PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

Improving supply chain transparency between a manufacturer and suppliers: a triadic case study

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
This paper addresses supply chain transparency improvement in a triadic manufacturersupplier-supplier relationship. It investigates the problem of improving transparency using a set of interviews; then, a detailed problematization and a simulation model is formulated based on the results. The interview results show that there are two key issues to be considered: information systems issues related directly to transparency and capability issues related to utilizing transparency. The simulation results support developing capabilities by illustrating the effects of different options for coordinating material flow. The results of the study also indicate that while solutions to improve transparency can be relatively straightforward to implement, developing the capability to benefit from it can be more challenging, even in a well-established close partnership. In addition, suppliers may be hesitant to collaborate without active manufacturer involvement.
Twórcy
  • University of Oulu, Industrial Engineering and Management, PL 4610, 90014 Oulun yliopisto, Finland
  • University of Oulu, Industrial Engineering and Management, Finland
autor
  • University of Oulu, Industrial Engineering and Management, Finland
Bibliografia
  • [1] Plapper P., Oberhausen C., Minoufekr M., Application of value stream management to enhance product and information flows in supply chain networks – based on the example of web-based automotive retail business, Management and Production Engineering Review, 9, 2, 13–19, 2018.
  • [2] Prajogo D., Oke A., Olhager J., Supply chain processes: linking supply logistics integration, supply performance, lean processes and competitive performance, International Journal of Operations & Production Management, 36, 2, 220–238, 2016.
  • [3] Singh R.K., Modelling of critical factors for responsiveness in supply chain, Journal of Manufacturing Technology Management, 26, 6, 868–888, 2015.
  • [4] Yu W., Chavez R., Jacobs M.A., Feng M., Datadriven supply chain capabilities and performance: a resource-based view, Transportation Research Part E: Logistics and Transportation Review, 114, 371– 285, 2018.
  • [5] Zhu S., Song J., Hazen B.T., Lee K., Cegielski C., How supply chain analytics enables operational supply chain transparency: an organizational information processing theory perspective, International Journal of Physical Distribution & Logistics Management, 48, 1, 47–68, 2018.
  • [6] Butner K., The smarter supply chain of the future, Strategy & Leadership, 38, 1, 22–31, 2010.
  • [7] Francis V., Supply chain visibility: lost in translation? Supply Chain Management: An International Journal, 13, 3, 180–184, 2008.
  • [8] Egels-Zandén N., Hulthén K., Wulff G., Trade-offs in supply chain transparency: the case of Nudie Jeans Co., Journal of Cleaner Production, 107, 95– 104, 2015.
  • [9] Choi T.Y., Wu Z., Triads in supply networks: theorizing buyer-supplier-supplier relationships, Journal of Supply Chain Management, 45, 1, 8–25, 2009.
  • [10] Sengupta S., Niranjan T.T., Krishnamoorthy M., Trends and directions in service triads research, International Journal of Physical Distribution & Logistics Management, 48, 3, 333–360, 2018.
  • [11] Van Iwaarden J., van der Valk W., Controlling outsourced service delivery: managing service quality in business service triads, Total Quality Management & Business Excellence, 24, 9–10, 1046–1061, 2013.
  • [12] Wynstra F., Spring M., Schoenherr T., Service triads: A research agenda for buyer-supplier-customer triads in business services, Journal of Operations Management, 35, 1–20, 2015.
  • [13] Fayezi S., Zutshi A., O’Loughlin A., Understanding and development of supply chain agility and flexibility: a structured literature review, International Journal of Management Reviews, 19, 379–407, 2017.
  • [14] Wu Z., Choi T.Y., Rungtusanatham M. J., Suppliersupplier relationships in buyer-supplier-supplier triads: Implications for supplier performance, Journal of Operations Management, 28, 2, 115–123, 2010.
  • [15] Anand G., Kodali R., Development of a framework for lean manufacturing systems, International Jour nal of Services and Operations Management,5, 5, 687–716, 2009.
  • [16] Majava J., Ojanperä T., Lean production development in an SME: A case study, Management and Production Engineering Review, 8, 2, 41–48, 2017.
  • [17] Panahifar F., Heavey C., Byrne P.J., Fazlollahtabar H., A framework for collaborative planning, forecasting and replenishment (CPFR) state of the art, Journal of Enterprise Information Management, 28, 6, 838–871, 2015.
  • [18] Hilletofth P., Hilmola O.P., Wang Y., Simulation based decision support systems in the supply chain context, Industrial Management & Data Systems, 116, 2, 2016.
  • [19] Sandhu M.A., Helo P., Kristianto Y., Steel supply chain management by simulation modelling, Benchmarking: An International Journal, 20, 1, 45–61, 2013.
  • [20] Van Der Zee D.J., Van Der Vorst J.G., A modeling framework for supply chain simulation: opportunities for improved decision making, Decision Sciences, 36, 1, 65–95, 2005.
  • [21] Akkermans H., Bogerd P., Van Doremalen J., Travail, transparency and trust: A case study of computer-supported collaborative supply chain planning in high-tech electronics, European Journal of Operational Research, 153, 2, 445–456, 2004.
  • [22] Morgan T.R., Richey Jr, R.G., Ellinger A.E., Supplier transparency: scale development and validation, The International Journal of Logistics Management, 29, 3, 959–984, 2018.
  • [23] Prajogo D., Olhager J., Supply chain integration and performance: the effects of long-term relationships, information technology and sharing, and logistics integration, International Journal of Production Economics, 135, 1, 514–522, 2012.
  • [24] Williams B.D., Roh J., Tokar T., Swink M., Leveraging supply chain visibility for responsiveness: The moderating role of internal integration, Journal of Operations Management, 31, 7–8, 543–554, 2013.
  • [25] Krause D.R., Handfield R.B., Tyler B.B., The relationships between supplier development, commitment, social capital accumulation and performance improvement, Journal of Operations Management, 25, 528–545, 2007.
  • [26] Ahmed W., Omar M., Drivers of supply chain transparency and its effects on performance measures in the automotive industry: case of a developing country, International Journal of Services and Operations Management, 33, 2, 159–186, 2019.
  • [27] Zelbst P.J., Green K.W., Sower V.E., Bond P.L., The impact of RFID, IIoT, and Blockchain technologies on supply chain transparency, Journal of Manufacturing Technology Management, 31, 3, 441–457, 2020.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-ec14500a-8e2c-4283-bcbe-bf0d20a5a375
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.