Factors influencing strategic alliance outcomes in a manufacturing supply chain: Role of alliance motives,interdependence, asset specificity and relational capital

Integration of various theories is essential to completely understand and explain strategic alliances in a supply chain. The purpose of this paper is to develop a framework by integrating the features of transaction cost theory, resource-based theory, contingency theory, social exchange theory, and Kelley's personal relationship theory and test the framework through empirical research. The present study addresses the impact of strategic alliance motives, environment, asset specificity, perception of opportunistic behavior, interdependence between supply chain partners, and relational capital on strategic alliance outcomes. Besides, the study has also tested the role of relational capital as a central mediating construct. A sample of 2156 companies representing different industries in manufacturing in Malaysia was selected for the distribution of questionnaire. We tested the structural model using structural equation modeling (SEM). Based on the results, we conclude the following significant relationships: (1) strategic alliance motives and perception of opportunistic behavior on interdependence and relational capital, (2) interdependence on relational capital, (3) environment on strategic alliance motives, (4) relational capital on strategic alliance outcomes, and (4) the mediating role of relational capital. The current study adds significantly to the body of knowledge on strategic alliances and can help managers identify factors that influence the success of strategic alliances and provide a proper direction to develop robust and effective collaborative relationships between supply chain partners.     

The role of e-marketplaces in supply chain management

Electronic marketplaces (e-marketplaces) have a profound influence on the way in which organizations manage their supply chains. Proponents of the e-marketplace concept suggest that web-based trading systems, such as World Wide Retail Exchange (WWRE) and GlobalNetXchange (GNX), would enable companies to more efficiently buy, sell, and manage their supply chain processes on a global scale. This study investigates the extent to which e-business tools of the e-marketplace are used by channel members in the retail sector for business-to-business supply chain management (SCM). The study is based on a survey involving food service companies, retailers, and wholesalers in the UK. It is shown that the e-marketplace supply chain applications enable the majority of companies to automate transaction-based activities and procurement-related processes rather than strategic supply chain activities. The results also indicate that full participation in e-marketplaces requires companies to integrate their internal and external supply chain activities and share strategic information.     

A hierarchical process industry production–distribution planning model

Global and multinational companies are subject to government regulations in addition to other international uncertainties due to operation in diverse geographic locations. Such government regulations often affect the cost of raw materials adversely which in turn creates adverse impact on product cost and forces the decision makers to re-evaluate current production–distribution plan. This paper presents an integrated supply chain model for simultaneous strategic and operational planning of a strategic business unit (SBU) in a global supply chain affected by government regulations. The model incorporates impact of changes in cost of inputs on expected product cost and solves for an optimal strategic and operational plan for the entire supply chain. In addition, the model includes exchange rates, border crossing costs and solves a multi-period model with due consideration of uncertainties in demand and transportation time.     

Supply chain integration and service oriented transformation: Evidence from Chinese equipment manufacturers

This study builds a conceptual model to describe the relationships among operational integration and strategic integration of supply chain, product-based and customer action-based service provided by industrial manufacturers, and firm performance. Using sample data from Chinese equipment manufacturers, this study finds that operational integration of supply chain has positive direct effect on product-based service, while strategic integration has positive direct effect on customer action-based service. Furthermore, product-based service is the basic transformation strategy for industrial manufacturing companies and it has not only positive direct effect but also indirect effect through customer action-based service on firm performance.     

Configuring the after-sales service supply chain: A multiple case study

After-sales service in firms manufacturing and selling durable goods has a strategic relevance in its potential contribution to company profitability, customer retention and product development. This paper addresses the configuration of the after-sales supply chain. Three configuration choices are analysed: The degree of vertical integration, the degree of centralisation, and the decoupling of activities (i.e. how activities are decomposed and separated organisationally). Exploratory case study research was performed over seven companies belonging to durable consumer goods industries. The empirical findings show that configuration choices vary, suggesting that no “one best way” exists. Moreover, many firms develop multiple configurations. Choices are influenced by drivers, including the attractiveness of the after-sales business, the strategic priorities, the characteristics of the physical product and the services offered, and the configuration of the manufacturing and distribution supply chain. The paper discusses how these drivers may lead to consistent configuration choices, and how choices are related.     

跨组织系统(IOS)在供应链中的应用模式

21世纪的竞争将不再主要是企业与企业之间的竞争。而主要是以IOS等驱动的供应链与供应链之间的竞争。企业需要和供应链上的其他企业联合起来。才有可能赢得广泛的技术、在质量和可靠性方面的快速反应能力以及持续的成本优势。有鉴于此，本文以供应链上企业之间的关系管理为基础．构建了一个IOS在供应链中应用的四阶段模式，并以此为框架，从IOS的设计、建立、应用和受益的过程来分析其因果关系，探讨影响IOS成功的关键变量和相应措施。我们认为。未来IOS将专注于核心竞争力联盟的建立和在联盟中有效地运用竞争力外取策略。     

Facilitating artificial intelligence powered supply chain analytics through alliance management during the pandemic crises in the B2B context

The COVID-19 pandemic has disrupted global supply chains and exposed weak links in the chains far beyond what most people have witnessed in their living memory. The scale of disruption affects every nation and industry, and the sudden and dramatic changes in demand and supply that have occurred during the pandemic crisis clearly differentiate its impact from other crises. Using the dynamic capabilities view, we studied alliance management capability (AMC) and artificial intelligence (AI) driven supply chain analytics capability (AI-SCAC) as dynamic capabilities, under the moderating effect of environmental dynamism. We tested our four research hypotheses using survey data collected from the Indian auto components manufacturing industry. For data analysis we used Warp PLS 7.0 (a variance-based structural equation modelling tool). We found that alliance management capability under the mediating effect of artificial intelligence-powered supply chain analytics capability enhances the operational and financial performance of the organization. Moreover, we also observed that the alliance management capability has a significant effect on artificial intelligence-powered supply chain analytics capability under the moderating effect of environmental dynamism. The results of our study provide a nuanced understanding of the dynamic capabilities and the relational view of organization. Finally, we noted the limitations of our study and provide numerous research directions that may help answer some of the questions that arise from our study.     

Moderating the impact of global sourcing on inventories through supply chain management

In recent years, companies have paid growing attention to supply chain management at a global level. With regard to the upstream part of the supply chain, the need for better suppliers, the research into specific competences and concerns related to international competition have forced companies to improve their ability to cope with suppliers located in different countries around the world. The literature suggests that the geographical distance of suppliers should create higher inventory levels primarily because of longer and more uncertain lead times. However, as this paper aims to demonstrate, companies can limit this effect by means of specific investments in the supply chain and in their relationships with suppliers. The empirical analysis is based on data from the last edition of the International Manufacturing Strategy Survey (IMSS). The results show that companies performing global sourcing have invested in supply chain management (SCM) and that this has been helpful in keeping their inventories under control.     

Strategic marketing in global supply chains: Four challenges

Supply chain management has emerged as a critical arena in which firms can find significant cost reduction opportunities, giving them a cost advantage over competitors. When supply chain management orientations are adopted by several firms in a supply chain, together they can significantly reduce supply chain costs pitting supply chain against supply chain. However, the pursuit of cost savings opportunities is not the only objective of supply chain management. Superior supply chain management can facilitate marketing strategy and lead to the creation of superior customer value, satisfaction, and loyalty, which in turn lead to improved product profit margins, overall firm profitability, and overall corporate growth. However, marketing strategy is problematic in global supply chains. Specifically, four significant strategic marketing challenges exist that relate to the development and execution of marketing strategy in global supply chains. This article draws attention to these challenges to stimulate managerial and research efforts that will move marketing strategy through the 21st century.     

全球价值链与中国地方产业集群的供应链式整合--以苏浙粤纺织服装产业集群为例

地方产业集群的发展不仅需要全球价值链嵌入和耦合的推动,同时集群的供应链式整合(即地方产业集群在同一地域形成完整或近乎完整的价值链)也是地方产业集群升级的关键,这样才能保证地方产业集群在与全球价值链耦合时获取价值链中高附加值、核心战略环节的竞争优势。文章阐述了全球价值链与地方产业集群的供应链整合的三种模式,并以中国纺织服装产业为实例,通过苏(横扇镇)、浙(织里镇)、粤(沙溪镇)三地的纺织服装产业集群,来分析在面对纺织服装产业“后配额时代”的到来,如何将全球价值链与进行集群供应链式整合并实现产业升级;在此基础上说明中国纺织服装产业集群在供应链式整合和嵌入全球价值链过程中所面临的障碍;最后提出地方产业集群的升级思路和途径。     

Success is not enough: The spectacular rise and fall of a strategic alliance between two multinationals

This article analyzes a strategic alliance between two multinational companies from the same geographical region. Originating in the same industrial culture and with technically advanced, complementary products, they formed a strategic alliance for international growth in 1947. Despite significant changes in the market over the years, the companies remained market leaders and icons of a successful alliance until 1988, when the alliance suddenly collapsed. The study describes the alliance process from a long-term perspective using a theoretical framework based on motives, resources, competitive advantage, trust and performance. Although the alliance is no more, it is found to have made a substantial contribution to the collaborating firms with respect to their growth and expansion in the world market. Both partners achieved what they expected from the alliance. They also have developed well as competitive companies thereafter. The sudden end to the collaboration can therefore not be seen as a failure. However, it is argued that the separation process, as the process of alliance formation, needs to be taken seriously, and managers must give sufficient time and effort to ensure that the break-up becomes non-dramatic and less painful.     

A model for supply management of agile manufacturing supply chains

This paper addresses the configuration problem of Manufacturing Supply Chains (MSC) with reference to the supply planning issue. Assuming that the manufacturing system is composed of different stages, we present a technique for the strategic management of the chain addressing supply planning and allowing the improvement of the MSC agility in terms of ability in reconfiguration to meet performance. More in detail, we enhance a previous design method by some of the authors that employs digraph modeling and integer linear programming to optimally design the MSC. The original approach avoids supply chain disruption and stock out and, at the same time, can manage spare parts distribution. In order to take into account the level of demands and maximum production capacities with single/multiple sourcing, in this new formulation we introduce supplier capacity constraints. A case study is presented describing the optimal MSC configuration of an Italian manufacturing firm. The obtained results show that the design method provides managers with key answers to issues related to the supply chain strategic configuration and agility, e.g., choosing the right location for distributors and retailers for enhanced MSC flexibility and performance.     

Lead time reduction through ICT application in the footwear industry: A case study

This paper analyses some relevant supply chain management issues for Italian firms operating in the footwear industry. The analysis is carried out on representative firms, located in a specialized regional district with a high density of shoe manufacturing companies. Companies were experiencing substantial problems in the management of supplier relationships, as well as in the commercial/distributive channel. Specifically, synchronization issues in the logistics pipeline were weakening firms’ lead time performances.The case study presented strives to highlight the critical points in the set up of the supply chain management programme, as well as the main results obtained. The case study also shows that the adoption of tailored Information and Communication Technology (ICT) tools has the potential to save significant lead time in supplier/buyer relationships. From the case study, generalities can be drawn and transferred to the footwear industry.     

An empirical analysis of supply chain risk management in the German automotive industry

The purpose of this paper is the empirical analysis of supply chain risk management practices. The analysis is based on a survey with 67 manufacturing plants conducted in the German automotive industry. After investigating the vulnerability of supply chains in general and examining key drivers of supply chain risks, the paper identifies supply chain risks by analyzing their likelihood to occur and their potential impact on the supply chain. The results are visualized in the probability-impact-matrix distinguishing between internal and external supply chain risks. Furthermore, instruments for dealing with supply chain risks are investigated. Therefore, the impact of supply chain risk management on performance is tested. In order to distinguish between companies with a high degree of supply chain risk management and those with no or only limited implementation the plants are grouped by means of a cluster analysis based on factors reflecting the instruments of supply chain risk management. In particular, groups are created representing two different approaches to deal with supply chain risks, i.e. reactive and preventive supply chain risk management. The clusters are investigated concerning differences in terms of performance criteria. The analyses reveal that companies with a high implementation degree show a better supply chain performance. Furthermore, the results show that the group using reactive supply chain risk management has higher average value in terms of disruptions resilience or the reduction of the bullwhip effect, whereas the group pursuing preventive supply chain risk management has better values concerning flexibility or safety stocks.     

Managing alliance relationships: Key challenges in the early stages of collaboration

Recent surveys indicate that executives of technology companies consider strategic alliances to be central to their competitive strategies. Yet the barriers to successful alliances are formidable. In many instances, these barriers develop in the early stages of an alliance. This study identifies and analyzes the types of challenges that companies face in the start–up phase of their alliances. It is based on a survey and interviews with executives in the Canadian high technology industry. The study finds that the principal challenges in the first year of an alliance relate to relationship issues between the partners. It suggests stronger attention to these issues in the design and implementation of an alliance. The paper concludes with guidelines to build and sustain effective working relationships between partners.     

Metrics for strategic alliance control

The paper develops a feedback control model of product development alliance management. The model allows us to place alliance review, and the metrics for this review, in the context of the control problems facing the alliance manager. We then specify a set of alliance review metrics, and outline the characteristics which they must have. Managers have a pressing need for such metrics, given the management challenges of alliances and the difficulties companies face in making them work effectively. The control model is then expanded to allow for changes in the nature of the alliance itself and inter-project learning. The development of the models and of the metrics is guided by the experiences of a large electronic systems manufacturer in alliances with a number of smaller strategic technology suppliers.     

Strategic responses to food safety legislation

This paper assesses the responses made by food companies to changes in food safety legislation. Such responses are assessed in three ways. Firstly, an assessment is made as to why strategic responses to such legislation might be different to general strategic behaviour. Secondly a conceptual framework is presented and an examination of supply chain organisational response is made. Finally, the paper addresses the question of external marketing responses to food safety legislation. The paper concludes that food safety legislation is different, and often requires very swift strategic actions to be effective. Like other forms of legislation, however, food safety issues can also provide incentives and opportunities to well-managed and market-orientated firms.     

Honeymoons and Liabilities: The Relationship between Age and Performance in Research and Development Alliances

The use of strategic alliances by technology ventures has increased dramatically over the last 20 years. During this period companies not only have increased the use of alliances but also have used them in more strategically important areas, particularly in research and development (R&D) and new product development. Thus, successful management of strategic alliances in high‐technology industries has become critical to a firm's new product development and ultimately to firm performance. Yet little is known about what determines the performance of individual alliances. This article examines the relationship between the age of an alliance and the performance of the alliance. Two competing hypotheses regarding the form of the functional relationship between alliance age and alliance performance are developed and are tested. First, a liability of newness hypothesis, which posits that alliance performance increases in a linear fashion over time, is tested. Then a honeymoon hypothesis, which posits that the relationship between age and alliance performance is nonlinear with alliance performance decreasing initially but increasing over time, is tested. It is proposed further here that alliances that are more important to the focal firm exhibit longer honeymoon periods. A measure of individual alliance performance is developed based on our field study in the biotechnology industry. The competing hypotheses are tested using regression analysis on the sample of 115 R&D alliances. Then the analysis is extended by splitting the sample into high‐ and low‐importance alliances to enhance the robustness of the findings. Further, such a split‐sample approach enables testing for a potential moderating effect of alliance importance on the hypothesized relationship between alliance age and alliance performance. The results suggest that the relationship between age and alliance performance seems to be U‐shaped curvilinear rather than linear, with the minimum point of alliance performance occurring after approximately four and one‐half years. Thus, the results indicate that strategic alliances appear to face a liability of adolescence rather than a liability of newness. Contrary to expectations, it also is found that important alliances exhibit generally shorter honeymoons.     

电力多经企业可持续发展的战略思考

逐步推进电力主辅分离的改革是"十一五"深化电力体制改革的重要任务之一。实施改革后,电力多经企业面临新的战略环境。电力多经企业要实现可持续发展,必须深入分析其战略发展条件,应建立现代企业的法人治理结构、真正建立市场化的用人机制、树立积极开拓的市场观念、培育形成企业核心竞争力。电力多经企业可持续发展的战略举措是:实施集团化运作、集约化发展,优先发展主导产业,协同发展和建立企业战略联盟等。     

Supply chain risk management in financial crises—A multiple case-study approach

Supply Chain Risk Management has become a key concern for organizations, which is even further emphasized by the current economic and financial crisis. Against this background, this paper investigates successful approaches and experiences by companies in dealing with this new reality, especially as it concerns the supply side. Using in-depth case studies conducted among eight European enterprises, we develop a set of propositions about how companies manage supply risks in financial crises, highlight how their risk management approaches have shifted, and illustrate how they are related to Enterprise Risk Management. Our framework is further differentiated based on whether firms are predominantly engaged in manufacturing or services—a factor influencing how supply chain risk is managed. Transaction cost economics serves as our main theoretical anchor. By rigorously grounding our research in both theory and empirical evidence, we provide valuable insight for both academia and practice.