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Critical attributes on supply chain strategy implementation: case study in Europe and Asia

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Języki publikacji
EN
Abstrakty
EN
This case study research aims to compare the performance of the implementation of supply chain management (SCM) strategies within Asian and European Companies. The case study measures company’s opinions of supply chain strategy implementation through utilization of Sense and Response methodology. Critical Factor Index (CFI), Balanced Critical Factor Index (BCFI) and Scaled Critical Factor Index (SCFI) are used in this study to represent the result of comparison between European and Asian companies. From the analysis of comparison of all Sense and Response models, it can be concluded that there are differences and similarities of critical attributes that affecting supply chain strategy implementation in Asian and European companies. There are two attributes that have consistent trend for both regions; innovation and organization structure. In this research the analysis of supply chain strategy implementation was made for the needs of manufacturing industry. Suggestions for future research are multiple case studies in different industry areas in global business environment. The results provide a guideline to the company to measure the right attributes for making the right decision in a dynamic environment. It also provides good knowledge for companies to implement supply chain strategies, the main approaches to implement it and the main challenges in supply chain strategy implementation. Supply chain strategy implementation was analyzed in the European and Asian companies. This research shows that there are several developing areas for companies when implementing supply chain strategies.
Twórcy
  • Strategic Management, University of Vaasa, Wolffintie 34 65200 Vaasa, Finland
  • Universiti Tun Hussein Onn Malaysia, Johor, Malaysia
autor
  • Department of Production, University of Vassa, Vassa, Finland
Bibliografia
  • [1] Lambert D.M., Cooper M.C., Pagh J.D., Supply chain management: Implementation issues and research opportunities, The International Journal of Logistics Management, 9 (2), 1-19, 1998.
  • [2] Cooper M.C., Lambert D.M., Pagh J.D., Supply chain management: More than a new name for logistics, The International Journal of Logistics Management, 1997, 8 (1), 1-13.
  • [3] Eisenhardt K.M., Building theories from case study research, Academy of Management Review, 14 (4), 532-50, 1989.
  • [4] Yin R.K., Case study research, Design and methods, 4th ed. Thousand Oaks (Calif.), Sage Publications, 2009.
  • [5] Supply Chain Council, 2005.
  • [6] Iskanius P., An agile supply chain for a projectoriented steel product network elektroninen aineisto, Oulu, Oulun yliopiston kirjasto, 2006.
  • [7] Christopher M., Logistics and supply chain management, Strategies for reducing cost and improving service, 2th ed. London, Financial Times, Pitman, cop, 1998.
  • [8] de Treville S., Shapiro R.D., Hameri A., From supply chain to demand chain: The role of lead time reduction in improving demand chain performance, J. Oper. Manage., 1, 21 (6), 613-27, 2004.
  • [9] Stevens G.C., Integrating the supply chain, International Journal of Physical Distribution and Materials Management, 19 (8), 3-8, 1989.
  • [10] Lee H.L., Creating value through supply chain integration, Supply Chain Management Review, 4 (4), 30-6, 2000.
  • [11] Ranta J.-M., Takala J., A holistic method for finding out critical features of industry maintenance services [online], International Journal of Services and Standards, Vol. 3, no. 3, pp. 312-325, 2007 [cited 5.11.2010], Available at: http://www.ebrc.fi/kuvat/Ranta_Takala_paper.pdf.
  • [12] Nadler D., Takala J., The development of the CFI method to measure the performance of business processes based on real-life expectations and experiences, University of Vaasa, department of industrial management, 2010, Unpublished.
  • [13] Liu Y., Wu Q., Zhao S., Takala J., Operations strategy optimization based on developed sense and respond methodology, Proceedings of the 8th International Conference on Innovation & Management, Finland, 2011, University of Vaasa, pp. 1010-1015, 2011.
  • [14] Liu Y., Takala J., Operations strategy optimization based on developed sense and respond methodology, Journal on Innovation and Sustainability, 3 (1), 25-34, 2012.
  • [15] Hassan Nikookar, Daniel Sahebi, Takala J., Comparing sense and respond based critical factor index methods for optimizing operations strategies, Managing Transformation with Creativity, 1067-1077, 2012.
  • [16] Toshev R. et al., Integration of operations strategy into dynamic sense and response resource allocations by technology rankings, Takala J., Uusitalo T. (Eds.), Resilient and Proactive Utilization of Opportunities and Uncertainties in Service Business, University of Vaasa, 52-62, 2012.
Typ dokumentu
Bibliografia
Identyfikator YADDA
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