Adapting supply chain management strategies to security – an analysis of existing gaps and recommendations for improvement

The purpose of this paper is to determine the main security threats in supply chains, to understand gaps in today’s supply chain management strategies and to make recommendations to enhance security in the context of supply chain management. Previous research lacks comprehensive studies and recommendations about how supply chain managers deal with security issues in line with the business visions and strategies of their companies. The study methodology is based on an exploratory approach. Data were collected from 20 managers from international companies by means of self-administered surveys, one-to-one interviews and group interviews. Study findings point out risk management as an important tool at the disposal of managers for trading off performance and vulnerability. However, some important challenges also need to be considered, such as lack of data, insiders, IT vulnerabilities, regulatory frameworks, criminal behaviour, etc. Hence, recommendations are made for managers to improve their understanding of supply chain security.     

The effect of cross-organizational governance on supply chain resilience: A mediating and moderating model

This study examines the effect of a novel antecedent, namely cross-organizational governance (which can be further divided into contractual and relational governance), on supply chain resilience. Additionally, it explores the mediating and moderating effects of supply chain collaboration and institutional environment, respectively, on the relationship between cross-organizational governance and supply chain resilience. Accordingly, a research model, together with four hypotheses, is constructed based on institutional theory. These are further tested based on data collected from a single-respondent survey of 358 Chinese manufacturing companies. The results reveal that contractual and relational governance have significant positive effects on supply chain resilience; supply chain collaboration plays a partially mediating role and institutional environment plays a moderating role in the effects of contractual and relational governance on supply chain resilience. This study enriches the understanding of the relationships between cross-organizational governance, supply chain collaboration, supply chain resilience, and institutional environment. It also provides a reference for supply chain managers’ decision-making activities.     

Structural drivers of upstream supply chain complexity and the frequency of supply chain disruptions

A great deal of research has focused on supply chain risk management, but the question “Which supply chain characteristics increase the frequency of supply chain disruptions?” has not received much attention from empirical research. This is a relevant question, because firms seek stability in their operations, and therefore managers need to know how the structure of their supply chains affects the occurrence of disruptions. The present study addresses this issue with a specific focus on upstream supply chain (supply-side) disruptions. Drawing on the literature on supply chain complexity, we devise and test a model that predicts the frequency of supply chain disruptions based on a multi-dimensional conceptualization of upstream supply chain complexity. Not only do the empirical findings suggest that all of the three investigated complexity drivers – horizontal, vertical, and spatial complexity – increase the frequency of disruptions, but also that they interact and amplify each other's effects in a synergistic fashion.     

Supply chain variability,organizational structure,and performance: The moderating effect of demand unpredictability

Supply chain process variability is the level of inconsistency, or volatility, in the flow of goods into, through, and out of a firm. The research investigates the links among organizational structure (formalization and integration), supply chain process variability, and performance as moderated by environmental uncertainty. We found that in a predictable demand environment, only formal control affects supply chain process variability, leading to improved financial results; but in an unpredictable demand environment, only cross-functional integration affects supply chain process variability, leading to improved financial performance. We also examined whether supply chain process variability is a complete or partial mediator of the relationship between organizational structure and performance, and found that: (1) in a predictable demand environment, supply chain process variability completely mediates the relationship between formal control and performance and (2) in an unpredictable demand environment, supply chain process variability partially mediates the relationship between integration and performance. Supply chain process variability has an inverse relationship with financial performance, regardless of the demand environment; and organizational structure provides managers with the mechanisms to mitigate this variability's detrimental impact on financial performance.     

The geography of suppliers and retailers

In the last decades, supply chains have increasingly transcended national boundaries developing into global supply chains. Along with the many opportunities arising from international sourcing and the extended commercial presence over the world, the management of a globally dispersed supply chain is highly complex. A key issue to consider when dealing with the global supply chain design is the location of facilities, not only with respect to firms' owned facilities but also the supply and distribution side as factors that affect supply chain complexity and operational performance. This paper sets out a methodological framework to characterize the geographical configuration of a firm's suppliers and retailer networks. Quantitative indexes of network spatial concentration and relative proximity measures based on a nonparametric kernel density estimator are developed to identify both intra- and inter-firm patterns between the supply and point of sales' distributions. The method is first described by means of a series of theoretical-illustrative examples and exemplified by analyzing the geographical dispersion of four practical cases from the fashion-textile industry (i.e., Adidas, Benetton, C&A, and Puma). Subsequently, managerial implications and potential use of the metrics are discussed, showing how the proposed approach can support researchers and practitioners to improve supply chain location decisions and logistic integration, and evaluate changes in either the purchasing or distribution strategy.     

Co-ordination and integration mechanisms to manage logistics processes across supply networks

Literature on supply chain management (SCM) emphasises the importance of co-ordination and integration mechanisms to manage logistics processes successfully across supply networks. This requires managers to (1) know the driver variables that must be addressed, since they determine how such processes can be designed and managed; and (2) understand how co-ordination and integration mechanisms interact with such variables and—as a consequence—with logistics processes. The paper addresses the second issue, as it tries to explain how logistics processes can be structured and controlled across supply networks by leveraging co-ordination and integration mechanisms, with consequences for strategic and operational choices for both the individual companies and the whole supply network. This issue has been investigated by analysing three case-studies of SCM interventions on logistics processes across different supply networks, involving central firms as well as several suppliers and customers.     

Linking forward and reverse supply chain investments: The role of business uncertainty

This paper explores managerial efforts in reverse supply chains (RSC), where the focus is on the capture and exploitation of used products and materials. The RSC can potentially reduce negative environmental impacts of extracting virgin raw materials and waste disposal. If so, investment in the reverse supply chain should not be made in isolation, but instead must be integrated with investments selected to improve the forward supply chain. After defining and operationalizing these constructs, a survey of plant managers was used to empirically assess the linkages between supply chain investments, organizational risk propensity (i.e., willingness to take risk) and business uncertainty. Reverse supply chain investment had two primary dimensions: reconditioning (i.e., high-value recovery) and recycling and waste management (i.e., low- or no-value recovery). Ongoing investment in the forward supply chain was significantly related to investment in recycling and waste management, but not to investment in reconditioning. Moreover, risk propensity was found to mediate the relationship between the external business uncertainty and investment in the forward and reverse supply chain.     

Uniting partners to cope with environmental uncertainty: Disentangling the role of social capital in developing supply chain agility

Based on social capital theory, in this study, we investigate how a firm utilized social capital to coordinate partners in the achievement of supply chain agility under different levels of environmental uncertainty. We test the proposed hypotheses via a hierarchical regression analysis using questionnaire survey data collected from 190 firms in China. The empirical results show that cognitive, relational, and structural capital positively influence supply chain agility. Furthermore, environmental uncertainty positively moderates the positive relationship between relational capital and supply chain agility, whereas environmental uncertainty negatively moderates the positive roles of cognitive and structural capital. The findings suggest managers should adopt different strategies when leveraging social capital according to the business environment. In unpredictable and volatile business environments, managers should motivate their firms to embrace relational capital to obtain sufficient resources for achieving supply chain agility.     

You'll never walk alone: Why we need a supply chain practice view on digital procurement

This paper conceptualizes digital procurement readiness as a dyadic construct and introduces the supply chain practice view (SCPV) as a theoretical lens that can help guide future research on digital procurement. We build on a literature review and on dyadic, explanatory case studies to provide a nuanced understanding of how the digital readiness of supply chain partners—on both sides of the dyad—needs to co-evolve for the implementation of digital procurement practices. Specifically, we outline how the SCPV can serve as both a holistic and a supply chain-specific framework for future research on the following: 1) the antecedents that help explain why supply chain partners adopt inter-organizational digital procurement practices, and 2) the relational performance outcomes derived from their use. For managers, this study implies the need to explicitly consider interactions with and influences of supply chain partners in their quest to rapidly and effectively digitalize procurement.     

基于EVA视角的供应链业绩评价

本文认为,随着经济全球化的发展,公司之间的竞争已经演化为供应链之间的竞争。为实现供应链目标与优化供应链业绩,公司需要进行业绩评价并确定恰当的业绩评价指标。EVA分析框架能够同时计量和分析多家公司业绩,构建反映供应链运营业绩的指标并将其与股东价值动因直接联系起来,从而有助于提高供应链中各家公司的股东价值,实现各家公司行为与供应链目标的协调一致。     

供应链的协调问题研究

依据逆向思维的原则,从目前供应链协调研究的热点——供应链契约理论相反的方向出发,由供应链的利润率的定义开始,逐步推导,最终得出供应链协调的等利润率原则,并指出供应链等利润率原则的实现途径。该原则可以作为供应链协调和评价的目标和标准。     

Towards an understanding of supply chain quality management

In this paper, we define supply chain quality management (SCQM) to operationalize and understand the effect of increased emphasis on supply chain management on the practice of quality management. We review current research in quality management and identify common themes found in the literature. Key quality management content variables identified are customer focus, quality practices, supplier relations, leadership, HR practices, business results, and safety. We use these variables to propose areas for future research in the field of supply chain quality management.     

化工品供应链物流运营机制研究

针对快速增长的中国化工品市场及物流市场,系统分析了化工品供应链物流及其主导企业客观需求,提出了为国际化工企业提供以增值业务为核心的整体化工品供应链物流设计理念。最后,从实际需求出发,合理布局供应链物流资源,通过统一管控体系,借助多目标绩效评价指标体系,建立了一套安全、高效、共赢的化工品供应链物流运营机制。     

Redesigning the supply of gasses in a hospital

Developing buyer–supplier relationships has been relatively ignored in the literature. This paper proposes a practical approach to evaluate and plan improvements in a supply relation, consisting of two parts. Firstly, a supply chain concept is proposed that consists of four areas: physical supply, planning and control, organisation and relation, and flow of information. This concept is useful in describing and analysing a supply relation. Secondly, a method based on scenario planning is used to generate alternative designs of a supply relation and to stimulate discussion. The approach is applied for a hospital and its supplier of gasses. The application helped considerably in gaining knowledge about the actual working of the supply relation of both organisations. The alternative scenarios stimulate discussion and development of their relation. The paper also contributes to the knowledge of applying supply chain management concepts in a hospital.     

Firm's resilience to supply chain disruptions: Scale development and empirical examination

This paper expands our understanding of factors that contribute to development of firm resilience to supply chain disruptions. In doing so, we operationalize firm resilience to understand how supply chain disruption orientated firms can develop resilience to supply chain disruptions. We find that supply chain disruption orientation alone is not enough for a firm to develop resilience. Supply chain disruption oriented firms require the ability to reconfigure resources or have a risk management resource infrastructure to develop resilience. The way in which supply chain disruption oriented firms develop resilience through resource reconfiguration or risk management infrastructure depends on the context of the disruption as high impact or low impact. In a high impact disruption context, resource reconfiguration fully mediates the relationship between supply chain disruption orientation and firm resilience. In a low impact disruption context, supply chain disruption orientation and risk management infrastructure have a synergistic effect on developing firm resilience.     

Supply chain practice and information sharing

Effective supply chain practice and information sharing enhances the current supply chain management environment. The purpose of this study is to investigate the integration of information sharing and supply chain practice in supply chain management. Data from 125 North American manufacturing firms were collected. The results show that (1) effective information sharing significantly enhances effective supply chain practice; (2) supply chain dynamism has significant positive influence on effective information sharing as well as effective supply chain practice. Supply chain dynamism has more influence on information sharing than supply chain practice; (3) and effective supply chain practice becomes more important when the level of information sharing increases. The findings show that both effective information sharing and effective supply chain practice are critical in achieving good supply chain performance.     

Levels of strategic purchasing: Impact on supply integration and performance

The growing importance of supply chain management has led to an increasing recognition of the strategic role of purchasing, which has recently evolved and expanded from “buying” to “procurement” and “supply management”. In this study, we chart our sample firms’ advance in strategic purchasing, characterized by the strategic focus, strategic involvement of the purchasing function and the status and visibility of the purchasing professionals, into three stages.This study provides strong empirical support for the importance of strategic purchasing by showing that, by moving towards the more advanced stages, firms at the nascent stage of strategic purchasing can achieve better supply integration, a second-order construct composed of four facets of relational, process, information, and cross-organizational team integration. Our analyses further reveal that strategic purchasing can have a profound impact on supply chain performance for both buyer and supplier firms.     

The selection of contracts in supply chains: An empirical analysis

This paper seeks to empirically identify the key drivers for firms in selecting a contract in a supply chain by investigating their performance, supply chain orientation, and supply chain integration. A conceptual model is drawn up based on the existing literature in supply chain coordination contracts, performance, supply chain orientation, and supply chain integration and tested on a large sample of European firms. Multiple and multinomial logistic regression models allow for estimating the relationships between these variables. Our results demonstrate that the selection of contracts and the probability of their adoption depend on several combinations of firms' performance, supply chain orientation, and integration. Overall, the research provides an empirical contribution to the literature on coordination with contracts, which turns out to be mainly game theory based.     

The impact of supply chain integration on performance: A contingency and configuration approach

This study extends the developing body of literature on supply chain integration (SCI), which is the degree to which a manufacturer strategically collaborates with its supply chain partners and collaboratively manages intra- and inter-organizational processes, in order to achieve effective and efficient flows of products and services, information, money and decisions, to provide maximum value to the customer. The previous research is inconsistent in its findings about the relationship between SCI and performance. We attribute this inconsistency to incomplete definitions of SCI, in particular, the tendency to focus on customer and supplier integration only, excluding the important central link of internal integration. We study the relationship between three dimensions of SCI, operational and business performance, from both a contingency and a configuration perspective. In applying the contingency approach, hierarchical regression was used to determine the impact of individual SCI dimensions (customer, supplier and internal integration) and their interactions on performance. In the configuration approach, cluster analysis was used to develop patterns of SCI, which were analyzed in terms of SCI strength and balance. Analysis of variance was used to examine the relationship between SCI pattern and performance. The findings of both the contingency and configuration approach indicated that SCI was related to both operational and business performance. Furthermore, the results indicated that internal and customer integration were more strongly related to improving performance than supplier integration.