Diane Halstead, Cornelia Dröge and M. Bixby Cooper
Focuses on a group of unsatisfied carpet owners. Examines the rolesof the carpet warranty and the post‐purchase service received during thecomplaint process in terms of their…
Abstract
Focuses on a group of unsatisfied carpet owners. Examines the roles of the carpet warranty and the post‐purchase service received during the complaint process in terms of their effects on customers′ satisfaction with complaint resolution. Presents some suggestions for customer service policies, complaint handling procedures, and warranty fulfilment service.
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Stanley E. Fawcett, Jeffrey A. Ogden, Gregory M. Magnan and M. Bixby Cooper
To examine the nature and extent of commitment to supply chain collaboration. Also, to explore the state of supply chain governance structures.
Abstract
Purpose
To examine the nature and extent of commitment to supply chain collaboration. Also, to explore the state of supply chain governance structures.
Design/methodology/approach
A multi‐method survey and in‐depth interview methodology was employed to gather data. Content analysis was then used to identify the types and extent of managerial support for supply chain initiatives.
Findings
Four types of managerial support are needed to achieve the highest levels of supply chain success: top management support, broad‐based functional support, channel support, and infrastructural/governance support. None of the interview companies have put all four types of support in place. Leading‐edge governance relies on cross‐functional/inter‐organizational teams, executive governance councils, customer advisory boards, supplier advisory councils and a modified reporting structure that overseas all value‐added activities from product conceptualization to customer relationship management. Again, none of the interview companies have established all aspects of an effective supply chain governance structure.
Originality/value
Much has been written on the need to focus on supply chains and create more cooperative and integrative relationships with key organizations in the supply chain; however, little has been written concerning the commitment levels among those involved in the supply chain or the types of governance structures that should be utilized within a given organization or along the supply chain. This paper bridges this gap, providing a benchmark for managerial commitment and presenting a composite governance structure based on observed best practices. Both academics and practitioners can use the insights provided to work toward a better understanding of supply chain commitment and governance.
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Stanley E. Fawcett, Sheldon R. Smith and M. Bixby Cooper
Discusses how many competitive initiatives have been implemented in the quest for competitive advantage; however, these initiatives have frequently failed to yield the sought…
Abstract
Discusses how many competitive initiatives have been implemented in the quest for competitive advantage; however, these initiatives have frequently failed to yield the sought after improvements in firm competitiveness. Part of the implementation problem is that strategic initiatives often lack the organizational support needed for success. To understand the linkage better between strategic intent and value‐added performance, looks at the relationships that exist between strategy, measurement, and operational performance. Reveals that significant gaps exist between selected strategic priorities and both measurement capabilities and performance. Suggests expanding measurement horizons to include a broader range of non‐traditional measures. By increasing strategic alignment companies can expect to increase their competitive performance.
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Amydee M. Fawcett, Stanley E. Fawcett, M. Bixby Cooper and Kristine S. Daynes
Competitive dynamics are placing greater emphasis on customer experience, making the management of the last 100 meters of the supply chain critical to differential performance…
Abstract
Purpose
Competitive dynamics are placing greater emphasis on customer experience, making the management of the last 100 meters of the supply chain critical to differential performance. Traditionally, supply chain design has emphasized two processes: new product development and order fulfillment. Today, a third process must be designed and managed for competitive advantage. That is, the authors need to learn to design service value systems to enhance the customer experience and promote loyalty and lifetime streams of profit. This research informs the enduring challenge that underlies the delivery of high levels of customer satisfaction by enriching theory related to the design and provision of distinctive customer experience. The paper aims to discuss these issues.
Design/methodology/approach
The critical incident technique (CIT), an inductive method, is employed to explore two core dimensions of expectancy theory and to identify the phenomenological and underlying systems design factors that bring about both positive and negative customer experiences.
Findings
The analysis shows that few companies use customer experience as a competitive lever. Customer service failures persist from a lack of managerial commitment and poor service-delivery process design. A holistic view of customer service that emphasizes policy, people, performance measurement, and processes emerges.
Originality/value
Identifying and describing the customer-experience system as a third fundamental supply chain process is an important contribution. By linking a CIT approach with cause-and-effect analysis, the authors go beyond the frequently analyzed cognitive phenomenology to identify vital systems design issues. By enhancing the customer experience at the end of the supply chain, greater advantage for all participants in the chain emerges.
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The purpose of this paper is to explore the link between interorganizational integration with respect to its intensity and span, as well as the propagation and amplification of…
Abstract
Purpose
The purpose of this paper is to explore the link between interorganizational integration with respect to its intensity and span, as well as the propagation and amplification of disruptions alongside a supply chain.
Design/methodology/approach
The paper opted for an exploratory study using a survey of companies. In order to extract the constructs manifesting the span and intensity of integration between companies in supply chains, the principal component analysis was employed. The obtained factor scores were then used as classification criteria in the cluster analysis. It enabled to include similar organizations in terms of intensity and span of supply chain integration. In order to validate the obtained results, the analysis of variance (ANOVA) was conducted and regression models were developed.
Findings
The findings of the study show that there is a relationship between the intensity and span of supply chain integration and the “snowball effect” in the transmission of disruptions. The obtained findings show that the span of supply chain integration is negatively associated with the strength of the “snowball effect” in the transmission of disruptions. In addition, the results suggest that more intense supply chain integration contributes to the “snowball effect” in material flows in the forward and backward transmission of disruptions.
Research limitations/implications
Although the current study investigates the intensity and span of integration within the basic, extended and ultimate supply chain structure, it still lacks the broader analysis of the “snowball effect” in the transmission of disruptions. The study investigates this phenomenon only within the basic supply chain structure, constituted by the primary members. Another challenge is to examine if the effects of external risk factors (e.g. natural disasters) may also be transferred to other links in the supply chain structure, and what are the similarities and differences (if any) between the mechanism of propagation and amplification of disruptions elicited by internal and external risk factors. Another future direction of study is to define other ways of identification and measurement of the “snowball effect” in order to make cross-industrial and international comparisons of disruptions amplified in the transmission more standardized and objective. In the current study, the phenomenon of the “snowball effect” is anchored in the subjective opinions of managers who may view the problem from different angles. Consequently, the study is limited to individual perceptions of the strength of disruptions affecting the solicited company, its customers and suppliers.
Practical implications
In practical terms, the findings provide crucial information for the framework of supply chain risk management and therefore enable its more efficient and effective implementation. The better the managers understand the nature of the “snowball effect” in the transmission of disruptions, the easier it is for them to allocate resources and apply necessary managerial tools to mitigate the negative consequences of risk more effectively. The deliverables of the study also confirm that the interorganizational exchange of information accompanying the supply chain integration enables to mitigate the strength of the “snowball effect” in the transmission of disruptions. Another important implication is the broadening of practical expertise concerning the use of integration not only as a means of obtaining and sustaining supply chain effectiveness and efficiency, but also as the way to mitigate the “snowball effect” in the transmission of disruptions. Therefore, nowadays the supply chain managers are facing another challenging task – namely, how to balance supply chain integration in terms of span and intensity to ensure profits from integration and mitigate the negative risk consequences transmitted among the links in supply chains.
Originality/value
The paper elaborates on the underestimated issue of the “snowball effect” in the transmission of disruptions and its drivers. In particular, the paper attempts at filling the gap in empirical studies concerning the relationships between the “snowball effect” in the transmission of disruptions and supply chain integration.
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Stanley E. Fawcett and M. Bixby Cooper
Managers at leading companies recognize that the key to competitive success is to meet the real needs of customers better than the competition. These companies have adopted…
Abstract
Managers at leading companies recognize that the key to competitive success is to meet the real needs of customers better than the competition. These companies have adopted well‐crafted strategies that have driven a revolution of restructuring and reengineering. The objective of these initiatives has been to develop “core competencies” that will lead to higher levels of customer satisfaction. Fundamental to competency development is the notion of process integration. When focused on delivering value to customers, process integration is considered by many analysts to hold the key to future competitive success. This paper discusses the findings of a large‐scale empirical study, highlighting the barriers and bridges to more effective process integration.
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R. Glenn Richey, Haozhe Chen, Rahul Upreti, Stanley E. Fawcett and Frank G. Adams
Implementation of supply chain management techniques requires thorough integration of processes between supply chain partners in all functional areas, including sourcing…
Abstract
Purpose
Implementation of supply chain management techniques requires thorough integration of processes between supply chain partners in all functional areas, including sourcing, manufacturing, and distribution. Yet insufficient attention has been given to the means by which firms achieve high levels of integration. This study aims to examine moderators impacting supply chain integration barriers.
Design/methodology/approach
Supply chain integration drivers and moderating barriers to supply chain integration were identified by extensive search of the literature, and in‐depth interviews with supply chain managers. A survey was developed to measure levels of supply chain integration drivers, barriers to supply chain integration, and firm performance. The measures were validated using EFA, and the responses analyzed using multiple regression.
Findings
The study finds that firms with a desire to improve, operating in a challenging competitive environment typically experience high levels of performance. Further, barriers to supply chain integration can actually increase the firm's ability to achieve firm performance as the firm is required to make greater efforts to overcome those barriers and develop effective supply chain linkages.
Originality/value
This study answers a call for additional research into factors that enable and inhibit supply chain integration, and offers an empirical analysis of the moderating effect of supply chain integration barriers on the relationship between integration drivers and firm performance.
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This study empirically explores one of the important channel issues – the relationship between various channel support given to channel partners and the perceived (by managers…
Abstract
This study empirically explores one of the important channel issues – the relationship between various channel support given to channel partners and the perceived (by managers) goal‐orientation of a firm. Results from an emerging market, India, indicate that perceived orientation towards both profitability and market share is not associated with any of the channel support considered. Growth orientation however is strongly associated with most of the channel support activities – both business (e.g., business advice, pricing and ordering assistance, and personnel training) as well as marketing (advertising support, sales promotional material, and inventory management assistance) oriented activities. In contrast, perceived sales volume orientation is only associated with advertising support and business advice, however, the relationship is negative. These findings have interesting implications for channel management and channel motivation.
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One of the less observed results of transportation deregulation has been the explosive growth of transportation intermediaries or third‐party specialists such as brokers…
Abstract
One of the less observed results of transportation deregulation has been the explosive growth of transportation intermediaries or third‐party specialists such as brokers, shippers' agents and integrated leasing companies for use by industrial purchasers and marketing management. Such transportation intermediaries have the performance potential and apparent reasons for existence to suggest that they can both reduce delivered product costs and enhance service quality attributes to promote a company's competitive advantage. In a broader sense, intermediaries may be ideally positioned to assist in coordinating and processing information for the entire value‐added chain.