Supply organizations in North America: A 24 year perspective on roles and responsibilities 1987–2011

The recent completion of a major survey of 249 large North American supply organizations in 2011 permits a longitudinal perspective on supply roles and responsibilities over a 24 year period. The latest survey complements three earlier CAPS studies in 1987, 1995 and 2003, thereby providing a valuable opportunity to examine trends and changes over time. Data was collected from 112 firms that responded in 2003 and 2011, which included 53 firms that responded in 1995, 2003 and 2011 and 24 firms that responded to all four surveys. Major areas of investigation included supply organizational structure, purchase category and supply chain responsibilities, supply involvement in major corporate activities, teams, and CPO reporting line, title and background. Findings indicate that the pace of organizational change remains high, which can represent significant challenges for supply executives. Cluster analysis was used to assess the relationship between supply organizational changes and firm performance. Firms in the “underperforming” category more frequently changed their supply organizational structure, and these changes were more likely directed towards greater centralization, compared to the “growing” and “profitable” clusters. Findings provide important implications for supply executives and opportunities for future research are also identified.     

The effects of IT-enabled supply chain process change on job and process outcomes: A longitudinal investigation

Prior research on information technology (IT)-enabled supply chain management (SCM) has primarily focused on macro-level issues (e.g., IT capabilities related to SCM, and SCM design and optimization) and outcomes (e.g., firm performance). There has been limited research that focuses on micro-level outcomes related to employees who actually execute SCM processes in organizations. These employee-level outcomes are important because successful implementation of SCM systems and processes hinges on SCM employees’ support and commitment. I develop and test a model positing that SCM employees’ perceptions of changes in their work process characteristics, i.e., process complexity and process rigidity, following a new SCM system implementation will influence their job outcomes, i.e., job performance, job satisfaction, job anxiety, and job security, and their perceptions of process outcomes, i.e., process performance and relationship quality. The model incorporates a holistic appraisal of the extent of change—change radicalness—as a mechanism between work process characteristics and outcomes. The model is supported in three studies conducted in the context of three different SCM system implementations (N = 278, 282, and 304, respectively). In particular, I found that individuals perceived a significant change in their work process characteristics following an SCM system implementation, and changes in work process characteristics had a significant impact on job and process outcomes. These findings contribute to the information systems and operations management literatures and their intersections by offering insights on challenges related to IT-enabled SCM innovation implementation in organizations.     

A behavioral study of supply manager decision-making: Factors influencing make versus buy evaluation

This paper investigates behavioral factors influencing a supply manager's decision to insource or outsource the manufacture of a product component. To do so we posit a theoretical framework that integrates the heretofore distinct operational make–buy literature and the behavioral decision-making literature. Within the framework three factors influencing the make–buy decision are brought into account: the decision-maker's perception of supply risk or “strategic vulnerability”, the degree of core competency represented by the product component under consideration and the formality of the information about supply alternatives. The results of a controlled experimental survey show that: strategic vulnerability and core competency do influence the make–buy decision, strategic vulnerability has greater influence than core competency and information formality moderates the make–buy decision when the strategic vulnerability and core competency conditions are mixed. The practical implications of these results include the notion that management can ensure a more rational make–buy decision if they understand the biases that influence the decision and point these biases out to the decision maker.     

Critical challenges of inventory management in service parts supply: A Delphi study

The primary purpose of the study is to determine the critical challenges facing service parts managers and to help bridge the gap between research and practice. In order to accomplish this, a series of semi-structured interviews with 18 senior service parts managers from a variety of industries frequently dealing with service parts inventory issues was used as the basis of input for a web-based Delphi study. The results of the study include 18 commonly identified potential service parts inventory issues and ten key challenges for the service parts supply industry. The identified challenges should serve as a guide for both researchers seeking to contribute to the service parts body of knowledge and practitioners who are regularly faced with service parts inventory issues.     

Reframing resistance to organizational change

We examine the literature on resistance to organizational change and identify two dominant yet contrasting approaches: the demonizing versus the celebrating of resistance to change. We show that both of these approaches fail to address power relations adequately and, in so doing, raise practical, ethical and theoretical problems in understanding and managing change. We propose an alternative, more critical approach, which shows how both power and resistance constitute organizational change. We highlight how power-resistance relations lie at the heart of organizational change.     

Strategic supply management: The relationship between supply management practices, strategic orientation and their impact on organisational performance

A theoretical model is presented for conceptualising the relationship between the management of supply, strategic orientation at the business-unit level and their proposed link with firm performance. The shortcomings of existing approaches in accounting for the wide variety of purchasing practices in a comprehensive supply management framework are discussed as well their alignment with strategic orientation. The paper concludes by presenting a model and propositions concerning firm-level supply management, strategic orientation and firm performance.     

Managing the global supply base through purchasing portfolio management

‘How to source globally’ has become a critical strategic decision for companies competing on a global basis. Despite an increased focus on global sourcing and supply chain management, little is known about the challenges and solutions surrounding such sourcing practices. Extant literature points at the critical importance of developing and sharing knowledge in multinational companies (MNCs). However, little work has been undertaken to examine the organizational mechanisms used by MNC headquarters for knowledge leveraging across subsidiaries, especially in the area of purchasing and supply management. Based on an in-depth case study, focusing on a chemical company, the actual buying systems for managing the global supply base are explored. Kraljic's purchasing portfolio approach appears useful, both for developing effective purchasing strategies as well as for managing a global supply base.     

The organizational antecedents of a firm’s supply chain agility for risk mitigation and response

Today’s marketplace is characterized by intense competitive pressures as well as high levels of turbulence and uncertainty. Organizations require agility in their supply chains to provide superior value as well as to manage disruption risks and ensure uninterrupted service to customers. Thus the cultivation of agility is approached as a risk management initiative that enables a firm to respond rapidly to marketplace changes, as well as anticipated and actual disruptions in the supply chain. Agility is of value for both risk mitigation and response.     

Gaining from disorder: Making the case for antifragility in purchasing and supply chain management

The purchasing and supply chain management (P&SCM) discipline assumes that supply chains are fragile systems, hence taking a “negative” approach toward disorder. Building on Taleb’s concept of antifragility—the ability to gain from disorder rather than avoiding it—, we challenge this traditional assumption. The COVID-19 pandemic has revealed that some companies were indeed able to gain from disorder, whereas some of those that focused too much on robustness and resilience lost ground. Building robust and resilient supply chains may no longer be enough to thrive in today’s highly volatile business world. This article sparks a new debate by introducing antifragility to the P&SCM literature and provides new directions for future research.     

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.     

Fairness in supply chain contracts: A laboratory study

Various contracts can be designed to coordinate a simple supplier–retailer channel, yet the contracts proposed in prior research and tested in a laboratory setting do not perform as standard theory predicts. The supplier, endowed with all bargaining power, can neither fully coordinate the channel nor extract all of the channel profit. We report on a sequence of laboratory experiments designed to separate possible causes of channel inefficiency. The three causes we consider are inequality aversion, bounded rationality, and incomplete information. It turns out that all three affect human behavior. Inequality aversion has by far the most explanatory power regarding retailers’ behavior. Incomplete information about the retailer's degree of inequality aversion has the most explanatory power in regards to the suppliers’ behavior. Bounded rationality affects both players, but is of secondary importance.     

Customer-facing supply chain practices—The impact of demand and distribution management on supply chain success

Traditionally, distribution has been viewed as the key (physical) link between a company's internal supply chain activities and its customers. More recently, demand management has emerged as a new dimension at the customer interface. Although it has become increasing popular in industry, it has not yet been analyzed in depth with respect to its impact on supply chain performance. Both distribution management and demand management entail customer-facing processes and practices and that are interrelated and (may) jointly determine supply chain performance. In this paper we seek to extend the stream of research in supply chain management by systematically investigating the impact of customer-facing supply chain practices on supply chain performance. Specifically, the paper examines the relative impact of relevant practices associated with demand and distribution management. To this end, we collected data from 116 multi-national companies based in Europe and analyzed it using structural equation modeling techniques. Our results suggest that (i) high demand management performance has a substantial positive impact on the overall supply chain performance, (ii) this effect is stronger than that of distribution management performance, and (iii) there is no evidence that demand management might be an enabler for effective distribution management. Among the individual practices that constitute demand and distribution management, adherence to the demand and distribution management processes and demand segmentation emerged as the strongest performance levers. Based upon additional in-depth interviews conducted with selected companies from our sample, we shed light on some of the most important findings that emerged from our survey analysis.     

制度变迁与城市规划的组织变革

为降低交易费用、促进分工、推动经济增长,社会发生从计划经济体制向市场经济体制的制度变迁.在制度变迁过程中,城市规划也需要支付必要的市场交易成本.政府要在招商引资中通过城市规划主导城市空间演化方向,在城市经营中加强成本意识、营销意识.为适应制度变迁和公共服务的要求,城市规划的管理和编制都面临组织变革.     

The myth of flexibility in organizational change

In this article we examine the complex nature of organizational flexibility. We question the myth of flexibility as exclusively a top management interpretation of constant adaptiveness to environmental change by exploring the various rigidities involved in a seemingly adaptive organization. Our long-term study of a major Finnish commercial bank under deregulation identified several dominant forms of temporal flexibility–rigidity configurations: formal rigidities, flexible rigidities, rigid flexibilities and defensive rigidities. These configurations were revealed by focusing on the structural tensions which emerge between different levels of management and on the different interpretations given by competing groups to the notion of “organizational flexibility” within a process of change.     

A replication and extension of quality management into the supply chain

As competition moves beyond a single firm into the supply chain, researchers are beginning to explore quality management (QM) in a supply chain context. The literature suggests that supply chain management (SCM) consists of internal practices, which are contained within a firm, and external practices, which cross organizational boundaries integrating a firm with its customers and suppliers. Supplier quality management and customer focus are two QM practices that are also clearly in the domain of SCM. In this study we investigate how these two supply chain management-related quality practices lead to improved performance and examine the practices that precede and mediate those relationships. In doing so, we replicate and extend the relationships among the QM practices and their effects on firm performance suggested in Kaynak [Kaynak, H., 2003. The relationship between total quality management practices and their effects on firm performance. Journal of Operations Management 21, 405–435] using survey data gathered from firms operating in the U.S. The inclusion of customer focus and supplier quality management in the QM model supports the importance of internal and external integration for quality performance. Implications of the results for researchers and practitioners are discussed, and further research implications are suggested.     

Employee acceptance of organizational change:the role of organizational commitment

This study tests a causal model that predicts the acceptance of organizational change using a sample of 761 employees from a large public hospital in the state of Victoria, Australia. The LISREL results indicate that employee acceptance of organizational change is increased by organizational commitment, a harmonious industrial relations (IR) climate, education, job motivation, job satisfaction, job security and positive affectivity, and is decreased by union membership, role conflict, tenure and environmental opportunity. Organizational commitment was found to act as both a determinant and mediator in the change process. Implications for the management of organizational change using human resource (HR) strategies and policies are discussed.     

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.     

Factors influencing processes of radical change in organizational belief systems

The recent development of a cognitive, interpretive approach to organizational analysis has helped to increase our understanding of organizational action. This paper discusses the relationship between organizational beliefs and organizational change. Based upon a review of empirical studies of strategic reorientations, the article presents a model of factors that influence processes which lead to changes in organizational belief systems. It is argued that radical changes in organizational belief systems are influenced by organizational results, by characteristics of the organizational environment, by intra-organizational factors, and by characteristics of the current organizational belief systems. These factors are discussed and some ways to further augment our knowledge of this phenomenon are indicated.