Supply Chain Integration

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Charles E. Downing - One of the best experts on this subject based on the ideXlab platform.

  • Is web-based Supply Chain Integration right for your company?
    Communications of the ACM, 2010
    Co-Authors: Charles E. Downing
    Abstract:

    Introduction The 1980s saw the advent of the personal computer, and the days of "Data Processing" departments solely dictating the timeline of office productivity solutions were gone. The 1990s saw the advent of enterprise resource planning (ERP) software packages, and organizations enthusiastically (even if sometimes slowly and painfully) moved from the silo mentality of departmental and unit-based information systems solutions to enterprise-wide information solutions. Today, companies are increasingly realizing that the progression from departmental to enterprise information systems has a logical next step: inter-organizational or Supply Chain solutions. While many pioneering companies have linked to their customers and suppliers for years, the improving reliability and security of the Web presents new opportunities for all organizations. Companies are increasingly moving to the Web or considering moving to the Web to conduct business transactions, connecting themselves with suppliers and customers. Much of the recent research on electronic data interchange and information technology (IT) in the Supply Chain has focused on using the Web to conduct business-to-business (B2B) commerce across the Supply Chain, thus improving the older electronic data interchange ("EDI") model. The B2B market has grown steadily over the last several years. As an increasing portion of companies migrate to the Web it becomes important for both academics and practitioners to understand the benefits and pitfalls of such a migration. Numerous studies enumerate the benefits of electronic Supply Chain Integration and B2B, and these benefits fall into the following categories: Reduction of process cost, improved operational efficiency, improved customer satisfaction, improved coordination, cooperation, and commitment between EDI partners, and improved overall process performance. However, a study has not been done which compares the process performance benefits of all three possible groups: Companies or processes (hereafter simply "companies") using no electronic Supply Chain Integration (verbal and/or paper orders, invoices, etc.), companies using non-Web-based Supply Chain Integration (traditional EDI, using private or leased lines), and companies using Web-based Supply Chain Integration. A notable exception occurred in a 2002 study, but this study was done on only 18 companies, a very small sample size. Also, many current studies claim that companies are misdiagnosing the advantages of B2B over existing ways of doing business. The absence of a three group comparison, along with a possible misdiagnosis of advantages, calls for further examination. Thus, this research will attempt to determine differences in the performance of companies using no electronic Supply Chain Integration, companies using non-Web-based Supply Chain Integration, and companies using Web-based Supply Chain Integration.

  • Performance Benefits of Web-Based Supply Chain Integration
    2007
    Co-Authors: Charles E. Downing
    Abstract:

    This article examines the performance of three categories of companies: companies which use no electronic Supply Chain Integration at all, companies which use non-Web based electronic Supply Chain Integration, and companies which use Web-based electronic Supply Chain Integration. Performance is examined using the following dimensions: process cost, operational efficiency, customer satisfaction, coordination, cooperation, and commitment between partners, and overall performance. Results show that companies using Web-based electronic Supply Chain Integration experience lower cost, higher operational efficiency, a more cooperative partner relationship, and superior overall performance as compared to companies using no electronic Supply Chain Integration. Companies using non-Web based electronic Supply Chain Integration exhibit higher customer satisfaction, coordination, cooperation, and commitment with partners, and overall performance as compared to companies using no electronic Supply Chain Integration. And finally, companies using non-Web based electronic Supply Chain Integration have a lower volume of complaints and better coordination between partners than companies using Web-based electronic Supply Chain Integration.

Ram Narasimhan - One of the best experts on this subject based on the ideXlab platform.

  • Information system utilization in Supply Chain Integration efforts
    International Journal of Production Research, 2002
    Co-Authors: Soo Wook Kim, Ram Narasimhan
    Abstract:

    This paper investigates a set of advisable strategies for information systems utilization in Supply Chain Integration initiatives. Through an analysis of structural relationships among the ways in which information systems are utilized for Supply Chain Integration--i.e. Infrastructural Support, Value Creation Management, Logistical Operations--and Supply Chain management performance, we argue that there might be a recommended sequence in using information systems for Supply Chain Integration. Tests of hypotheses relating to information systems utilization using empirical data from manufacturing firms indicate that, as the stage of Integration moves from independent operation to internal and on to external Integration, the focus of information systems utilization should shift from infrastructural support to value creation management and logistical operations, and this change of IS utilization focus can lead to sustainable competitiveness.

  • INFORMATION SYSTEM UTILIZATION STRATEGY FOR Supply Chain Integration.
    Journal of Business Logistics, 2001
    Co-Authors: Ram Narasimhan, Soo Wook Kim
    Abstract:

    This paper investigates a set of strategies for information systems utilization in Supply Chain Integration initiatives. We argue that there might be a recommended sequence in using information systems for Supply Chain Integration. Support is provided through an analysis of structural relationships of ways in which information systems are utilized for Supply Chain Integration, i.e., Infrastructural Support, Value Creation Management, Logistical Operations, and Supply Chain Management Performance.

Soo Wook Kim - One of the best experts on this subject based on the ideXlab platform.

  • Information system utilization in Supply Chain Integration efforts
    International Journal of Production Research, 2002
    Co-Authors: Soo Wook Kim, Ram Narasimhan
    Abstract:

    This paper investigates a set of advisable strategies for information systems utilization in Supply Chain Integration initiatives. Through an analysis of structural relationships among the ways in which information systems are utilized for Supply Chain Integration--i.e. Infrastructural Support, Value Creation Management, Logistical Operations--and Supply Chain management performance, we argue that there might be a recommended sequence in using information systems for Supply Chain Integration. Tests of hypotheses relating to information systems utilization using empirical data from manufacturing firms indicate that, as the stage of Integration moves from independent operation to internal and on to external Integration, the focus of information systems utilization should shift from infrastructural support to value creation management and logistical operations, and this change of IS utilization focus can lead to sustainable competitiveness.

  • INFORMATION SYSTEM UTILIZATION STRATEGY FOR Supply Chain Integration.
    Journal of Business Logistics, 2001
    Co-Authors: Ram Narasimhan, Soo Wook Kim
    Abstract:

    This paper investigates a set of strategies for information systems utilization in Supply Chain Integration initiatives. We argue that there might be a recommended sequence in using information systems for Supply Chain Integration. Support is provided through an analysis of structural relationships of ways in which information systems are utilized for Supply Chain Integration, i.e., Infrastructural Support, Value Creation Management, Logistical Operations, and Supply Chain Management Performance.

Sanjoy Kumar Paul - One of the best experts on this subject based on the ideXlab platform.

  • from Supply Chain Integration to operational performance the moderating effect of market uncertainty
    Global Journal of Flexible Systems Management, 2018
    Co-Authors: Yi Ding, Sanjoy Kumar Paul
    Abstract:

    The aim of this study is to examine the moderating effect of demand uncertainty on the relationship between Supply Chain Integration and operational performance of automotive Supply Chains in China. Several studies have previously been performed by providing empirical evidence to examine the Supply Chain Integration to operational performance relationship. However, their empirical findings are inconsistent. Some authors investigated the Supply Chain Integration from an aggregated level and explicitly indicated that the degree of Integration always improves the operational performance. On the other hand, some studies indicate negative and non-significant relationships between Supply Chain Integration and operational performance in sub-dimensions. Some even support that there are curved relationships. Scholars have modelled different types of these relationships; however, none appear to provide a satisfactory explanation of the inconsistencies among the current findings. To bridge the gap, and based on the contingency theory, this study argues that there is no single best model of Supply Chains’ Integration. Instead, it is the fitness between the Supply Chain Integration model and the environmental factors that optimises the operational performance. Hypotheses were developed and tested to create a new conceptual model. In particular, the modelling process re-examines such relationship under the moderating effect of an external environmental factor –demand uncertainty. An empirical survey instrument has been designed and applied to gather data from a wide spectrum of aspects of the automotive industry in China. After testing for reliability and validity of the collected data, exploratory factor analysis, confirmatory factor analysis, hierarchical regression analysis and threshold regression analysis were applied as primary research methodologies to test the proposed research hypotheses. As a result, strong empirical evidence has been found to support most of the hypotheses, which leads to the findings that the relationship between Supply Chain Integration and operational performance is non-linear, and the nature of this non-linearity can be significantly moderated by demand uncertainty. This study extends the current literature by contributing an analytical model that represents the relationship between Supply Chain Integration and operational performance with respect to external environmental factors.

Yi Ding - One of the best experts on this subject based on the ideXlab platform.

  • from Supply Chain Integration to operational performance the moderating effect of market uncertainty
    Global Journal of Flexible Systems Management, 2018
    Co-Authors: Yi Ding, Sanjoy Kumar Paul
    Abstract:

    The aim of this study is to examine the moderating effect of demand uncertainty on the relationship between Supply Chain Integration and operational performance of automotive Supply Chains in China. Several studies have previously been performed by providing empirical evidence to examine the Supply Chain Integration to operational performance relationship. However, their empirical findings are inconsistent. Some authors investigated the Supply Chain Integration from an aggregated level and explicitly indicated that the degree of Integration always improves the operational performance. On the other hand, some studies indicate negative and non-significant relationships between Supply Chain Integration and operational performance in sub-dimensions. Some even support that there are curved relationships. Scholars have modelled different types of these relationships; however, none appear to provide a satisfactory explanation of the inconsistencies among the current findings. To bridge the gap, and based on the contingency theory, this study argues that there is no single best model of Supply Chains’ Integration. Instead, it is the fitness between the Supply Chain Integration model and the environmental factors that optimises the operational performance. Hypotheses were developed and tested to create a new conceptual model. In particular, the modelling process re-examines such relationship under the moderating effect of an external environmental factor –demand uncertainty. An empirical survey instrument has been designed and applied to gather data from a wide spectrum of aspects of the automotive industry in China. After testing for reliability and validity of the collected data, exploratory factor analysis, confirmatory factor analysis, hierarchical regression analysis and threshold regression analysis were applied as primary research methodologies to test the proposed research hypotheses. As a result, strong empirical evidence has been found to support most of the hypotheses, which leads to the findings that the relationship between Supply Chain Integration and operational performance is non-linear, and the nature of this non-linearity can be significantly moderated by demand uncertainty. This study extends the current literature by contributing an analytical model that represents the relationship between Supply Chain Integration and operational performance with respect to external environmental factors.