Supply Chain Management Journal最新文献

Purpose

This paper aims to explore factors influencing suppliers' acceptance, integration challenges, expected benefits and support from customers when implementing a customer-introduced digital supply chain system.

Design/methodology/approach

The study investigates the perspective of suppliers using a mixed methodology approach that combines qualitative interviews with a large-scale quantitative survey conducted among 220 internationally located suppliers of an automotive-industrial firm.

Findings

As a result, the authors identified 11 factors that drive suppliers' acceptance of customer-introduced digital supply chain systems. These factors have been ranked based on their importance. The top three important factors identified were the digital system being provided at no cost to the suppliers, the system's ability to save time and the system offering benefits to the suppliers.

Research limitations/implications

Further research can be conducted to validate the perspective of suppliers in other industries. Additionally, future studies can investigate the effectiveness of fulfilling these acceptance factors within an actual digital integration setup.

Practical implications

Companies can leverage these insights to accelerate their digital supply chain integration efforts. The insights on acceptance factors, challenges, benefits and support expected by suppliers can serve as a valuable guide for policy and decision makers within the industry.

Originality/value

To the best of the authors’ knowledge, this study is among the first to investigate the perspective of suppliers in the integration of a customer's digital supply chain. By including the supplier's perspective, this study makes a significant contribution to the academic literature about supply chain digitalisation.

Purpose

In response to multiple disruptions, the purchasing supply management (PSM) function in construction supply chain management (CSCM) has gained prominence due to stakeholder pressures, dynamic market conditions and the need to adhere to complex sustainability, safety and health regulations and standards. However, there is a noticeable absence of empirical research on measuring and mitigating PSM vulnerabilities, especially considering the distinct challenges faced by large engineer-to-order project-oriented manufacturers. To address these issues, the purpose of this study is to develop and test a novel method to assist companies in construction supply chains in assessing and managing risks associated with sustainable procuring and sourcing materials.

Design/methodology/approach

Grounded in the literature gaps on construction PSM and a real case supply chain, the research uses the design science research (DSR) approach to develop an integrated method for assessing PSM strategies in this sector. The method integrates three essential purchasing dimensions: supply risks, profit impact and sustainability risks of materials, supported by nine subdimensions. Empirical validation took place within a multinational European construction company based in Denmark.

Findings

Findings from the supplier–buyer relationships confirmed that the developed method allows for the identification of the key components that significantly impact supplier–buyer relationships, profitability and sustainability. The research further suggests that construction supply chain managers and purchasing practitioners can use the proposed method to evaluate PSM, thus enabling them to make more informed decisions.

Practical implications

Through the utilization of the proposed artifact, construction companies can take a more proactive approach to address PSM uncertainties, thereby enhancing their competitiveness in dynamic construction supply chains.

Originality/value

The research contributes to bridging the theory and practice, providing valuable assistance for construction companies assessing and managing the PSM and supply risks within global construction value chains. This paper provides original insights for the CSCM, aiding in adopting competitive PSM strategies to improve overall supply chain performance.

Purpose

Supply chains are increasingly incorporating social perspectives into their activities. It is often argued that social initiatives in supply chain management (SCM) are a response to external pressures. However, it is still undetermined whether these initiatives can improve economic performance. Additionally, it is proposed that digital transformation in supply chains, also described as Smart Supply Chain, can support social performance. Therefore, this study aims to analyze the association between digital transformation, social performance in SCM and economic performance.

Design/methodology/approach

The study is based on a survey of 473 companies in Brazil, a country where social needs create high pressures on companies to respond to the country’s challenges. The data collected underwent testing using ordinary least squares regression and bootstrapping techniques to examine the mediation effects between Smart Supply Chain, social performance and economic performance.

Findings

The findings indicate that digital transformation supports social performance. Additionally, adopting social initiatives helps to increase firm performance in the context of an emerging economy, while social initiatives mediate between digital transformation and firm performance.

Originality/value

This paper provides a new perspective on the social side of supply chains by demonstrating the close relationship between digital transformation and social engagement initiatives. It argues that aligning digital transformation strategies and technologies with social performance is crucial for companies to establish stronger connections with stakeholders.

Purpose

This paper aims to investigate how firms can enhance their resilience in response to the disruptions caused by the COVID-19 pandemic. Specifically, the study focuses on assessing responsiveness as an antecedent and logistics outsourcing as a boundary condition to resilience.

Design/methodology/approach

Survey data collected from 286 manufacturing firms in Finland during 2021 are analysed to examine the relationships between supply chain responsiveness, logistics outsourcing and resilience.

Findings

Firm responsiveness is found to improve resilience, while an increasing level of logistics outsourcing weakens this relationship. Surprisingly, geographic dispersion does not significantly affect supply chain responsiveness.

Research limitations/implications

Limitations of the study include the focus on manufacturing firms in Finland and the reliance on survey data. Future research could explore additional factors influencing resilience and consider a broader range of industries and geographical regions.

Practical implications

The findings offer valuable insights for managers seeking to enhance their firms’ resilience in the face of disruptions. By understanding the importance of responsiveness and the potential drawbacks of excessive logistics outsourcing, managers can make informed decisions to improve their firms’ ability to cope with unexpected challenges.

Originality/value

This research contributes to the understanding of resilience in supply chain disruptions by addressing fundamental questions related to efficiency, responsiveness, control and complexity. By examining the interplay between responsiveness, logistics outsourcing and resilience, the study enriches the understanding of how firms can effectively navigate unexpected challenges.

Purpose

The German Supply Chain Due Diligence Act (GSCDDA), as a comprehensive regulation for due diligence in supply chains, will exert profound pressure on companies’ sustainable supply chain management (SSCM). This study aims to examine the affected stakeholders’ polarizing expectations stemming from the GSCDDA, the resulting impacts on SSCM and how these findings compare with theoretical SSCM developments.

Design/methodology/approach

From 5,490 GSCDDA posts on X (formerly “Twitter”), the authors extracted 556 qualitative posts illustrating the GSCDDA discourse and analyzed them from a stakeholder perspective. The posts were classified according to the dimensions of stakeholder groups and expectations (i.e. challenges and opportunities). The authors then synthesized the posts across these dimensions and compared the identified expectations with the SSCM literature.

Findings

Seven stakeholder groups were identified, along with nine challenges (e.g. legal flaws) and four opportunities (e.g. increased transparency). The synthesis of both components revealed highly discussed and conflicting expectations. The theoretical SSCM developments partly differ from the discourse, indicating discernible gaps between theory and practice

Practical implications

Identifying key stakeholder groups supports building synergies between GSCDDA implementers and stakeholders to tackle their challenges and reinforce opportunities.

Originality/value

Due to the growing prevalence of supply chain due diligence regulations, it is essential to consider the legal implications for SSCM. This study explores the link between due diligence concepts and SSCM, and to the best of the authors’ knowledge, this is the first study to analyze how legal pressure shapes stakeholders’ expectations on companies’ SSCM.

Purpose

Despite the growing interest in blockchain technology (BCT) applications in the agri-food industry, evidence of their economic and strategic implications remains scarce. This study aims to contribute to filling this gap by jointly investigating how BCT adoption affects transactional relationships, and how it contributes to the firm’s strategic resources.

Design/methodology/approach

An explanatory case study is conducted based on a theoretical framework grounded on transaction cost economics and the resource-based-dynamic capabilities view. Six BCT implementations by agri-food firms are studied. Data were collected through semi-structured interviews and analysed using thematic analysis.

Findings

Findings reveal that BCT benefits depend on how companies integrate technology across their supply chains. In fact, the results suggest that overall transaction efficiency within the supply chain is enhanced only for those firms prioritising stakeholder engagement during technology implementation and leveraging existing trust relationships with economic agents. Moreover, the results suggest that BCT is not yet perceived as a strategic resource, but rather that it has the potential to enhance firms’ operational-adaptive, absorptive and innovative capabilities. When all supply chain actors clearly understand blockchain’s functionality and value, the development of these capabilities becomes more pronounced.

Practical implications

The study identifies two BCT adoption configurations. One primarily focuses on enhancing supply chain efficiency and transparency (dynamic BCT), while the other uses BCT mainly for marketing purposes (static BCT). These configurations lead to varied possibilities for leveraging BCT’s potential advantages. Furthermore, they show how a mismatch between a strategic approach and its chosen configuration could work against any positive impact and lead to disillusionment with the BCT. Thus, managers should assess carefully the impact of such different configuration choices on performance.

Originality/value

To the best of the authors’ knowledge, this is the first study to attempt to analyse the economic implications of adopting BCT in the food sector from both a firm and supply chain perspective. Additionally, it shows how interpreting these impacts is contingent on the diverse modalities for embedding BCT into existing supply chains.

Purpose

This study aims to introduce a multilevel micro-foundational perspective on supply chain (SC) ambidexterity, grounded in organizational learning and adaptation research. It investigates the interplay of contextual factors, strategic orientation and a bundle of supply chain management practices to foster ambidextrous performance.

Design/methodology/approach

Leveraging a blend of perceptual and objective data and measures, this study explores the intricacies of macro and micro factors at multiple levels, offering empirical support for the research framework. The interrelationships among these factors are scrutinized through three analytical approaches: selection, interaction and system forms of interdependence analysis.

Findings

First, the authors offer empirical support for their conceptual model, illustrating that ambidexterity behavior and outcomes in the SC emanate from intricate interactions between macro and micro factors across various levels. Second, the authors present robust empirical evidence endorsing a system/gestalt form of interdependence analysis in capturing SC ambidexterity and performance. This analytical approach effectively captures the complementarity and contradictory interdependence among the opposing poles of efficiency and responsiveness.

Originality/value

The organizational and SC activity configuration faces numerous paradoxical tensions, such as profitability versus sustainability. This study offers valuable insights into establishing an ambidextrous system capable of navigating and addressing these paradoxical situations.

Purpose

Business strategy issues increasingly concern value realized from supply resources. However, how supply resources are valorized by managerial factions in a strategic issue setting is not sufficiently explored. In organizations operating in complex business contexts, several strategic agendas and supply value perceptions typically coexist. This study aims to explore the process of developing corporate attention towards supply-related strategic issues and how it links to sourcing strategy.

Design/methodology/approach

An explorative longitudinal case study within the food industry is conducted. Data are collected in a four year period. Working physically from the case company made it possible to be close to the company’s actors. The first author participated in 26 formal team meetings ranging from 1.5 h to 3 days long, conducted 28 interviews across managerial levels and functions and participated in informal verbal and written communications.

Findings

This study explores strategizing efforts of organizations and scrutinize consequences of strategic ambiguity for sourcing strategy and supply resources. Furthermore, this study outlines implications for management and theory development.

Research limitations/implications

Since this paper is based on an in-depth single case study, its findings are not empirically generalizable.

Practical implications

This paper suggests that managers should pay stronger attention to constituents’ valuation of supply resources, and how they fit with the different strategic agendas within the firm. By doing so, a more comprehensive supply resource mobilization is possible.

Originality/value

Business strategy research increasingly focuses on the value of supply resources for a buying firm’s business strategy (Kotabe and Murray 2018; Lee and Rammohan 2017; Schiele, Calvi, and Gibbert 2012). In a context where the value obtained from sourcing is gaining increased importance, more organizations link supply policies with corporate strategic goals (Andersen, Ellegaard, and Kragh 2016; Hesping and Schiele 2015; Pardo et al., 2011). However, existing supply chain research does not incorporate an organization’s strategizing efforts, when considering supply resource valuation, and how this can be a source of ambiguity to sourcing strategy. The is the paper’s contribution.

Purpose

The aim of this paper is to enhance understanding of the use of sourcing teams (STs) by organisations in their procurement and supply chain management. The paper achieves this by exploring, within the context of the supply chain directorate of a global aerospace manufacturing company (GAMC), both the relationship between sourcing teamwork effectiveness (TE) and sourcing task-work effectiveness (TA) and the relationship between individual team member knowledge, skills and abilities (KSAs) and TE.

Design/methodology/approach

The authors develop a theoretical model positing positive links between both KSAs and TE and TE and TA. The model is empirically validated using partial least squares structural equation modelling in a survey of 108 ST members from a GAMC.

Findings

The authors identify that, within GAMC, four of five KSAs drive TE and further discover the direct effects of TE on improved TA. Additionally, the authors observe within GAMC the indirect effects of KSAs on TA cascading through TE.

Research limitations/implications

Limitations include the use of a single firm and self-report measures for data collection. In spite of this, the paper has numerous research implications. Previous research on STs has combined factors related to TE and TA. In this paper, TE and TA were disaggregated, and the relationships between them were explored. The relationships were found to be positive within GAMC, a finding that strengthens the evidence base supporting the use of STs by organisations in their procurement and supply chain management. In addition, the paper also strengthened the evidence base regarding the importance of KSAs to TE, which complements existing research highlighting the importance of team-level factors and individual technical attributes.

Practical implications

The findings from GAMC suggest that executives/managers should take an individual as well as a team-level perspective when developing STs and should consider KSAs as well as technical knowledge when judging individuals’ suitability for inclusion within an ST. There are established KSA tests in the literature that could be used by managers for this task. The findings also inform executives/managers that TE matters for TA and needs attention and investment, especially where sourcing tasks concern high-value areas and/or critical incidents within supply chains.

Originality/value

To the best of the authors’ knowledge, this is the first paper to explore the relationship between TE and TA. Establishing that this relationship is a positive one provides critically important evidence regarding the efficacy of STs, which are widely used within procurement and supply chain management. It is also a rare study looking at TE from the perspective of individual team member K

Purpose

Disruptive events caused by cyber incidents, such as supply chain (SC) cyber incidents, can affect firms’ SC operations on a large scale, causing disruptions in material, information and financial flows and impacting the availability, integrity and confidentiality of SC assets. While SC resilience (SCRES) research has received much attention in recent years, the purpose of this study is to investigate specific capabilities for building SCRES to cyber risks. Based on a nuanced understanding of SC cyber risk characteristics, this study explores how to build SC cyber resilience (SCCR) using the perspective of dynamic capability (DC) theory.

Design/methodology/approach

Based on 79 in-depth interviews, this qualitative study examines 28 firms representing 4 SCs in Central Europe. The researchers interpret data from semistructured interviews and secondary data using the DC perspective, which covers sensing, seizing and transforming.

Findings

The authors identify SCRES capabilities, in general, and SCCR-specific capabilities that form the basis for the realignment of DCs for addressing cyber risks in SCs. The authors argue that SCRES capabilities should, in general, be combined with specific capabilities for SCCR to deal with SC cyber risks. Based on these findings, 10 propositions for future research are provided.

Practical implications

Practitioners should collaborate specifically to address cyber threats and risks in SCs, integrate new SC partners and use new approaches. Furthermore, this study shows that cyber risks need to be treated differently from traditional SC risks.

Originality/value

This empirical study enriches the SC management literature by examining SCRES to cyber risks through the insightful lens of DCs. It identifies DCs for building SCCR, makes several managerial contributions and is among the few that apply the DC approach to address specific SC risks.