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M.N. Qureshi, Dinesh Kumar and Pradeep Kumar
The purpose of this paper is to model the key variables of logistics outsourcing relationship between shippers and logistics service providers (LSPs) and to study their influence…
Abstract
Purpose
The purpose of this paper is to model the key variables of logistics outsourcing relationship between shippers and logistics service providers (LSPs) and to study their influence on productivity and competitiveness of the shipper company.
Design/methodology/approach
In this paper, an interpretive structural modeling (ISM) based approach has been used to model the variables of logistics outsourcing relationship. Various variables, used by researchers and practiced by the shippers for effective management of logistics outsourcing relationship have been identified. These variables have been classified as enablers and outcome variable. Enablers are those variables that boost the “relationship bond” between shippers and LSPs, while outcome variables are the resultant variables arising out of outsourcing relationship between shippers and LSPs.
Findings
A key finding of this modeling helps shippers as well as LSPs to take various initiatives, in order to have prosperous, outsourcing relationship between shippers and LSPs. Top management from both shippers as well as LSPs should focus, on improving on the enablers such as trust or commitment, direct assistance, long term contract, evaluation of supplier performance, practices of TQM and JIT to add distinctive values, and top management support.
Originality/value
In this research, an interpretation in terms of driving and dependence powers has been carried out for enablers and outcome variables of logistics outsourcing relationship. Those variables found possessing strong driving power in the ISM model, need to be taken care on a priority basis because of their impact on dependent variables. A variable emerging with high dependence contributes to productivity enhancement and competitiveness in a logistical supply chain.
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Chang-Hun Lee and Byoung-Chun Ha
The purpose of this paper is to understand how the development of social capital can promote buyer’s bi-directional (inflow and outflow) information sharing. The authors examined…
Abstract
Purpose
The purpose of this paper is to understand how the development of social capital can promote buyer’s bi-directional (inflow and outflow) information sharing. The authors examined buyers’ perceptional differences in information sharing: when they receive information from suppliers and when they provide information to suppliers, and how such inequivalent perception in information sharing can be resolved by the level of social capital and its’ sub-dimensions.
Design/methodology/approach
Theoretical model and the hypotheses were developed through literature review. Data were collected from Korean manufacturers in supply chains and structural equation modelling was used for analysis.
Findings
The results show that each dimension of social capital has a different effect on bi-directional information sharing. For the information inflow, all of the facets of social capital were significant; for the information outflow, however, only relational capital was significant. That is, with cognitive and structural capital, buyers perceive that they can receive appropriate information from suppliers yet be reluctant to provide information to suppliers.
Practical implications
Given that relational capital is essential for the balanced information sharing in buyer-supplier relationship, firms should pay attention to having social interactions with partners to promote trust in the relationship for efficacy in information sharing.
Originality/value
This is one of the first studies to explore the role of social capital in facilitating equivalent information sharing. This study develops a framework that social capital can provide valuable guidance in achieving equivalency of bi-directional information sharing.
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Kimball E. Bullington and Stanley F. Bullington
The need for long‐term relationships between customer and supplier has been suggested for some time. The literature of supply chain management often compares customer‐supplier…
Abstract
Purpose
The need for long‐term relationships between customer and supplier has been suggested for some time. The literature of supply chain management often compares customer‐supplier relationships to a marriage. The purpose of this paper is to apply results of research on successful families to supply chain management in order to improve these critical business relationships.
Design/methodology/approach
The family strengths research is based on surveys and interviews of more than 6,000 successful families over a period exceeding 20 years, and has been summarized in six characteristics of successful families, which are used as the basis of a model of a successful supply chain relationship. The proposed model for successful supply chain relationships is then compared with the existing literature that addresses relationship success and failure.
Findings
Support for the characteristics in the supply chain relationships model was found in the literature. One weakness of the model was the failure to explicitly emphasize supplier performance.
Originality/value
The characteristics of principles‐centered relationships and the need for appreciation were new contributions. Generally, this aspect is not emphasized in the supply chain management literature. The supply chain relationships model provides a conceptual framework that should be useful in communicating the desired final state.
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Tanmoy Nath and Craig Standing
The purpose of this paper is to identify the drivers of information technology (IT) use in the supply chain. Given that the use of IT in the supply chain has been a popular topic…
Abstract
Purpose
The purpose of this paper is to identify the drivers of information technology (IT) use in the supply chain. Given that the use of IT in the supply chain has been a popular topic of research it is timely to analyse the literature to identify patterns and key factors for success.
Design/methodology/approach
A grounded theory approach is used to build a conceptual model using peer‐reviewed journal articles. The selection criteria are derived from the literature review and these are used to extract suitable articles from the online databases. The term “supply chain” is used with all the selection key words to make the search more specific and relevant to the expected search outcome.
Findings
The drivers of IT use in the supply chain are related to three levels of complexity and organisational change. The first level (low) involves a less complex use of IT that is driven through a desire to reduce costs. The drivers are cost reduction, reduced lead and cycle times, increased operational capability and information quality improvement. The second level (medium) involves a medium level of complexity that is characterised by networking and collaboration. The drivers are better relationships and information accessibility. Level two requires the drivers for level one. The most complex level is aimed at organisational transformation. The drivers are market sharing expansion, risk sharing and reduction, high quality service and better decision making. Level three also requires the drivers for levels one and two.
Research limitations/implications
The study identified that many organisations use IT in the supply chain (SC) without understanding the drivers of IT use and this impacted on their success. In addition, it found that drivers can be classified into a hierarchy of benefits.
Practical implications
A lack of understanding of the drivers of IT use in the SC can be overcome by using the list of specific drivers and how these relate to organisational change. The manager's increased understanding of these factors should improve the success rate of IT investment in the SC by being more aware of how requirements relate to benefits and improvement.
Originality/value
The study is the first of its kind to analyse a large number of research articles to determine the drivers of IT use in the supply chain.
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Sanjay L. Ahire and K.C. O’Shaughnessy
Examines the associations between ten integrated quality management constructs and the resulting product quality. Analyzes responses from plant managers of 449 auto‐parts firms…
Abstract
Examines the associations between ten integrated quality management constructs and the resulting product quality. Analyzes responses from plant managers of 449 auto‐parts firms using stepwise regression. Notes three primary predictors (customer focus, empowerment, and supplier quality management) explaining 26 per cent of variation in product quality. Examines the role of top management commitment in TQM implementation by splitting the sample into firms with high and low top management commitment based on the mean score on this construct. Concludes, first, that firms with high top management commitment produce high quality products despite variations in individual constructs, and, second, that in firms with low top management commitment, four other constructs, i.e. customer focus, supplier quality management, empowerment, and internal quality information usage are primary predictors of product quality.
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Vic Gilgeous and Maria Gilgeous
Fieldwork in several “best practice” companies showed that the important performance objectives sought to fulfil each company’s manufacturing strategy were achieved through the…
Abstract
Fieldwork in several “best practice” companies showed that the important performance objectives sought to fulfil each company’s manufacturing strategy were achieved through the use of initiatives and supporting enablers. A manufacturing excellence framework shows how these initiatives and enablers combine to support manufacturing excellence. This work explores the validity and usefulness of this framework by means of a postal survey conducted across a wide base of manufacturing companies in the UK. The nature of the questionnaire is outlined together with the results from the analysis of the data obtained from the questionnaire. The results show the framework will contribute significantly to manufacturing excellence. Also when the framework is used to identify those initiatives that are crucial to the fulfilment of the manufacturing strategy then the company’s overall business strategy is more effectively executed.
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Gloria L. Lee and Ian K. Oakes
Discusses how firms are seeking new templates of change to remain competitive in the face of the globalization of markets. Presents a model depicting the templates for change such…
Abstract
Discusses how firms are seeking new templates of change to remain competitive in the face of the globalization of markets. Presents a model depicting the templates for change such as world‐class manufacturing, lean production, total quality management, and business process re‐engineering followed by larger firms. Identifies some of the operational changes taking place in smaller companies based on the experiences of a larger group in the West Midlands. Explains why such smaller companies are making a more fragmented response to the need for change.
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This chapter discusses the evolution of business accelerators in Egypt, as a developing country, and how they may be seen as a totally different means for promoting…
Abstract
This chapter discusses the evolution of business accelerators in Egypt, as a developing country, and how they may be seen as a totally different means for promoting entrepreneurship and not just an extension of the business incubator model. Through exploring the perspectives of six entrepreneurs who were sponsored by the first business accelerator in Egypt and exploring the institutional perspectives of the CEO of the business accelerator and the chairman of a non-governmental organization that supports entrepreneurship, the author will demonstrate the advantages of the business accelerator as an entrepreneurial place. Furthermore, the author will be able to suggest recommendations for policy makers and business accelerators to further develop the model of the business accelerator.
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Sanjay L. Ahire, Matthew A. Waller and Damodar Y. Golhar
The TQM revolution of the 1980s has led to a formal adoption of TQM by many firms. However, several organizations fail in their campaigns because of a variety of reasons ranging…
Abstract
The TQM revolution of the 1980s has led to a formal adoption of TQM by many firms. However, several organizations fail in their campaigns because of a variety of reasons ranging from lack of top management commitment to focus on tools instead of approach. Through a focused survey of 359 manufacturing firms in a single industry answers two critical questions: is it necessary for a firm to embark on a formal TQM campaign to manage quality effectively?; and is it worthwhile for a firm to embark on a half‐hearted TQM campaign? Using a criterion of existence of a formal TQM campaign in a firm and quality of products offered by the firm, classifies firms into four groups: high performance TQM firms, low performance TQM firms, high performance non‐TQM firms, and low performance non‐TQM firms. Compares them along ten literature‐based, empirically‐validated TQM constructs and derives the following major conclusions: it is not necessary for a firm to implement a TQM campaign formally in order to practise elements of TQM philosophy and thereby manage quality well; a firm should implement a formal TQM campaign only if it plans to execute the TQM constructs to their full extent, or it is better off by not investing in the formal campaign; and the product quality of a firm improves with the extent of the rigour associated with TQM implementation. Discusses implications of these findings for TQM research and practice.