!$ 5ondersembse$ M!$ 8 0oll$ ! 2991! Concrrent engineering and itsconseqences!%ournal o& +perations Management, 1!7F11?!

mar$5!$ ,antazy$ !=!$ mar$ !$ 8 )oyle$ "!)! 2996! &m#lementation and

management framewor' for s##ly chain fle%ibility! %ournal o& )nterprise

In&ormation Management, 1!393F31!

4alonde$ )!>! 8 /ohlen$ "!4! 16! &sses in s##ly chain costing! -he International

%ournal o& Logistics Management, 4!1F12!

4ambert$ 0$ M!$ 0astge$ S$ >!$ 8 Cro%ton$ $ 4! 299?! =n evalation of #rocess

32


33/41

12763

oriented s##ly chain management framewor'!%ournal o& /usiness Logistics,

$!2?F?1!

4ee$ !4! 8 )illington$ C!12! Managing s##ly chain inventory- #itfalls ando##ortnities!Sloan Management "e2ie, 33$ 6?F73!

4ee$ !4!$ 8 )illington$ C! 13! Material management in decentralize s##ly

chains! +perations"esearch, 1:;3?F;A7!4eonido$ 4!C!$ 8 ale'a$ =!=! 1;! )ehavioral as#ects of international byerFseller

relationshi#s! "heir association with e%#ort involvement! International

Marketing "e2ie, 15!373F7!4evesqe$ "!$8 Mc0ogall$

ban'ing! International%ournal o& /ank Marketing,1!12F29

4i$ S!$ :athan$ )!(!$ :ahant+s 8 (ao$ S!S! 299?! 0evelo#ment and validation of a

measrement instrment for stdying s##ly chain management #ractices!%ournal o& +perations Management, $3!61;F6A1!

4i$ S!$ :athan$ )!(!$ :athan$ "!S!$ 8 (ao$ S$ S! 2996! "he im#act of s##ly chain

management #ractices on com#etitive advantage and organizational #erformance!

+mega+ 3:197F12A!4i$ !$ 8 ang$ H!/! 1$ CoFordination of international channel relationshi#s- for

case stdies in the food indstry in China!%ournal o& /usiness ( Industrial

Marketing, 1!139F?9!

4oc'amy &&& 8 McCormac'$ ! 299A!4in'ing SC*( #lanning #ractices to s##ly

chain #erformance- =n e%#loratory stdy. International %ournal o& +perations

( #roduction Management, $!112F121;

Mali' M! =!$ halfan$ C! >!$ =nmba$ C! E!$ Siemienich and Sinclair$ M! =!2991!(eadiness =ssessment of the constrction s##ly chain for concrrent

engineering! )uropean %ournal o& #urchasing ( Supply Management, 4!1!11$3

Marien$ E! >! 2999! "he for S##ly Chain enablers!Supply Chain Management

"e2ie, !69F6!Mello$ >!E!$ 8 Stan'$ /!"! 299?! 4in'ing firm cltre and orientation to s##ly chain

sccess! International %ournal o& #hysical Distri'ution ( Logistics

Management, 35! ?A2F??A!Mentzer$ >! "!$ Min$ S!$ 8 Bacharia$ B!

Mentzer$ >! "!$ 0eitt,!$ eebler$ >! S!$ Soonhoong$ M!$ :i%$ :! !$ Smith$ C! 0!$

Bacharia$ B!

Min$S! 8 Mentzer$ >!"! 2999! "he role of mar'eting in s##ly chain management!

International %ournal o& #hysical Distri'ution ( Logistics

Management, 30! 76?F7;6!

Min$ S!$ 8 Mentzer$ >! 299A! 0evelo#ing and measring s##ly chain management

conce#ts!%ournal o& /usiness Logistics, $5!63F2!Min$S!$ Mentzer$ >!"$ 8 )obbitt$ 4!M! 299A! "oward a nified theory of logistics!

International %ournal o& #hysical Distri'ution ( Logistics Management, 3!

696F627!

33


34/41

12763

Moberg$ C! (!$ 8 S#eh$ "! ! 2993! Evalating the relationshi# between qestionable

bsiness #ractices and the strength of s##ly chain relationshi#s!%ournal o&

/usiness Logistics, $:1F1!Moberg$ C! )!$ S#eh$ "! !$ 8 ,reese$ "! 4! 2993! SCM-a*ing the /ision a 'eality.

Supply Chain Management "e2ie, 4!3AFA9!

Morgan$ C!299A! Strctre$ s#eed and salience- #erformance measrement in the s##lychain!/usiness #rocess Management %ournal, 10!?22F?36

Morgan$ (!M!$ 8 nt$ S!0! 1A! "he commitmentFtrst theory of relationshi#

mar'eting!%ournal o& Marketing+ 5*!29N3;Motwani$ >!$ Madan$ M!$ 8

A19!

:eely$ =!$ ! 2999! &nformation investment in s##ly chain management!Logistics Information Management, 13: 33-38

/tnam$ =!*! 1;?! = redesign for engineering!ar2ard /usiness "e2ie, 3!13F 1AA!

/y'e$ 0!,! 8 Cohen$ M!=! 1A! MltiF#rodct integrated #rodctionFdistribtion

systems!)uropean %ournal o& +perational "esearch, 4!1;FA!(anganathan$ C!$ 0haliwal$ >! S!$ "eo$ (!$ 8 "hom#son S! ! 299A! =ssimilation and

0iffsion of eb "echnologies in S##lyFChain Management- =n E%amination

of ey 0rivers and /erformance &m#acts!International %ournal o& )lectronic

Commerce, !127F161!

Salvador ,abrizio$ Ci#riano$ , . (ngtsanatham$ M!$ 8 Choi$ "!H! 2991! S##ly

chain interactions and time related #erformance- =n o#erations management#ers#ective!International %ournal o& +perations ( #roduction Management,$1!A61FA7?!

SKnchez$ =! M!$ 8 /rez,M! /! 299?! S##ly chain fle%ibility and firm #erformance- =

conce#tal model and em#irical stdy in the atomotive indstry!International

%ournal o& +perations ( #roductionManagement$$5:6;1F799!.

Scannel "$ 5!$ 5ic'ery$ S!$ 8 0roge$ C! 2999! #stream s##ly chain management

and com#etitive #erformance in the atomotive s##ly indstry!%ournal o&

3A


35/41

12763

/usiness Logistics, $1!23FA;!

Sethi$ =!!$ 8 Sethi$ S!/! 19! ,le%ibility in manfactring- a srvey!International

%ournal o& :le7i'le Manu&acturing Systems, $!2;F32;!Sharifi$ S!$ 8 /awar$ !S ! 2992! 5irtally coFlocated #rodct design teams- Sharing

teaming e%#eriences after the eventDInternational %ournal o& +perations (

#roduction Management, $$! 6?6 F 67She##ard$ )!$ 8 Sherman$ )!!1;!"he grammars of trst- a model and general

im#lications! .cademy o& Management "e2ie, $3!A22FA37!

Shin$ !$ Collier$ 0!=!$ ilson$ 0!0!$ 2999! S##ly management orientation ands##lierNbyer #erformance!%ournal o& +perationsManagement, 1*!317N

333!

Sinclair$ M!=! et al! 1?! = discssion of simltaneos engineering and the

manfactring s##ly chain$ from an ergonomics #ers#ective!International%ournal o& Industrial )ngineering,1:263N2;2!

Siemienich$ C!E! and Sinclair$ M!=! 1! &m#lications of the s##ly chain for role

definitions in concrrent engineering!International %ournal o& uman :actors

and )rgonomics in Manu&acturing,10: 2?1N272Stal'$

chain e%cellence!Logistics In&ormation Management, *!3; N AA!

Storey$ >!$ Emberson$ C!$!$ !8 arrison$ =! 2996! Managing the s##ly chainsing inFstore s##lier em#loyed merchandisers!International %ournal o& "etail( Distri'ution Management, 3!A;1F?92!

Storbac'a$ !$ Strandvi'$ "!$ 8

#erformance and firm #erformance!International %ournal o& #urchasing and

Materials Management,3!2N!"an$ !C!$ annan$ 5! (!$ 8 andfield$ ($ )! 1! S##ly chain management- an

em#irical stdy of its im#act on #erformance! International %ournal o&

+perations ( #roduction Management, 1!193AF19?2!"an$ ! C!$ 4yman$ S! )!$ 8 isner$ >!0! 2992! S##ly chain management- a strategic

#ers#ective!International %ournal o& +perations and #roduction Management,$$!61AN631!

"homas$ 0!>!$ 8 ! S!$ 8 5onderembse$ M! =! 299? "he im#act of s##ly chain

3?


36/41

12763

management ca#abilities on organization #erformance! Supply Chain

Management$ 19:179-191.

"rent$ (! >! 299A! hat everyone needs to 'now abot SCM!Supply ChainManagement "e2ie, *!?2F?!

ncles$ M!0!$ 0owling$

loyalty #rograms2 %ournal o& Consumer Marketing, $0!2AF316!rban$

5en'atraman$ :!$ 8 (aman@an$ 5! 1;7! Measrement of bsiness economic

#erformance- =n e%amination of method convergence! %ournal o& Management,

13!19F122

5ic'ery,S!$ Calantone,(!$ 8 0rTge$ C! 1 S##ly Chain ,le%ibility- =n Em#irical

Stdy!%ournalo& Supply Chain Management! . ayaram$ >!$ 0roge$ C!$ 8 Calantone$ (! 2993! "he effects of an

integrative s##ly chain chain strategy on cstomer service and financial

#erformance- an analysis of direct verss indirect relationshi#s!%ournal o&

+perations Management, $1!?23F?3!ernerfelt$ )! 1;A! = resorceFbased view of the firm$Strategic Management

%ournal,3:171N1;9!hitney$ 0!E! 1;;! Manfactring by design! ar2ard /usiness "e2ie, !;3F1!

iele$ "!5!$ )oselie$ /!$ 8 esselin'$ M!2992! Em#irical evidence for the relationshi#

between cstomer satisfaction and bsiness #erformance!Managing Ser2ice

8uality, =olume, 1$!1;AF13!

illiams$ (!$ 8 5isser$ (! 2992! Cstomer satisfaction- it is dead bt it will not lie

down!Managing Ser2ice 8uality,1$!1AF299!

!isner$ >! 0! 2993!= strctral eqation model of s##ly chain management strategiesand firm #erformance!%ournal o& /usiness Logistics, $!1F26!

$ !$ Chiag$ !$ H!$ "$ !$ 8 iF>! 299A!"he inflencing factors of

commitment and bsiness integration on s##ly chain management!Industrial

Management ( Data Systems, 10!322F333!

Bailani$ S!$ 8 (a@ago#al$ /! 299?! S##ly chain integration and #erformance-

verss East =sian com#anies!Supply chain Management! .n International

%ournal, 10!37F373!

Bhang$ B!$ 8 Sharifi$ ! 2999! = methodology for achieving agility in manfactring

organizations!International %ournal o& +perations ( #roduction Management

$0!A6 N ?13Bhang$ !$ 5onderembse$ M!=!$ 8 4im$ >! 2996!S#anning fle%ibility- s##ly chain

information dissemination drives strategy develo#ment and cstomer satisfaction

Supply Chain Management! .n International %ournal, 11!39F3!Beller$ "! 4! 8


37/41

12763

"A!*+ 4A

Studies indicating Different Dimensions of Supply Chain 'anagement9

Study "5' 6I"P

supply

networ

coordination

customer

relationship*ogistics

Information

technology

Sinclair$ et al!$ 1? :o :o :o :o :o :o

Mali'$ halfan$

=nmba$Siemienich 8

Sinclair$ 2991

:o :o :o :o :o :o

)alasbramanim$

2991

:o :o :o :o :o :o

Chen 8 /alra@$

299A a

:o :o Hes :o Hes Hes

Chen and /alra@$299Ab

:o :o Hes :o Hes Hes

S!4i et al!$ 299? :o :o Hes Hes Hes :o

Mentzer 8 Min$

299A

:o :o :o :o :o Hes

Cigoline et al!$ 299A :o Hes :o Hes :o Hes

"an et al!$ 2992 :o Hes Hes Hes :o Hes

=lvarado 8 otzab

2991

:o :o :o :o :o :o

ayna' 8 Celte'$

1

Hes Hes :o :o Hes Hes

arland$ 16 :o Hes :o :o Hes :o

Closs 8 Mollen'o#f$

299A

:o :o :o Hes Hes Hes

Siemienich 8

Sinclair$ 1

:o :o :o :o :o :o


38/41

12763

"A!*+ 4!

Other Dimensions of Supply Chain 'anagement for the Studies Considered A)o(e

Study*ong term

relationships

Strategic

purchasing

Supply

managemen

t

Concurrent

+ngineering

Information

Sharing

Sinclair et al!$ 299? Hes Hes :o Hes :o

Mali'$ halfan$=nmba$

Siemienich 8

Sinclair$ 2991

:o :o :o Hes :o

)alasbramanim$2991

:o :o :o Hes :o

Chen 8 /alra@$

299A a

Hes Hes Hes :o Hes

Chen and /alra@$

299Ab

Hes Hes Hes :o Hes

S!4i et al!$ 299? :o Hes Hes :o Hes

Mentzer 8 Min$299A

Hes :o :o :o Hes

Cigoline et al!$ 299A :o Hes :o :o :o

"an et al!$ 2992 Hes :o :o :o :o

=lvarado 8 otzab2991

Hes :o :o :o :o

ayna' 8 Celte'$1

:o :o :o Hes Hes

arland$ 16 Hes :o :o :o :o

Closs 8 Mollen'o#f$

299A

Hes :o Hes :o :o

Siemienich 8

Sinclair$ 1

:o :o :o Hes :o


39/41

12763

"A!*+ 7

Identification of SC' Performance 'easures using different studies

Study Supply chain performance matrices used

)eamon 1 (esorce$ ot#t and fle%ibility measres

(esorce measres inclde inventory level$

cost$ energy sage$#ersonnel reqirements$

and eqi#ment tilization!

*t#t measres inclde cstomer

satisfaction$ #rodct qality$ time reqiredto #rodce a #articlar item or set of items.

and nmber of onFtime deliveries!

se the o#erationalization by Slac' 11

who identify two ty#es offle%ibilities- range fle%ibility and res#onse

fle%ibility!

5olme$ reliability$ 0elivery$ mi% and new

#rodct fle%ibility were the fle%ibility to be

e%#lored!

>ayaram 1 delivery s#eed$ delivery reliability$ new

#rodct introdction $ new #rodct

develo#ment time$ manfactring leadFtime$ and cstomer res#onsiveness C(!

,eli%$ ! Chan!$ ! Chan!$ enry$4a 8 $2993

Cost$ time$ Ca#acity$ fle%ibility$ Ca#ability$#rodctivity$ otcome and tilization

4oc'amy &&& 8 McCormac'$ 299A Cost$ qality$ efficiency

oe' 1; Cstomer service$ cost effectiveness$

4alonde 8 /ohlen 16 Cost of ownershi# and cost of #rodctivity

)etchel 8 >ayaram 17 "otal res#onse time$ cstomer

res#onsivenessBalani 8 (a@ago#al$ 299? alityincldes ability to deliver #rodcts

in time$ meeting devliery times$ 0eliverys#eed$ 0elivery reliability$ cstomer

relationshi#s$ fle%ibilty

3


40/41

12763

Study Supply chain performance matrices used

Christo#her 8 "owill 2999 qality$ cost$ leadFtime$ and service level

=garwal 8 Shan'ar 2992 4ead time$ cost and service level

Stdies SCM #erformance matrices

Stewart$ 1? 0elivery #erformance$ fle%ibility and

res#onsiveness$ logistics cost$ and assetmanagement


41/41

12763

(edced&nventory

cost

Concrrentengineering

4ong termrelationshi#

0eliveryfle%ibility

Cstomersatisfaction

Cstomerres#onsiveness time

Strategic #rchasing

,inancial 8 mar'et#erformance

SCM 0imensions SCM /erformance

measres

*rganizational

#erformance measres

Documents

Student Paper 2007 12763(AOM)