12763

Supply Chain Dimensions, Performance and Organizational Performance: An Integrated Framewor A!S"#AC" Evidence has shown that organizations seldom achieve the advantage offered by SCM techniq e! "his may be attrib ted to the fact that c rrent methodologies for analyzing s ##ly chains$ are not s fficiently com#rehensive$ #artic larly when it comes to nderstanding the com#le%ities of SCM and organization #erformance in an nified conte%t! &n addition$ researchers have not com#rehensively answered 'ey q estions s ch as what constit tes the dimensions of SCM constr ct or what is the relationshi# between dimensions of SCM constr ct amongst each other and with SCM #erformance! &n addition$ des#ite the fact that SCM #erformance and organization #erformance have overla#s$ sim ltaneo s consideration of both constr cts in the same framewor' has been neglected so far! (esearchers have th s far failed to e%#lore the lin'age between SCM and organizational #erformance! "he st dy see's to address these iss es! )ased on a com#rehensive literat re review$ a theoretical framewor' and #ro#ositions are derived! &n c lmination$ the descri#tion for #ossible findings and im#lications of the st dy for managers is considered! *verall$ we arg e that increased interaction between im#ortant constit ents of s ##ly chain management will #romote increased nderstanding and enhance the organization+s ability to meet desired goals! ,inally$ directions for f t re research are also #resented! $eywordsS ##ly chain management. / rchasing. Conc rrent engineering

12763 Supply Chain Dimensions, Performance and Organizational Performance: An Integrated Framewor I%"#OD&C"IO% 0es#ite the increasing amo nt of attention #aid to S ##ly chain management 1SCM2 #ractices by #ractitioners and academicians 10onlon$ 1336. "racey$ 4im$ 5onderembse$ 20052$ fail res in effectively im#lementing SCM #ractices still e%ist 1 6andfield$ 7ra se$ Scannel 8 Moncz'a$ 2999. 6andfield 8 :ichols$ 133;. Moberg$ S#eh$ 8 ,reese$ 2993. "an$ 7annan$ 6andfield 8 <hosh$ 13332! "he reasons of the ns ccessf l im#lementation of SCM can be attrib ted to a variety of reasons! ,or instance$ research st dies identifying different dimensions of s ##ly chain management constr cts seem to differ in their a##roach! "here have been some st dies which #rovide a framewor' for identification of different dimensions nder the s ##ly chain constr ct! ,or instance$ the st dy by 0onlon 113362 considers s ##lier #artnershi#$ cycle time com#ression$ contin o s #rocess flow and information technology sharing as 'ey dimensions of s ##ly chain management! = st dy by "an et al! 129922 recognizes >&" ca#abilities$ c stomer needs$ geogra#hic location$ integration of s ##ly chain activities$ and information sharing as 'ey dimensions of s ##ly chain management! More recently$ also identified in the framewor' for SCM are- c stomer relationshi# management$ c stomer service management$ demand management$ order f lfillment$ man fact ring flow management$ s ##lier relationshi# management$ #rod ct develo#ment and commercialization and ret rn management 14ambert$ 0ast g e$ 8 Cro%ton$ 299?2! = variety of SCM meas rement instr ments have been recently develo#ed 1Chen 8 /a lra@$ 299Aa$ 299Ab. 4i$ )!:athan$ (!:athan 8 (ao$ 299?. Min 8 Mentzer$ 299A2! "hese st dies s#ecifically identify the dimensions of SCM! &n addition$ the above mentioned

12763 st dies at some #oint in their analysis clearly mention the need to interlin' these identified dimensions amongst themselves and finally to firm #erformance! (esearchers ty#ically have not addressed this im#ortant iss e! Secondly$ research has been limited in terms of going beyond the general view that SCM strategy has strong lin'age with #erformance! &n addition$ the q estion abo t what s#ecific SCM strategy dimension is distinctly related to s ##ly chain #erformance and finally to firm #erformance has largely gone nnoticed 1=nsoff 8 S llivan$ 1333. )echtel 8 >ayaram$ 1337. Cho#ra 8 Meindl$ 2991. 6arrison 8 6oec'$ 2992. Mentzer$ Min 8 Bacharia$ 299A. Mentzer$ 0ewitt$ 7eebler$ Min$ :i% 8 Smith$ 29912! =lso$ limited attention has been #aid to better designing s ##ly chains$ formation and em#irical testing and #erformance iss es in SCM 14ambert$ 0ast ge 8 Cro%ton$ 133;2! S ##ly chain is com#le% entity which consists of vario s echelons$ for instance$ s ##liers$ man fact rers$ distrib tors and cons mers 1)eamon$ 13332! Challenges e%ist in terms of identifying a##ro#riate #erformance meas res for the analysis of s ##ly chain 1)eamon$ 13332! (esearchers have th s far been content in limiting their choice of #erformance meas res! ,or instance$ Cohen and 4ee 113;;2 consider cost as an im#ortant meas re of s ##ly chain management #erformance! C stomer res#onsiveness has also been recognized as an im#ortant dimension of SCM #erformance 1Christy 8 <ro t$ 133A2! &n addition$ 4ee and ) llington 113332 identify s ##ly chain fle%ibility as an im#ortant meas re of SCM #erformance! =ll the above mentioned st dies ignore the com#le%ity in levels of s ##ly chain and fail to com#letely characterize the s ##ly chain system 1)eamon$ 13332! &n order to ca#t re the constr ct of #erformance meas re$ all the dimensions of SCM #erformance need to be considered sim ltaneo sly! "his st dy

12763 can be viewed as a ste# in this direction! &n addition$ it is recognized that since SCM has firm level im#lications it becomes im#erative to meas re effects of SCM #erformance on organizational #erformance meas res 1<reen et al!$ 29962! =lso$ des#ite the im#ortance of s ##ly chain #erformance$ researchers have th s far failed effectively to lin' SCM dimensions with s ##ly chain #erformance 1Morgan$ 299A2! 0imensions or meas res of SCM strategy as mentioned above is an im#ortant constr ct! &t is im#ortant to achieving internal stability$ economy and effectiveness 1Morgan$ 299A2! )ased on the above disc ssions this st dy see's to investigate the following research q estions Chat are the nderlying critical dimensions of SCMD 0oes a #ositive relationshi# e%ist between SCM dimensions amongst each other and SCM #erformance meas resD Chat s#ecific dimensions of SCM #erformance are directly related amongst each other and to organizational #erformance meas resD 'oti(ation and Contri)utions of the study "he st dy is of #aramo nt im#ortance to academicians and #ractitioners as the #ro#osed framewor' is e%#ected to ncover many neglected relationshi#s that are of interest to managers! &n addition$ s#ecific #atterns of SCM #ractices wo ld also be revealed which wo ld f rther enco rage managers to im#lement this techniq e and #ossibly im#rove both SCM and organization #erformance! "he niq eness of the st dy lies in the fact that no st dy to date has e%amined the interrelationshi#s between critical SCM dimensions$ s ##ly chain #erformance and organization #erformance in a nified conte%t! "he st dy see's to systematically address this iss e!

12763 "he st dy in the #rocess see's to ncover many #otentially neglected areas in SCM literat re! ,or instance$ the st dy can also be seen as an answer to the call for research see'ing more investigation into the relationshi# of strategic # rchasing with s ##ly management conce#ts 1 Chen 8 /a lra@$ 299Aa. Co sins$ 299?. 0yer 8 Singh$ 13;;2! &n addition$ as observed by Styles and =mber 129992$ there is a need to st dy the lin'age between s ##ly chain relationshi#s and s ##ly chain #erformance! "his st dy is in line with this call for added investigation! "he #ro#osed theoretical framewor' will also address the ga# in the literat re in terms of consideration of more than one #erformance meas re! ,or instance$ as mentioned by )eamon 113332$ flaws e%isted with s ##ly chain models sing only one s ##ly chain #erformance meas re! 5ario s s ##ly chain #erformance meas res identified in the literat re incl de- cost$ time and fle%ibility 1:eely$ <regory 8 /latts $ 133?2! Models sing a single #erformance meas re can indicate a lac' of attention to other #erformance meas res 1)eamon$ 13332! =s mentioned by 5!7 mar$ ,antazy$ E! 7 mar and )oyle! 129962$ there has been a lac' of st dies demonstrating the relationshi# between s ##ly chain fle%ibility and b siness #erformance of organizations! "his st dy can be seen as a ste# ta'en to investigate this critical iss e! &n addition$ as mentioned by 5ic'ery$ Calantone$ and 0roge 113332$ there is a need to st dy e%isting relationshi#s between the different dimensions of s ##ly chain management #erformance! "his is im#ortant beca se one #erformance dimension may be connected with other #erformance dimensions and managers can get a better #ers#ective on interde#endent #erformance dimensions and thereby im#rove overall #erformance! "his st dy see's to address this ga# in SCM literat re!

12763 "here has been lac' of st dies investigating the lin'age between s#ecific SCM #ractices and SCM #erformance 14oc'amy &&& 8 McCormac'$ 299A2! "he integrated framewor' develo#ed in the c rrent st dy will address this iss e! &n addition$ the c rrent st dy incor#orates the dimension of c stomer res#onsiveness time as a dimension in the s ##ly chain #erformance constr ct! "here has been a call for introd ction of this dimension by researchers 14ee 8 ) llington$ 1332. )eamon$ 1333. < nase'eran et al!$ 29912! Models in the #ast have only e%#lored limited dimensions of s ##ly chain #erformance s ch as cost 1/y'e 8 Cohen$ 133A2$ and fle%ibility 1 Sanchez 8 /erez$ 299?2! "here is a need to incor#orate the c stomerForiented #erformance meas re into this eval ation considering the im#ortance of c stomer satisfaction in s ##ly chain management strategy 1Cilliams$ 8 5isser$ 29922! Organization of the paper "he organization of this #a#er is as follows! "he introd ction section is followed by a literat re review section$ which #rovides the theoretical bac'gro nd and identification of SCM strategy dimensions$ SCM #erformance meas res and organizational #erformance meas res! "his is followed by the develo#ment of research model which indicates the interrelationshi#s between the above mentioned constr cts! /ro#ositions based on this disc ssion are #resented! &n the last section$ disc ssion based on the antici#ated res lts and managerial im#lications are #resented! Concl sions of the st dy are also #resented$ and are followed by the #otential sco#e of f t re research!

12763 *I"+#A"&#+ #+,I+SC' Dimensions Identification of supply chain management dimensions and brief description &n order to achieve a com#etitive advantage$ s ##ly chains need to be managed a##ro#riately 1Scannel$ 5ic'ery 8 0roge$ 2999. Salvador$ ,orza$ ( ngt sanatham 8 Choi$ 2991. ,rancois 8 <illes$ 299?2! "he set of #ractices develo#ed by an organization to effectively manage the f nctioning of a s ##ly chain are 'nown as s ##ly chain management #ractices 1S!4i et al!$ 29962! =n e%tensive literat re review was carried o t to identify different dimensions of the s ##ly chain management #ractices constr ct! "he rationale sed in the st dy followed the selection of s ##ly chain management #ractices which cover both the #stream and downstream sides of the s ##ly chain 1Celte' 8 7ayna'$ 1333. S!4i et al!$ 299?2! "able 1= and "able 1) #resent some of the st dies and commonly identified dimensions nder s ##ly chain management! &nsert "able 1= and "able 1) abo t here ,rom "able 1= and "able 1)$ it can be said that the literat re is divided in terms of selection of different dimensions for the se in s ##ly chain management #ractices! Some of the reasons for this ga#$ mentioned in different st dies$ incl de the increase in length of a s rvey and the com#le%ity of a meas rement instr ment if all the #ractices were incl ded 1 S!4i et al!$ 299?. Chen 8 /a lra@ $299Aa. Min 8 Mentzer$ 299A2! &n order to ca#t re the holistic #ers#ective of s ##ly chain management$ an e%tensive analysis of different SCM #ractices is req ired!

12763 ,rom the literat re review mentioned in "able 1= and 1) and the aboveF mentioned rationale$ three im#ortant s ##ly chain management dimensions were identified! "hese dimensions incl de strategic # rchasing$ conc rrent engineering$ and long term relationshi#s! =ll the aboveFmentioned dimensions selected from the literat re attem#t to e%#lore the s ##ly chain management constr ct in a holistic manner rather than being limited only to certain #ractices covering one #artic lar as#ect of the SCM domain! = brief introd ction of each of the three SCM dimensions is #resented ne%t! Long term relationships "he indicators of long term relationshi#s s ch as tr st$ and comm nication have been widely disc ssed in mar'eting literat re 16eidi 8 >ohn$ 13392! &n addition$ the im#act of longFterm relationshi#s on s ##ly chain management has s r#risingly gone nnoticed in SCM literat re 1,ynes$ 5oss$ 8 ) rca$ 299?2! 4ong term relationshi#s have been identified as a 'ey SCM dimension in SCM literat re 1Min 8 Mentzer$ 299A2! "he central tenet of a long term relationshi#s is the ability to maintain a coo#erative relationshi# between two or more firms in lie of m t al economic gains 1Carr 8 /earson$ 13332! *rganizations engaged in SCM sho ld constantly monitor the long term relationshi#s dimension of the s ##ly chain! Some of the 'ey advantages of maintaining longFterm relationshi#s incl de sharing im#ortant information with involved #artners$ and sharing a certain level of tr st and im#rovements in 'nowledge management 1<riffith$ 6arvey$ 8 4 sch$ 29962! Concurrent engineering Conc rrent engineering deals with the early involvement of s ##liers$ c stomers$ and b yers d ring the #rod ctGservice design stage 1Celte' 8 7ayna'$ 13332! ,rom a

12763 s ##ly chain #ers#ective$ the involvement of vario s com#onents of the s ##ly chain is widely stressed! ,or instance$ the im#ortance of the involvement of c stomers or the c stomerF relationshi# dimension is stressed in many st dies 1"an et al!$ 2992. 0ivett$ Crittenden 8 6enderson$ 2993. Encles$ 0owling$ 8 6ammond$ 2993. 5ic'ery$ >ayaram$ 0roge$ 8 Calantone$ 2993. S!4i et al$ 299?. S!4i et al!$ 29962! =s #revio sly mentioned$ the critical element in conc rrent engineering #ractice is the sim ltaneo s incl sion of all #hases of the related divisions 1>arvis$ 13332! "his essentially means that d ring the #rod ct design stage$ the c stomers who are #art of the crossf nctional teams can voice their o#inions along with other f nctional area members s ch as mar'eting$ #rod ction$ and finance! Strategic purchasing "he im#ortance of strategic # rchasing is doc mented widely in SCM literat re 1)etchel 8 >ayaram$ 1337. Cohn 8 "ayi$ 1333. Chen 8 /a lra@$ 299Aa$ 299Ab. /a lra@$ Chen 8 ,lynn$ in #ress. Cisner$ 29932! / rchasing has been viewed as an essential com#onent of a firm+s strategic #lanning #rocess 1Co sins$ 299?.,erg son$ 6artley$ " rner8 /ierce$ 13362! / rchasing is often lin'ed to an organization+s achieving com#etitive advantage 1,erg son et al!$ 13362! Het$ others have lin'ed strategic # rchasing to c stomer satisfaction 1)roo'shaw 8 "erziovs'i$ 1337). =s recognized by Carr and /eterson 129922$ strategic # rchasing is an #stream com#onent of s ##ly chain management 1SCM2! "his dimension involves strategically selecting the s ##liers! "he constr ct of strategic # rchasing is o#erationalized in terms of dimensions s ch as whether # rchasing is aligned with the firm+s strategic orientation$ whether # rchasing is carried o t while 'ee#ing the longFterm iss es of the firm in mind$ and whether the

12763 s ##liers have adeq ate 'nowledge of the firm+s strategic goals 1Chen 8 /a lra@$ 299Aa$ 299Ab2! Strategic # rchasing also enhances 'nowledge develo#ment leading to organizational develo#ment and im#rovement in interaction between the member com#onents of a s ##ly chain 1/a lra@$ Chen 8 ,lynn$ in #ress2! Supply Chain 'anagement Performance "he ma@or challenge faced by researchers in S ##ly Chain 1SC2 literat re is to analyze the SC system+s #erformance 1)eamon$ 13332! *ften vag e terms$ s ch as Iadeq ateJ or Iinadeq ateJ are commonly sed to q antify #erformance meas res 1)eamon$ 13332! "he analysis of s ##ly chain #erformance becomes com#le% beca se of different entities involved s ch as s ##liers$ man fact rers$ wholesalers$ and c stomers! ,or the # r#ose of this st dy$ s ##ly chain management #erformance is defined as the m lti#le meas res of #erformance develo#ed by the organization to ga ge the ability of a s ##ly chain to meet an organization+s longFterm and shortFterm ob@ectives! "able 2 re#resents res lts of the literat re review! )ased on the literat re review$ three ma@or SCM #erformance meas res s ch as SC delivery fle%ibility$ inventory cost red ction$ and c stomer res#onsiveness were identified! = brief descri#tion of each of the dimension of SC #erformance is #resented ne%t!

&nsert "able 2 abo t here "he meas rement of SC delivery fle%ibility is essential to estimate the res#onsiveness of a s ##ly chain! "he higher the fle%ibility$ the better is the res#onsiveness of a s ##ly chain! ,or instance$ if the s ##ly chain is highly fle%ible$ it wo ld contin ally meet the changing needs of c stomers and hel# c stomers to view the

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12763 s ##ly chain favorably 1)eamon$ 1333. < nase'aran et al!$ 29912! "he constr ct of delivery fle%ibility is o#erationalized in terms of ability of s ##ly chain to change or deliver orders according to fl ct ations in demands of c stomers 17 mar$ 5!$ ,antazy 8 7 mar!E$ 2996. Sanchez 8 /erez$ 299?. 0as 8 =bdelFMale'$ 2993. :eely$ <regory 8 /latts$ 133?2 "he im#ortance of cost red ctions in the s ##ly chain conte%t is widely highlighted 1< nase'eran et al!$ 2991. "homas 8 <riffin$ 1336. S!4i et al!$ 299?2! More s#ecifically$ the #roblem of holding inventory and the costs associated with it has received wides#read attention in the s ##ly chain conte%t 1Cohen 8 4ee$ 13;;. /i#lani 8 , $ 299?2! ,rom a s ##ly chain #ers#ective$ inventory levels sho ld be o#timized beca se maintenance of inventory is e%#ensive and #oses #roblems 1/i#lani 8 , $ 299?. Stewart$ 133?2! "he dimension of red ced inventory cost involves inventory costs associated with scra# and rewor' of inventory$ and is o#erationalized in terms of costs of held # finished goods in transit! &n addition$ the constr ct is also o#erationalized in terms of the cost associated with management of inventory in stoc's$ and loss of sales d e to shortage of inventory acco nting for lost salesGlost #rod ction 1< nase'eran et al!$ 2992. =garwal 8 Shan'er$ 29922! C stomer res#onsiveness time is an im#ortant meas re of #erformance of the s ##ly chain as it involves the delivery time and the order #lacement time! =n im#ortant strategic goal of s ##ly chain management is to meet c stomer demand 1)eamon$ 13332! "his dimension is o#erationalized in terms of ability of the s ##ly chain to res#ond to changes in c stomer demand and meet timely orders 1)eamon$ 1333. Edget 8 Snow$ 1337. Encles$ 0owling$ 8 6ammond$ 29932!

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12763 Organization Performance 'easures *rganizations im#lementing SCM have obtained im#roved #erformance! Cost savings$ increased reven es$ and the red ction of defects in #rod cts are some of the chief advantages of introd cing s ##ly chain management 1Shin$ Collier 8 Cilson$ 29992! "hese are also mentioned as longFterm goals of the s ##ly chain 1"an$ 7annan 8 6andfield$ 133;2! &t has been demonstrated that b siness #rofitability is closely associated with mar'et and b siness shares 1) zzel$ <ale 8 S ltan$ 137?2! )ased on the longF term and shortFterm goals of the SCM$ the organizational #erformance meas res identified were and financial and mar'et #erformance and c stomer satisfaction! &n conte%t of SCM$ the financial and mar'et #erformance factor is o#erationalized in terms of mar'et share$ ret rn of total assets$ ann als sales growth 16ambric'$ MacMillan 8 0ay$ 13;2. "an$ 7annan 8 6andfield$ 1333. 5en'atraman 8 (aman @an$ 13;72! "he c stomer satisfaction dimension is meas red by total #rod ct val e to the c stomer. meeting q ality standards set by the c stomer$ nderstanding c stomer needs$ retention of loyal c stomers and alignment of organizations goal in terms of c stomer needs10a gherty$ Ellinger$ 8 0ale$ 133?. ,eci'ovK$ 299A.>amal 8 :aser$ 29922! ".+ I%"+/#A"+D F#A'+-O#$ A%D ".+ P#OPOSI"IO%S "his section of the #a#er #ro#oses the integrated framewor'! ,or the # r#ose of develo#ing relationshi#s$ in addition to the strategic management literat re$ o#erations management literat re$ mar'eting literat re$ and technology literat re were also considered! "his a##roach was sed to #rovide a detailed analysis of the research q estions to be #ro#osed! ,ig re 1 re#resents the integrated framewor' indicating the interrelationshi#s between SCM dimensions$ SCM #erformance and organization

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12763 #erformance! "he following s bsections e%#lore the #revio sly mentioned interrelationshi#s in greater detail! "he integrated framewor' #rovides managers with a overarching framewor' for lin'ages between SCM dimensions$ SCM #erformance$ and organization #erformance! &nsert ,ig re 1 abo t here Strategic Purchasing and *ong0 term #elationships "he benefits of strategic # rchasing involve the formation of effective comm nication channels and develo#ing a longFterm strategic orientation with the s ##ly networ' for achieving m t al goals 1Carr 8 /earson$ 2992; 6arland$ 4amming 8 Co sins$ 13332! "he role of # rchasing evolved over the years as firms started recognizing the im#ortance of aligning longFterm organizational goals with that of s ##liers and effectively comm nicating strategic goals to all com#onents of the s ##ly chain! / rchasing involves the formation of a fle%ible s ##ly base 1<i ni#ero 8 Eltantawy$ 299A2. this hel#s enhance relationshi#s! Comm nicating a fi%ed strategy and e%cl sively involving the s ##liers who meet the strategic req irements of the firm im#roves comm nication and nderstanding between members of the s ##ly chain$ thereby assisting in c ltivation of m t ally beneficial relationshi#s 1*l''onen$ "i''anen$ 8 =la@o tsi@Lrvi$ 29992! =ccordingly we #ositProposition 1a: Strategic purchasing has a positive impact on long term relationships. Strategic Purchasing and Concurrent +ngineering Conc rrent engineering #ractices$ which incl de #rocess and #rod ct develo#ment$ involve the formation of crossFf nctional teams 1Celte' 8 7ayna'$ 13332! &n the conte%t of SCM$ conc rrent engineering also involves insight from different

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12763 channel members on im#rovement of the #erformance of the s ##ly chain 1Celte' 8 7ayna'$ 1333. =n mba$ Siemieni ch 8 Sinclair$ 29992! &nvolvement of different member com#onents s ch as c stomers$ s ##liers and man fact rers at an early stage facilitates the effectiveness of the s ##ly chain by effective information sharing! *ne of the strategies of # rchasing involves selecting s#ecific s ##liers and maintaining effective interactions between s ##liers and b yers 1Cam#bell$ 13;?. C nningham$ 13;22! &nteraction and comm nication between different com#onent members at an early stage in #rod ct develo#ment have been deemed im#ortant for the s ccess of conc rrent engineering #ractices 1)radley$ 133?. 6olmes$ 133A. 7o fteros et al!$ 2991. Sharifi 8 /awar$ 29922! &n addition$ since the chief em#hasis is on im#roving q ality$ it is beneficial to select s#ecific s ##liers who meet the q ality req irements of the organization! &f s ##liers have adeq ate 'nowledge of a firm+s strategic orientation$ they can contrib te to the crossFf nctional teams by effectively sharing information 1,erg sion$ 6artley$ " rner 8 /ierce$ 13362! "his wo ld lead to f rther im#roved crossF f nctional team #erformance and conseq ently$ the conc rrent engineering #erformance! "he above arg ments lead s to the following #ro#osition! Proposition 1b: Strategic purchasing has a positive impact on concurrent engineering Strategic Purchasing and #educed In(entory Cost =ccording to the reso rceFbased view$ the firm is a b ndle of reso rces 1)arney$ 13312! &n order to achieve a com#etitive advantage$ the firm m st innovate and establish #riorities which others cannot imitate 1)arney$ 1331. Cernerfelt$ 13;A2! Strategic # rchasing$ as mentioned above$ is a ty#e of strategy$ which if sed effectively$ can enhance overall firm #erformance 1,erg son et al!$ 1336. >anda 8 Seshadri$ 29912! =s

1A

12763 mentioned by Carr 8 /earson 129922$ strategic # rchasing offers the firm o#tions to meet the q ality levels$ red ction in costs and cycle times! = st dy by "racy$ 4im 8 $ 5ondersembse 1299?2 revealed a significant difference in terms of inventory stoc's management between firms tilizing strategic and nonFstrategic # rchasing in > stFinF "ime 1>&"2 environments! &ncreased comm nication between members of the # rchasing and wareho se de#artments hel#s in o#timizing the levels of inventory! "his f rther hel#s in the red ction of costs as members of the # rchasing nit can effectively comm nicate the need to the s ##lier and the delivery can be synchronized! =ccordingly$ we #ositProposition1c: Strategic purchasing has a positive impact on reducing the inventory costs Concurrent +ngineering and Customer #esponse "ime &n today+s world$ c stomer demands change freq ently! =ntici#ation of c stomer req irements and satisfying c stomer demands are im#ortant as#ects of strategic #lanning 10a gherty et al!$ 133?2! (es#onsiveness time reflects the organization+s ability to scan the environment$ gather sef l information and res#ond to the changing req irement in a timely manner ( Bhang 8 Sharifi$ 2999. "racy et al!$ 133?2! &n order to meet the ncertainties in c stomer demands$ conc rrent engineering #ractices have evolved d ring the #rod ct develo#ment stage! &n #rod ct design$ im#rovement in q ality is so ght by gathering c stomer feedbac'$ red cing the total n mber of com#onents and$ thereby$ increasing reliability 1,lynn$ Sa'a'ibara 8 Schroeder$ 133?2! &t has been mentioned that the overall q ality im#roves beca se of the formation and the greater involvement of crossFf nctional teams! &m#lementation of CE leads to sharing of im#ortant information$ which leads to im#rovement in factors s ch as man fact rability and com#le%ity! "his is f rther associated with im#rovement in lead time and better #erformance in q ality

1?

12763 1/ tnam$ 13;?. Chitney$ 13;;2! C stomer res#onsiveness is f rther enhanced by this sharing of effective information 10a gherty et al!$ 133A2! "his leads s to the followingProposition 2: Concurrent engineering practices have a positive impact on customer response time. *ong0 "erm #elationships, #educed In(entory Cost, Customer #esponsi(eness "ime, and Deli(ery Fle1i)ility &n order to be globally com#etitive$ firms within the s ##ly chain have started establishing e%tended relationshi#s with b yers and s ##liers who are #art of the s ##ly chain 1/itta$ ,ranza' 8 4ittle$ 299A. "an 8 Cisner$ 29932! "his is essentially carried o t with the sole # r#ose of offering lower cost #rod cts to c stomers with greater design and delivery fle%ibility 1"an 8 Cisner$ 29932! "he im#ortance of the formation of effective s ##lier alliances which involve wor'ing closely for m t al benefits is well doc mented in literat re 1 , ng$ 1333. Shin$ Collier 8 Cilson$ 2999. "an et al!$ 133; 4eonido 8 7ale'a$ 133;2! C stomer res#onsiveness has been a center of attention for many management researchers 1<a r 8 (avindran$ in #ress. < nase'aran 8 :gai$ 299?2 ! C stomer res#onsiveness has been considered as a strategy which s ##lier$ distrib tors$ and retailers ado#t to offer val e to the c stomer by m t ally agreeing to wor' together 1Salmon$ 13332! &n order to be com#etitive$ firms have started integrating with other firms! &n addition$ the conce#t of coo#eration has been centrally acce#ted as im#ortant for the s ccess of organizational networ's 17night 8 6arland$ 299?2! &ntegral dimensions of s ccessf l long termFrelationshi#s incl de tr st and commitment 1Morgan 8 6 nt$ 133A2! "he role of tr st in the SCM literat re is widely doc mented 1 C!C $ Chiag$ H! C $ 8 " $ 299A. 7idd$ (ichter 8 St mm$ 2993. Mentzer$ Min 8 Bacharia$ 299A. Moberg 8 S#eh$ 2993. Morgan 8 6 nt$ 133A 2! "r st is essentially viewed as an im#ortant enabler of a s ##ly chain 1Moberg 8 S#eh$ 29932! &n

16

12763 addition$ tr st is im#ortant for c stomer satisfaction and the effective f nctioning of a franchise system 10ahlstorm 8 :ygaard$ 133?2! "r st has been identified as associated with ris' acce#tance in an interde#endence relationshi# 1She##ard 8 Sherman$ 133;2! &n addition$ commitment enco rages entities to #reserve e%isting relationshi#s and to wor' while 'ee#ing longFterm goals in mind 1Morgan 8 6 nt$ 133A2! Engaging in longFterm relationshi#s with c stomers$ and even integrating c stomers in the s ##ly chain$ will hel# meet the c stomer demands effectively and minimize the e%isting inventory! &n a longFterm relationshi# environment$ the s ##liers wo ld be committed to meet c stomer demands and the c stomers wo ld be enco raged actively to #rovide feedbac' of their needs and concerns 1Beller 8 <illis$ 133?2! "his wo ld hel# im#rove res#onsiveness time! 4ongFterm relationshi#s hel# in the effective flow of information and material thereby facilitating delivery fle%ibility 1Ernst 8Chinney$ 13;72! "r st and commitment$ which are integral #arts of longFterm relationshi#s$ are 'nown to have a #ositive infl ence on c stomer res#onsiveness and firm #erformance 1,ynes et al!$ 299?2! Comm nication is an im#ortant dimension of a longFterm relationshi# 14eonido 8 7ale'a$ 133;2! Effective comm nication between different com#onent nits of a s ##ly chain leads to better coordination and has been shown to im#rove c stomer res#onsiveness and firm #erformance 14i 8 Cang$ 1333. /itta et al!$ 299A2! &n addition$ longFterm relationshi#s as a whole have also been associated with im#roved c stomer res#onsiveness 1Edget 8 Snow$ 13372!"his leads s toProposition 3a: Long term relationships have a positive impact on customer responsiveness time. Proposition3b: Long term relationships have a positive impact on reducing inventory cost.

17

12763

,le%ibility has been observed as a s ##ly chain+s ability to res#ond nder ncertainty 10as 8 =bdelFMale'$ 29932! 0elivery fle%ibility re#resents an im#ortant dimension of s ##ly chain fle%ibility 1)eamon$ 13332! Environmental ncertainty #lays an im#ortant role in delivery fle%ibility! 0elivery fle%ibility deals with delivering #rod cts which are desired by the c stomer to the mar'et as q ic'ly as #ossible! Cith increasing ncertainty$ s ch as variation in c stomer demands and red ction in #rod ct cycle time$ there is a need to develo# delivery fle%ibility! &n order to s ccessf lly maintain delivery fle%ibility$ different member constit ents of the s ##ly chain sho ld integrate and coordinate effectively 15ic'ery et al!$ 13332! &n addition$ it has been noted that s stained relationshi#s and effective informationFsharing between different nits s ch as distrib tion mode$ delivery channel$ and vehicle sched ling have a #ositive im#act on delivery #erformance 15ic'ery et al!$ 13332! &f a delivery system is fle%ible$ it might also be able to infl ence the decision of the c stomers and th s #lay an im#ortant role in significantly affecting the b ying decisions of the c stomers and enhance c stomer retention 1< nase'aran$ /atel 8 "irtirogl $ 2991. Bhang$ 5ondersembse 8 4im$ 2996. =!Sethi 8 S! Sethi$ 13392! 0elivery fle%ibility has vario s advantages s ch as enabling the introd ction of new #rod cts to mar'et$ red ction in lead times$ red ction in costs associated with inventory levels$ and delivery of #rod ct in a timely manner 1Bhang$ 5onderembse$ 8 4im$ 29962! = fle%ible delivery system hel#s a s ##ly chain eliminate bottlenec's and ad@ st the levels of inventory stoc's according to the needs of the c stomer 17im 8 (ogers$ 299?2!

1;

12763 =ccordingly we #ositProposition !a. "elivery fle#ibility has a positive impact on reduced inventory costs. Proposition !b. "elivery fle#ibility has a positive influence on customer responsiveness time. Proposition !c: Long term relationships have positive impact on delivery fle#ibility. Customer #esponse "ime, Financial Performance, and Customer Satisfaction C stomers have been recognized as an im#ortant lin' between organization and financial #erformance 1Cilliams 8 5iser$ 2992 2! *rganizations that develo# good c stomer relations and foc s on effective c stomer res#onses attain a distinctive edge in the ind stry 1"an et al!$ 13332! <reater c stomer loyalty and willingness to #ay a #remi m #rice for higher #rod ct q ality are some of the benefits associated with s #erior c stomer res#onsiveness 1 Stal' 8 6o t$ 13392! = s ##ly chain that incor#orates a c stomer driven cor#orate mission has been 'nown to achieve a minimization of inventory and cycle time$ as well as im#rovements in c stomer satisfaction and mar'et share 1"an et al!$ 13332! S ##ly chain fle%ibility has been associated with

im#rovements in a firm+s financial and mar'et #erformance 1Sanchez 8 /erez$ 299?2! &n addition$ it has been mentioned that the advantages of fle%ible s ##ly chain systems incl de enhanced c stomer satisfaction$ red ction of bac' orders and im#rovement in res#onse to new mar'etsGcom#etitors 1)eamon$ 13332! &t has been fo nd that$ sometimes$ delivery reliability is more im#ortant to a c stomer than faster delivery! &m#roved c stomer time res#onsiveness was fo nd to increase firm+s financial #erformance 1Corbett$ 13322! &n addition$ c stomer service was em#irically fo nd to be #ositively related with firm #erformance! =ccordingly we #osit the following-

13

12763 Proposition $a: "elivery fle#ibility is positively associated %ith customer satisfaction Proposition $b: Customer responsiveness time is positively associated %ith customer satisfaction. &t has been established that it is im#ortant for each level of the s ##ly chain to synchronize the se of inventory 1Morgan$ 299A. <a r 8 (avindran$ in #ress. Stewart$ 133?2! "his wo ld f rther hel# in im#roving the logistical activities and hel# in the minimization of cost and im#rovement of a firm+s financial #erformance in terms of costs saved on maintenance of e%cess inventory 1Morgan$ 299A2! Proposition &: 'educed inventory costs are associated %ith firm(s improved financial performance. Customer Satisfaction and Financial Performance "he dimension of c stomer satisfaction indicates that the c stomer is satisfied and this also im#lies c stomer loyalty and higher c stomer reliability in b ying! &t has been fo nd that the firms that are mar'etForiented serve the c stomers better and res lt in c stomer satisfaction 1=le%ander$ 13;?. Erban 8 Star$ 13312! C stomer satisfaction leads f rther to im#rovement financial #erformance 1Erban 8 Star$ 13312! &t has been mentioned that the connecting lin' between c stomer satisfaction and a firm+s financial #erformance is c stomer loyalty 16allowel$ 1336. Storbac'a$ Strandvi' 8 <ronroos$ 133A. 4evesq e 8 Mc0o gall$ 1336. &smail$ 6ansnon$ 0aing 8 &sa$ 29962! "he more loyal c stomers are to the organization$ the stronger the #ossibility of the retention of c stomers in the organization and greater the #rofits 14evesq e 8 Mc0o gall$ 13362! Proposition ): Customer satisfaction has a positive influence on financial and mar*et performance

29

12763 DISC&SSIO% A%D I'P*ICA"IO%S FO# 'A%A/+#S "he SCM literat re stands at crossroads! &n order to enhance the 'nowledge develo#ment researchers have called for overarching framewor's 1) rgess$ Singh 8 7orogl $ 2996. S!4i et al!$ 299?. Min 8 Mentzer$ 299A. 4ambert$ 0ast g e 8 Cro%ton$ 299?2. =s mentioned by Storey$ Emberson <odsell and 6arrison 129962$ the challenge for s ##ly chain management lies in nderstanding the inter#lay and alignment of different nits of the s ##ly chain! &n addition$ the #otential of the s ##ly chain can only be realized if the #otential lin'ages between different com#onents of the s ##ly chain are nderstood 1) rgess et al! 2996 . Bailani 8 (a@ago#al$ 299?. S!4i et al!$ 299?$ 2996. /a lra@ et al!$ in #ress. Min 8 Mentzer$ 299A2! (esearchers have tried to nderstand the broad constr ct of s ##ly chain management! ,or instance$ some st dies lin' SCM enablers s ch as information technology$ to im#roved organizational #erformance 1 )o be'ri$ 2991. Marien$ 2999. Motwani$ Madan$ 8 < nase'aran$ 29992! &n addition$ some consider only s#ecific as#ects s ch as mar'eting$ logistics and firm c lt re as im#ortant to overall s ##ly chain s ccess 1Svensson$ 2992. Min 8 Mentzer$ 2999. Mentzer$ Min 8 Bacharia$ 299A. Mello 8 Stan'$ 299?2! More recently$ others$ s ch as S!4i et al! 129962$ e%#lore the relationshi# between SCM$ com#etitive advantage and organizational #erformance as a whole! "o this end$ researchers$ so far$ have failed to agree on two main as#ects! ,irst$ what essentially constit tes the dimensions of s ##ly chain management strategy and second$ how does s ##ly chain management im#act SCM #erformance and what im#act SCM #erformance has on overall organizational #erformance! "he # r#ose of this st dy was to #ro#ose a framewor' which offered managers with a com#lete nderstanding of effective SCM dimensions! =lso insights

21

12763 from different st dies were offered in identifying effective SCM #erformance meas res! &n addition$ the im#ortant lin'age between SCM #erformance and organizational #erformance$ which has not been investigated by any other st dy$ is also #resented to the managers! &n terms of the reso rceFbased view$ a strategic management theory$ firms are viewed as a b ndle of reso rces 1)arney$ 13312! "hese reso rces ma'e the firm niq e and offer the firm a niq e advantage! &n addition$ the reso rces also differentiate the firm from its com#etitors 1)arney$ 13312! &t becomes im#ortant for SCM managers to identify #otentially im#ortant areas which need to be managed efficiently! "he overall findings will reveal significant #ositive relationshi#s between nderlying dimensions of SCM dimensions$ SCM #erformance and organizational #erformance! "he theoretical framewor' develo#ed in the st dy will be the first of its 'ind to e%#lore the relationshi#s between SCM dimensions$ #erformance and organizational #erformance! Strategic management literat re has highlighted the im#ortance of achieving a s stainable com#etitive advantage 1Chaharbaghi 8 4ynch$ 13332! "he critical elements in the s ccess of the organization incl de reso rces$ 'nowledge and the s'ills it #ossesses! 0istinctive com#etencies are defined as the s#ecific as#ects which need to be carried o t efficiently by the firms 10igman$ 13372! "he organizational s'ill set is essential for the s ccess of the firm+s distinctive com#etencies 10igman$ 13372! =s recognized in the strategy literat re$ it becomes im#ortant for the firms to effectively manage the reso rces and maintain them! &f an organization has to maintain a s stainable com#etitive advantage$ the reso rces of the firm need to be effectively managed 1)arney$ 13312! "he c rrent research e%#lores this as#ect f rther and #rovides a bl e #rint that

22

12763 highlights the im#ortance of nderstanding of the effective management of reso rces and lin'ages between different ca#abilities of SCM! / rchasing has been viewed as an essential com#onent of s ##ly chain management! =s mentioned #revio sly$ literat re classifies # rchasing into two categories- strategic and nonFstrategic 1 M rray$ 29912! "his st dy wo ld f rther s ##ort the view that strategic # rchasing wo ld enhance s ##ly chain #erformance! "he #ositive relationshi# between strategic # rchasing and longFterm relationshi# and conc rrent engineering #rovide interesting #ers#ectives for managers! 4ongFterm relationshi#s have long been identified as im#ortant factors in the s ccess of SCM 1 >ayaram$ 7annan 8"an$ 299A. Moberg 8 S#eh$ 29932! "he notion that strategic # rchasing will enhance longF term relationshi#s f rther corroborates the im#ortance of im#lementing strategic # rchasing in firms im#lementing SCM! "he findings of the st dy will f rther highlight the im#ortance of maintaining close wor'ing relationshi#s with s#ecific s ##liers and maintaining effective comm nication among selected s ##liers! "he relationshi# between strategic # rchasing and conc rrent engineering has not been e%#lored either conce#t ally or em#irically! Cith the increasing #o# larity of conc rrent engineering and the integration of different f nctional nits in firms this dimension of SCM needs f rther investigation! 0 e to the im#ortance of the formation of cross f nctional teams in conc rrent engineering$ managers will be #resented with #roblems of selection of different f nctional nits in the s ##ly chain! "he selection of s ##liers who s#ecifically meet the q ality req irements will f rther im#rove the #erformance of crossFf nctional teams and overall conc rrent engineering #ractices! 7nowledge sharing and transfer will occ r if the members of the team share common

23

12763 goals! "his will f rther res lt in im#roved organizational learning and SCM #erformance! "his as#ect is highlighted by the s ##ort of the #ro#osition! "he c rrent st dy is in line with the view#oint #ro#osed by 7o#cza' and >ohnson$ 2993$ that SCM enablers are im#ortant for im#roving b siness #erformance of an organization. however$ managers sho ld not only foc s on enablers b t also on the b siness #roblems s ch as effective im#lementation of SCM strategy! "he lin'age between SCM dimensions and SCM #erformance reveal significant findings! "he #ositive relationshi#s between conc rrent engineering and c stomer res#onse time f rther strengthens the view that conc rrent engineering is essential for meeting c stomer demands! &n the scenario of ncertain demand$ it is im#ortant to res#ond to the c stomer demands! 0 ring the #ro@ect develo#ment #hase$ members are req ired to adhere to the strategic goals of the organizations mentioned by 7o fteros$ 5oderembse and 0oll$ 129962 conc rrent engineering has been viewed as an im#ortant activity$ es#ecially as c stomer e%#ectations grow and the im#ortance of #rod ct develo#ment increases! S ##ort for the #ro#osition that conc rrent engineering has a #ositive im#act on delivery fle%ibility #resents some novel #ers#ectives! =s organizations strive to be fle%ible$ conc rrent engineering wo ld enco rage sharing information not only among engineers b t also amongst other f nctions s ch as mar'eting$ # rchasing and man fact ring! "his wo ld f rther enhance the delivery fle%ibility by sharing of information and effective forecasting! (es lts of the st dy wo ld also indicate that managing longFterm relationshi#s and im#lementing conc rrent engineering wo ld f rther im#rove the SCM #erformance in terms of fle%ibility s#ecifically$ delivery fle%ibility!

2A

12763 "he lin'age between SCM #erformance meas res and organizational #erformance has not been e%#lored in any other st dy! Managers when com#rehended with different scenarios need adeq ate nderstanding of this lin'age! "he strategic vision of the entire s ##ly chain m st be in line with overall firm+s vision$ need and goals! &n today+s com#etitive world nderstanding the lin'ages hel#s managers to ada#t to a s#ecific sit ation and modify the wor'ing of s#ecific com#onent to achieve the desired res lts! ,or instance$ the s ##ort for #ositive lin'age between delivery fle%ibility and c stomer satisfaction wo ld f rther stress on the fact that c stomers might view fle%ibility favorable as com#ared to other im#ortant meas re s ch as cost involved! =s #ro#osed in the c rrent st dy$ managing delivery fle%ibility can in t rn have a #ositive im#act on red ced inventory and c stomer res#onsiveness! Managers can reconfig re the s ##ly chains to accommodate the fle%ibility com#onent in order to f lfill the aim of achieving red ced inventory and im#roved c stomer res#onsiveness! CO%C*&SIO%, *I'I"A"IO%S A%D F&"&#+ #+S+A#C. &n the c rrent decade where com#etition is no longer between organizations b t between their s ##ly chains$ it becomes im#erative to have 'nowledge of effective im#lementation of the s ##ly chains! "he motivation to carry o t this st dy was the fact that even tho gh organizations im#lement SCM$ there has been evidence of fail re of s ##ly chains! "his st dy is s#ecifically designed to #rovide managers with an overarching framewor' for effective im#lementation of SCM! Evidence e%ists in literat re abo t the overall lac' of im#rovement in organization #erformance in terms of c stomer satisfaction and mar'et and financial #erformance in the ES= 1Cillams 8 5isser$ 29922! "his st dy see's to ncover the #ath to Itr thJ for many firms! "he

2?

12763 # r#ose is achieved by #ro#osing an e%tended framewor' leading to an im#rovement in organizational #erformance! "he niq eness of the st dy$ as mentioned before$ is in the fact that no st dy has so far investigated the microF level as#ects of dimensions and #erformance and$ more im#ortantly$ how it relates to s#ecific dimensions of organizational #erformance! &n addition$ researchers have missed an im#ortant lin' in consideration of SCM #erformance and its lin'age with organization #erformance! Entil now$ a #lethora of st dies have doc mented the im#ortance of SCM #erformance 1)eamon$ 1333. )etchel 8 >ayaram$ 1337. Christo#her 8 "owill$ 2999. ,eli%$ M! Chan!$ 6! Chan!$ 6enry$ 4a 8 &#!$ 2993. 6ofman$ 299A. (anganathan$ 0haliwal$ 8 "eo$ 299A2! More recently$ the to#ic of identifying SCM dimensions and its lin'age to organization #erformance has recently gained im#ortance 1Chen 8 /a lra@$ 299Aa. 299Ab. Min 8 Mentzer$ 299A. S!4i et al!$ 29962! &n addition$ these st dies fail to address how SCM dimensions are related to SCM #erformance and$ more im#ortantly$ how these dimensions of SCM #erformance are related to organization #erformance! &n other words$ the mediating im#act of SCM #erformance between SCM strategiesGdimensions and organization #erformance has gone nnoticed and deserves immediate attention 1<reen et al!$ 29962! = st dy by Min and Mentzer 1299A2 also calls for an investigation of the relationshi# between SCM #erformance as a whole and b siness #erformance! "his st dy addresses these iss es! "o achieve the ob@ective$ an integrated framewor' was #resented! =nother significant contrib tion of the st dy lies in the fact that$ as ac'nowledged by 6ofman$ 299A$ there are a #lethora of st dies identifying different dimensions of SCM #erformance. however$ there is no st dy identifying im#ortant

26

12763 dimensions for managers! "his st dy identifies im#ortant SCM #erformance meas res beneficial to managers$ which deserve their immediate attention! "he findings in the c rrent st dy wo ld s ##ort #ositive relationshi#s between SCM dimensions s ch as longFterm relationshi#s$ conc rrent engineering and strategic # rchasing$ as well as SCM #erformance meas res and organizational #erformance! "he most significant limitation of the st dy is that it is conce#t al in nat re! Em#irical s ##ort for the #revio sly mentioned #ro#ositions is im#erative to achieve validity and generalizability of the st dy! Str ct ral eq ation methodology 1SEM2 co ld be sed to f rther test the relationshi#s! St dies in the SCM constr ct develo#ment area have recognized the broad area nder SCM and have mentioned$ time and again$ the diffic lty of incl sion of all related dimensions of SCM 1S!4i et al!$ 299?$ 2996. Chen 8 /a lra@$ 299A2! *ther im#ortant SCM dimensions s ch as im#lementation of "MM 1"an et al!$ 29922$ #ost#onement 1S!li et al!$ 29962$ and > st &n "ime 1>&"2 can also be considered! , t re research co ld consider additional im#ortant SCM dimensions s ch as s ##ly networ' coordination$ mass c stomization$ logistics and geogra#hic #ro%imity in their analysis! &n addition$ additional SCM tools s ch as to# management s ##ort and information technology can also be considered and its im#act on SCM dimensions co ld be analyzed! &t wo ld also be interesting to carry o t the st dy both in develo#ing economies and develo#ed economies and st dy the im#lications for SCM managers in these economies! "here also has been a call for em#irical research in investigating SCM #erformance meas res 1)arad 8 Sa#ir$ 2993. <aravelli$ 29932! =dditional SCM #erformance meas res s ch as im#roved q ality and red ced overall cost may be integrated into the framewor'$ and their im#act on organizational

27

12763 #erformance can also be st died! &n addition$ firms can be divided into high tech and low tech firms and the difference in res lts can also be st died! "his might be critical as SCM has strategic im#lications both at the firm level and the s ##ly chain levels! &n addition$ as recognized by "rent 1299A2$ contrary to the #o# lar notion that effective s ##ly chain management is only in the hands of managers$ this research #ro#oses that$ in order to achieve a s ccessf l im#lementation of the s ##ly chain$ all nits of the s ##ly chain sho ld f lly embrace and nderstand the strategy! ,inally$ the framewor' is believed to offer SCM managers a means to identify factors and effectively im#lement SCM! #+F+#+%C+S =garwal$ =!$ 8 Shan'ar$ (! 129922! =nalyzing alternatives for im#rovement in s ##ly chain #erformance! Work Study,51: 32F37 =lvarado$ E!H!$ 7otzab$ 6!$ 2991! S ##ly chain management- "he integration of logistics in mar'eting! Industrial Marketing Management+ 30-1;3F13;! =le%ander$ M! 113;?2! Creative mar'eting and innovative cons mer #rod ct design N some case st dies! Design Studies, ! A1F?9! =nsoff$ 6!&!$ 8 S llivan$ /!=! 113332! *#timizing #rofitability in t rb lent environments= form la for strategic s ccess$ Long "ange #lanning, $ : 11N23! =nsari$ =!$ Modarress$ )! 1133A2! M ality f nction de#loyment- the role of s ##liers! International %ournal o& #urchasing and Materials Management,1$ !2, 3$ = ramo$ >!$ 7a remaa$ >!$ 8 "ans'anen$ 7! 1299?2! )enefits of &" in s ##ly chain management- an e%#lorative st dy of #rogressive com#anies! International %ournal o& #hysical Distri'ution ( Logistics, 35! ;2F199! =n mba$ C!>!$ Siemienm ch$ C! ,!$ 8 Sinclair$ M!=! 129992! S ##ly chain im#lications of conc rrent engineering! International %ournal o& #hysical Distri'ution ( Logistics Management, 30: ?66F?37! )arad$ M!$ 8 Sa#ir$ 0! 129932! ,le%ibility in logistic systemsFmodeling and #erformance eval ation! International %ournal o& #roduction )conomics, *5! 1?9F179! )arney$ >! 113312! ,irm reso rces and s stained com#etitive advantage! %ournal o& Management, 1$! 33F129! )eamon$ )!M! 113332! Meas ring s ##ly chain #erformance! International %ournal o& +perations ( #roduction Management, 1,! 27?F232! )echtel$C 8 >ayaram$ >! 113372! S ##ly chain managementO= strategic #ers#ective! -he International %ournal o& Logistics Management, *: 1?N3A! )radley$ 0! 1133?2! Conc rrent engineering for bes#o'e #rod cts !.ssem'ly .utomation 15! 3? N 37! )roo'shaw$ "!$ 8 "erziovs'i$ M! 113372! "he relationshi# between strategic # rchasing and c stomer satisfaction within a total q ality management environment! /enchmarking! .n International %ournal, 0! 2AAF2?;!

2;

12763 )o be'ri$ :! 129912! "echnology enablers for s ##ly chain management! Integrated Manu&acturing Systems, 1$! 33AF333! ) rgess$ 7!$ Singh$ /!>!$ 7orogl $ (! 129962! S ##ly chain management- a str ct red literat re review and im#lications for f t re research! International %ournal o& +perations ( #roduction Management, $ ! 793F723! ) zzel$ (! 0!$ <ale$ )! "!$ 8 S ltan$ (! <! 137?! Mar'et ShareF = 'ey to #rofitability! 1ar2ard /usiness "e2ie3, 53! 37F196! Cam#bell$ :! 113;?2! =n interaction a##roach to organizational b ying behavior! %ournal o& /usiness "esearch, 13! 3?FA;! Carr$=!$ 8 /earson$ >! 113332! Strategically managed b yerNs ##lier relationshi#s and #erformance o tcomes! %ournal o& +perations Management, 14: !-) $1Carr$ =!S!$ 8 /earson$ >!: ! 129922!"he im#act of # rchasing and s ##lier involvement on strategic # rchasing and its im#act on firm+s #erformance! International %ournal o& +perations ( #roduction Management, $$! 1932F 19?3. Celte'$ S!$ 8 7ayna'$ 6! 1333! Characteristics o& supply chain management! to3ards the de2elopment o& a measurement instrument! /roceedings! "he second ann al :orth =merican research sym#osi m on # rchasing and s ##ly management! Chaharbaghi$ 7!$ 8 4ynch$ (! 113332! S stainable com#etitive advantage- towards a dynamic reso rceFbased strategy! Management Decision, 34! A?F?9! Chen$ &!$ 8 /a lra@$ =! 299Aa! "owards a theory of s ##ly chain management- the constr cts and meas rements! %ournal o& +perations Management, $$:113F1?9! Chen &!> 8 /a lra@$ =! 299Ab! Enderstanding s ##ly chain management- critical research and a theoretical framewor'! International %ournal o& #roduction "esearch, 0$:131F163! Christy$ 0! /!$ 8 <ro t, >! ( ! 1133A2!Safeg arding s ##ly chain relationshi#s! International %ournal o& #roduction )conomics, 3 ! 233F2A2! Christo#her$ M!$8 "owill$ 0!(! 129992! S ##ly chain migration from lean and f nctional to agile and c stomized! Supply Chain Management! .n International %ournal, 5! 296F213! Cho#ra$S 8 Meindl$ /! 129912! Supply Chain Management5Strategy, #lanning, +rgani6ation! E##er Saddle (iver- /renticeF6all! Cigolini$ (!$ Cozzi$ M!$ 8 /erona$ M! 1299A2! = new framewor' for s ##ly chain management- Conce#t al model and em#irical test! International %ournal o& +perations ( #roduction Management, $0: 7FA1! Closs$ 0! >!$ 8 Mollen'o#f$ 0$ =! 299A! = global chain framewor'! Industrial Marketing Management, 33! 27FAA! Cohn$ (!$ 8 "ayi$<! 113332! 0ecisionFma'ing S ##ort for Strategic / rchasing International %ournal o& #hysical Distri'ution ( Logistics Management, $0! 1F1?! Cohen$ M!=!$ 8 4ee$ 6!4! 113;;2! Strategic analysis of integrated #rod ction distrib tion systems- models and methods! +perations "esearch, 3 ! 216F22;! Corbett$ 4!M! 113322! 0elivery windowsFa new view on im#roving man fact ring

23

12763 fle%ibility and onFtime delivery #erformance! #roduction and In2entory Management %ournal, 33! 7AF3! 0a gherty$ /!>!$ Ellinger$ =!E!$ 8 0ale$ S! (! 1133?2! &nformation accessibilityC stomer res#onsiveness and enhanced #erformance! International %ournal o& #hysical Distri'ution ( Logistics Management, $5! AF1A! Co sins$ /!0! 1299?2! "he alignment of a##ro#riate firm and s ##ly strategies for com#etitive advantage! International %ournal o& +perations ( #roduction Management, $5! A93FA2;! C nningham$ M!"! 113;22! / rchasing strategies in E ro#e- an interactive #res#ective of ind strial b yer behavior! International %ournal o& #hysical Distri'ution ( Materials Management, 1$! 16F32! 0ae'wan$ 7! S!$ "amer$ C!$ 8 Calantone! 1299?2! "he role of information technology in s ##lyFchain relationshi#s- does #artner criticality matterD %ournal o& /usiness ( Industrial Marketing, $0! 163F17;! 0ahlstrom$ (!$ 8 :ygaard$ =! 1133?2! =n e%#loratory investigation of inter#ersonal tr st in new and mat re mar'et economies! %ournal o& "etailing, 41! 333F361! 0as$ S!7!$ 8=bdelFMale'$ 4!129932! Modeling the fle%ibility of order q antities and leadFtimes in s ##ly chains! International %ournal o& #roduction )conomics, *5$ 171F1;1 ! 0avid$ ,! 113;92! "he 0evelo#ment of ) yerFSeller (elationshi#s in &nd strial Mar'ets! )uropean %ournal o& Marketing, 10! 1F29. 0igman! 113372!Strategic management! Concepts, processes , decisions !0ame / blications- 6o ston$ "P! 0ivett$ M!$ Crittenden$ :!$ 8 6enderson$ ( !129932!=ctively infl encing cons mer loyalty2 %ournal o& Consumer Marketing, $0!193F126! 0onlon$ >!/! 113362! Ma%imizing val e in the s ##ly chain! Chie& )7ecuti2e, 114$ ?AF63! 0yer 8 Singh 113;;2! "he relational view- coo#erative strategy and so rces of interorgnizational com#etitive advantage! .cademy o& Management "e2ie3, $3! 669F73! Edgett$ S!$ 8 Snow$ 7 ! 113372!)enchmar'ing meas res of c stomer satisfaction$ q ality and #erformance for new financial service #rod cts! %ournal o& #roduct ( /rand Management, ! 2?9F2?3! Ernst 8 Chiney! 113;72! Corporate pro&ita'ility and logistics! inno2ati2e guidelines &or e7ecuti2es! Co ncil of logistics Management- *a' )roo' &4! ,eli%$ C!6!$ M! Chan!$ 6! Chan!$ 6enry$C!C!$ 4a $ (!$ 8 &#$ C!4! 129932! = conce#t al model of #erformance meas rement for s ##ly chains Management Decision, 01! 63? N 6A2! ,eci'ovK$ &!1299A2! =n inde% method for meas rement of c stomer satisfaction! -he -8M Maga6ine, 1 ! ?7F66! ,erg son$ C!C!$ 6artley$ M!,!$ " rner$ <!)!$ 8 /ierce$ E!M! 113362! / rchasingQs role in cor#orate strategic #lanning! International %ournal o& #hysical Distri'ution and Logistics Management, $ -?1N62! ,iala$ /! 1299?2! &nformation Sharing in S ##ly Chains. +mega, 33! A13FA23! ,lynn$ )!$ Sa'a'ibara$ S 8 Schroeder$ (!<! 133?! (elationshi# between >&" and "MM #ractices and #erformance! .cademy o& Management %ournal, 3*: 132?F1369! ,rancois$ ,!$ 8 <illes$ /! 1299?2! E%#loiting SCM as so rce of com#etitive advantage-

39

12763 "he &m#ortance of Coo#erative <oals (evisited. C", 15+ 32F199! , ng$ /! 113332! Managing # rchasing in a s ##ly chain conte%t N evol tion and resol tion! Logistics In&ormation Management,1$! 362F367! ,ynes$ )!$ 5oss$ C!$ 8 )Rrca$ S!1299?2! "he im#act of s ##ly chain relationshi# dynamics on man fact ring #erformance! International %ournal o& +perations ( #roduction Management, $5! 6 N 13! <a r$ S!$ 8 (avindran$ =!(! 1in #ress2! = biFcriteria model for the inventory aggregation #roblem nder ris' #ooling! Computers ( Industrial )ngineering9 <aravelli$ =!129932! ,le%ibility config rations for the s ##ly chain management! International %ournal o& #roduction )conomics, *5! 1A1F1?3! <ibson$ )!>!$ Mentzer$ >! "!$ 8 Coo'$ (! 4! 299?! S ##ly chain management- / rs it of a common definition. Journal of /usiness Logistics, 26: 17-25. <ilmo r$ /! 113332! = strategic a dit framewor' to im#rove s ##ly chain #erformance %ournal o& /usiness ( Industrial Marketing, 10! 3??F363! <reen$ 7!C!$ Mc<a ghey$ (!$ 8 Casey$ M! 129962! 0oes s ##ly chain management strategy mediate the association between mar'et orientation and organizational #erformanceD Supply Chain Management %ournal, 11! A97FA1A! <riffith$ 0!=!$ 6arvey$ M!<!$ 8 4 sch$ (!,! 129962! Social e%change in s ##ly chain relationshi#s- "he res lting benefits of #roced ral and distrib tive @ stice. %ournal o& +perations Management, $0! ;?F3;! < ini#ero$4! 8 Eltantawy$ (!1299A2! Sec ring the #stream s ##ly chain- a ris' management a##roach! International %ournal o& #hysical Distri'ution ( Logistics Management, 30! 63;F713! < nase'aran$ =! 133;! Conc rrent Engineering- = Com#etitive Strategy for /rocess &nd stries! -he %ournal o& the +perational "esearch Society$ 0,- 7?;F76?! < nase'aran$ =!$ 8 4ove$ /! 133;! Conc rrent engineering- a m ltiFdisci#linary a##roach for constr ction! Logistics In&ormation Management$ 11- 23?F399! < nase'aran$ =!$ /atel$ C!$ 8 "irtirogl $ E! 129912! /erformance meas res and metrics in a s ##ly chain environment! International %ournal o& +perations ( #roduction Management, $1! 71F;7! < nase'aran$ = 8 :gai$ E!C!"! 1299?2! ) ildFtoForder s ##ly chain management- a literat re review and framewor' for develo#ment! %ournal o& +perations Management, $3! A23FA?1! 6allowell$ (! 113362! "he relationshi#s of c stomer satisfaction$ c stomer loyalty$ and #rofitability- an em#irical st dy! International %ournal o& Ser2ice Industry Management, 4! 27F32! 6andfield$ (!)!$ 8 :ichols$ E!4!>r! 1133;2! .n Introduction to supply chain management! /rentice 6all$ E##er saddle river$ :>! 6andfield, (! )!$ 7ra se, 0! (!$ Scannell$ "! 5!$ Moncz'a$ (! M! 129992!=void the /itfalls in S ##lier 0evelo#ment! Sloan Management "e2ie3, 01! 37FA3! 6arland$ C!M! 1336! S ##ly chain management- relationshi#s$ chains and networ's! /ritish %ournal o& Management, 4: S63FS;9! 6arland$ C!M!$ 4amming$ (!C!$ 8 Co sins$ /!0! 113332! 0evelo#ing the conce#t of s ##ly strategy! International %ournal o& +perations ( #roduction Management,1,! 6?9 N 67A! 6arrison$ =!$ 8 5an 6oec'$ (! 129922! Logistics Management and Strategy9 ,inancial

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12763 "imes. 6arlow- /rentice 6all! 6eide$ >!)!$ >ohn$ C!$ 1339! =lliances in ind strial # rchasing- the determinants of @oint action in b yerNs ##lier relationshi#s! %ournal o& Marketing "esearch, $4! 2AN 36! 6obbs$ >!E! 113362! = transaction cost a##roach to s ##ly chain management! Supply Chain Management, 1! 1?F27! 6ofman$ 0ebra! 1299A2! "he hierarchy of s ##ly chain matrices! Supply Chain Management "e2ie3, *! 2;F37! 6olmes$ <! 1133A2! / tting Conc rrent Engineering into /ractice! World Class Design to Manu&acture,1! 3; F A2! &sha' &!$ 6asnah$ 6$ 0aing$ :! &!$ 8 &sa$ S!M ! 129962! Service q ality$ client satisfaction and loyalty towards a dit firms- /erce#tions of Malaysian # blic listed com#anies ! Managerial .uditing %ournal, $1! 73;F7?6! >amal$ =!$ 8 :aser$ 7! 129922! C stomer satisfaction and retail ban'ing- an assessment of some of the 'ey antecedents of c stomer satisfaction in retail ban'ing! International %ournal o& /ank Marketing, $0! 1A6F169 >anda$ S!$ 8 Seshadri$ S!129912 "he infl ence of # rchasing strategies on #erformance %ournal o& /usiness ( Industrial Marketing, 1 ! 23A N 39;! >arvis$ M! 1333! Conc rrent Engineering! Work Study$ 0*- ;;F31! >ayaram$ >!$ 5ic'ery$ S!$ 8 0roge$ C! 129992! "he effects of information system infrastr ct re and #rocess im#rovements on s ##lyFchain time #erformance International %ournal o& #hysical Distri'ution ( Logistics Management, 30! 31AF339! >ayaram$ >!$ 7annan$ 5! (!$ 8 "an$ 7! C!$ 1299A2! &nfl ence of initiators on s ##ly chain val e creation! International %ournal o& #roduction "esearch, 0$! A377FA333! >ones$ (!M!$ 8 "owill$ 0!( ! 113372!&nformation enrichment- designing the s ##ly chain for com#etitive advantage!Supply Chain Management! .n International %ournal, $! 2137F21A;! 7idd$ >!$ (ichter$ ,!$ 8 Marielle$ S! 129932! 4earning and tr st in s ##ly chain management- 0isintermediation$ ethics and c lt ral #ress res in brief dynamic alliances! International %ournal o& Logistics! "esearch ( .pplications, ! 2?3F 27?! 7im$ >!$ 8 (ogers$ 7!>!1299?2!=n ob@ectForiented a##roach for b ilding a fle%ible s ##ly chain model! International %ournal o& #hysical Distri'ution ( Logistics Management, 35! A;1F?92! 7o#cza'$ 4! (!$ 8 >ohnson$ M! E! 129932! "he S ##lyFChain Management Effect! MISloan Management "e2ie3, 00! 27F3A! 7o rfteros$ P!$ 5ondersembse$ M!$ 8 0oll$ C! 2991! Conc rrent engineering and its conseq ences! %ournal o& +perations Management, 1,! 37F11?! 7 mar$5!$ ,antazy$ 7!=!$ 7 mar$ E!$ 8 )oyle$ "!)! 129962! &m#lementation and management framewor' for s ##ly chain fle%ibility! %ournal o& )nterprise In&ormation Management, 1,! 393F313! 4alonde$ )!>! 8 /ohlen$ "!4! 113362! &ss es in s ##ly chain costing! -he International %ournal o& Logistics Management, 4! 1F12! 4ambert$ 0$ M!$ 0ast g e$ S$ >!$ 8 Cro%ton$ 7$ 4! 1299?2! =n eval ation of #rocess

32

12763 oriented s ##ly chain management framewor'! %ournal o& /usiness Logistics, $ ! 2?F?1! 4ee$ 6!4! 8 )illington$ C!113322! Managing s ##ly chain inventory- #itfalls and o##ort nities! Sloan Management "e2ie3, 33$ 6?F73! 4ee$ 6!4!$ 8 )illington$ C! 113332! Material management in decentralize s ##ly chains! +perations "esearch, 01:;3?F;A7! 4eonido $ 4!C!$ 8 7ale'a$ =!=! 1133;2! )ehavioral as#ects of international b yerFseller relationshi#s! "heir association with e%#ort involvement! International Marketing "e2ie3, 15! 373F37! 4evesq e$ "!$8 Mc0o gall$ <! 113362! 0eterminants of c stomer satisfaction in retail ban'ing! International %ournal o& /ank Marketing,10! 12F29 4i$ S!$ :athan$ )!(!$ :ahant+s 8 (ao$ S!S! 1299?2! 0evelo#ment and validation of a meas rement instr ment for st dying s ##ly chain management #ractices! %ournal o& +perations Management, $3! 61;F6A1! 4i$ S!$ :athan$ )!(!$ :athan$ "!S!$ 8 (ao$ S$ S! 2996! "he im#act of s ##ly chain management #ractices on com#etitive advantage and organizational #erformance! +mega+ 30: 197F12A! 4i $ 6!$ 8 Cang$ H!/! 113332$ CoFordination of international channel relationshi#s- fo r case st dies in the food ind stry in China! %ournal o& /usiness ( Industrial Marketing, 10!139F?9! 4oc'amy &&& 8 McCormac'$ 7 ! 1299A2!4in'ing SC*( #lanning #ractices to s ##ly chain #erformance- =n e%#loratory st dy. International %ournal o& +perations ( #roduction Management, $0! 1132F121; Mali' M! =!$ 7halfan$ C! >!$ =n mba$ C! E!$ Siemieni ch and Sinclair$ M! =!129912! (eadiness =ssessment of the constr ction s ##ly chain for conc rrent engineering! )uropean %ournal o& #urchasing ( Supply Management, 4! 1!1 1$3 Marien$ E! >! 129992! "he fo r S ##ly Chain enablers! Supply Chain Management "e2ie3, 0!69F63! Mello$ >!E!$ 8 Stan'$ /!"! 1299?2! 4in'ing firm c lt re and orientation to s ##ly chain s ccess! International %ournal o& #hysical Distri'ution ( Logistics Management, 35! ?A2F??A! Mentzer$ >! "!$ Min$ S!$ 8 Bacharia$ B!<! 299A! "he nat re of interFfirm #artnering in s ##ly chain management! %ournal o& "etailing, 4 : ?A3F?6;! Mentzer$ >! "!$ 0eCitt, C!$ 7eebler$ >! S!$ Soonhoong$ M!$ :i%$ :! C!$ Smith$ C! 0!$ Bacharia$ B! <! 129912! 0efining s ##ly chain management! %ournal o& /usiness Logistics, $$!1F2?! Min$S! 8 Mentzer$ >!"! 129992! "he role of mar'eting in s ##ly chain management! International %ournal o& #hysical Distri'ution ( Logistics Management, 30! 76?F7;6! Min$ S!$ 8 Mentzer$ >! 1299A2! 0evelo#ing and meas ring s ##ly chain management conce#ts! %ournal o& /usiness Logistics, $5! 63F32! Min$S!$ Mentzer$ >!"$ 8 )obbitt$ 4!M! 1299A2! "oward a nified theory of logistics! International %ournal o& #hysical Distri'ution ( Logistics Management, 30! 696F627!

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12763 Moberg$ C! (!$ 8 S#eh$ "! C! 129932! Eval ating the relationshi# between q estionable b siness #ractices and the strength of s ##ly chain relationshi#s! %ournal o& /usiness Logistics, $0: 1F13! Moberg$ C! )!$ S#eh$ "! C!$ 8 ,reese$ "! 4! 129932! SCM- .a*ing the /ision a 'eality. Supply Chain Management "e2ie3, 4! 3AFA9! Morgan$ C!1299A2! Str ct re$ s#eed and salience- #erformance meas rement in the s ##ly chain! /usiness #rocess Management %ournal, 10! ?22F?36 Morgan$ (!M!$ 8 6 nt$ S!0! 1133A2! "he commitmentFtr st theory of relationshi# mar'eting! %ournal o& Marketing+ 5*! 29N3; Motwani$ >!$ Madan$ M!$ 8 < nase'aran$ =! 129992! &nformation technology in managing global s ##ly chains! Logistics In&ormation Management, 13! 329F 327! M rray$ 7!<! 129912! &m#roving # rchasing+s contrib tion F "he # rchasing strategy of b ying co ncil. International %ournal o& #u'lic Sector Management,10! 331 A19! :eely$ =!$ <regory$ M! 8 /latts$ 7! 1133?2! /erformance meas rement system design! International %ournal o& +perations ( #roduction Management, 15! ;9F116! *l''onen$ (!$ "i''anen$ 6!$ =la@o tsi@Lrvi$ 7! 129992! S#onsorshi# as relationshi#s and networ's- im#lications for research! Corporate Communications! .n International %ournal, 5! 12 N 13! /a lra@$ =!$ Chen$ &!>!$ 8 ,lynn$ >! 1in #ress2! 4evels of strategic # rchasing- &m#act on s ##ly integration and #erformance. %ournal o& #urchasing and Supply Management. /i#lani$ (!$ 8 , $ H! ,! 299?! = coordination framewor' for s ##ly chain inventory alignment! %ournal o& Manu&acturing -echnology+ 1 - ?3;F61A! /itta$ 0!=!$ ,ranza'$ ,!4!$ 8 4ittle$ M!C! 1299A2! Maintaining #ositive ret rns in the val e and s ##ly chain- a##lying tomorrowQs mar'eting s'ills! %ournal o& Consumer Marketing, $1! ?19 F ?13 /rasad$ S! 8 "ata$ >! 2999! &nformation investment in s ##ly chain management!
Logistics Information Management, 13: 33-38

/ tnam$ =!*! 13;?! = redesign for engineering! 1ar2ard /usiness "e2ie3, 3! 133F 1AA! /y'e$ 0!,! 8 Cohen$ M!=! 1133A2! M ltiF#rod ct integrated #rod ctionFdistrib tion systems! )uropean %ournal o& +perational "esearch, 40! 1;FA3! (anganathan$ C!$ 0haliwal$ >! S!$ "eo$ (!$ 8 "hom#son S! 6! 1299A2! =ssimilation and 0iff sion of Ceb "echnologies in S ##lyFChain Management- =n E%amination of 7ey 0rivers and /erformance &m#acts! International %ournal o& )lectronic Commerce, ,! 127F161! Salvador ,abrizio$ Ci#riano$ , . ( ngt sanatham$ M!$ 8 Choi$ "!H! 129912! S ##ly chain interactions and time related #erformance- =n o#erations management #ers#ective! International %ournal o& +perations ( #roduction Management, $1! A61FA7?! SKnchez$ =! M!$ 8 /Srez, M! /! 1299?2! S ##ly chain fle%ibility and firm #erformance- = conce#t al model and em#irical st dy in the a tomotive ind stry! International %ournal o& +perations ( #roduction Management$ $5: 6;1F799!. Scannel "$ 5!$ 5ic'ery$ S!$ 8 0roge$ C! 129992! E#stream s ##ly chain management and com#etitive #erformance in the a tomotive s ##ly ind stry! %ournal o& 3A

12763 /usiness Logistics, $1! 23FA;! Sethi$ =!7!$ 8 Sethi$ S!/! 113392! ,le%ibility in man fact ring- a s rvey! International %ournal o& :le7i'le Manu&acturing Systems, $! 2;3F32;! Sharifi$ S!$ 8 /awar$ 7!S ! 129922! 5irt ally coFlocated #rod ct design teams- Sharing teaming e%#eriences after the eventD International %ournal o& +perations ( #roduction Management, $$! 6?6 F 673 She##ard$ )!$ 8 Sherman$ )!6!1133;2!"he grammars of tr st- a model and general im#lications! .cademy o& Management "e2ie3, $3! A22FA37! Shin$ 6!$ Collier$ 0!=!$ Cilson$ 0!0!$ 2999! S ##ly management orientation and s ##lierNb yer #erformance! %ournal o& +perations Management, 1*! 317N 333! Sinclair$ M!=! et al! 1133?2! = disc ssion of sim ltaneo s engineering and the man fact ring s ##ly chain$ from an ergonomics #ers#ective! International %ournal o& Industrial )ngineering, 1 : 263N2;2! Siemieni ch$ C!E! and Sinclair$ M!=! 113332! &m#lications of the s ##ly chain for role definitions in conc rrent engineering! International %ournal o& 1uman :actors and )rgonomics in Manu&acturing, 10: 2?1N272 Stal'$ <!$ 8 6o t$ "!M! 113392! Competing .gainst -ime! 1o3 -ime;'ased Competition is "eshaping <lo'al Markets! "he ,ree /ress$ :ew Hor'- :H! Stewart$ <! 1133?2! S ##ly chain #erformance benchmar'ing st dy reveals 'eys to s ##ly chain e%cellence! Logistics In&ormation Management, *! 3; N AA! Storey$ >!$ Emberson$ C!$!$ <odsell$ >!8 6arrison$ =! 129962! Managing the s ##ly chain sing inFstore s ##lier em#loyed merchandisers! International %ournal o& "etail ( Distri'ution Management, 30! A;1F?92! Storbac'a$ 7!$ Strandvi'$ "!$ 8 <rTnroos$ C! 1133A2!Managing c stomer relationshi#s for #rofit- the dynamics of relationshi# q ality! International %ournal o& Ser2ice Industry Management, 5! 21F3;! Styles$C!$ 8 =mber$ "! 129992! "he im#act of relations variable on e%#ort #erformance=n em#irical investigation in = stralia and E7! .ustralian %ournal o& Management, $3! 261F2;1! Svensson$ <! 129922! "he theoretical fo ndation of s ##ly chain management- = f nctionalist theory of mar'eting! International %ournal o& #hysical Distri'ution ( Logistics Management, 3$! 73AF7?A! "an$ 7!C!$ 7annan$ 5!(!$ 8 6andfield$ (!)! 1133;2! S ##ly chain management- s ##lier #erformance and firm #erformance! International %ournal o& #urchasing and Materials Management, 30! 2N3! "an$ 7!C!$ 7annan$ 5! (!$ 8 6andfield$ ($ )! 113332! S ##ly chain management- an em#irical st dy of its im#act on #erformance! International %ournal o& +perations ( #roduction Management, 1,!193AF19?2! "an$ 7! C!$ 4yman$ S! )!$ 8 Cisner$ >!0! 129922! S ##ly chain management- a strategic #ers#ective! International %ournal o& +perations and #roduction Management, $$! 61AN631! "homas$ 0!>!$ 8 <riffin$ /!M! 113362! CoFordinated s ##ly chain management! )uropean %ournal o& +perational "esearch, ,0! 31F1?! "racey$ M!$ 4im$ >! S!$ 8 5onderembse$ M! =! 1299?2 "he im#act of s ##ly chain

3?

12763 management ca#abilities on organization #erformance! Supply Chain Management$ 19:179-191. "rent$ (! >! 1299A2! Chat everyone needs to 'now abo t SCM! Supply Chain Management "e2ie3, *! ?2F?3! Encles$ M!0!$ 0owling$ <!(!$ 6ammond$ 7! 129932! C stomer loyalty and c stomer loyalty #rograms2 %ournal o& Consumer Marketing, $0! 23AF316! Erban$ <!$ Star$ S! 113312! .d2anced Marketing Strategy9 /renticeF6all$ 4ondon! 5en'atraman$ :!$ 8 (aman @an$ 5! 13;7! Meas rement of b siness economic #erformance- =n e%amination of method convergence! %ournal o& Management, 13!193F122 5ic'ery, S!$ Calantone, (!$ 8 0rTge$ C! 113332 S ##ly Chain ,le%ibility- =n Em#irical St dy! %ournal o& Supply Chain Management! . <lo'al "e2ie3 o& #urchasing ( Supply, 35!16F2A! 5ic'ery$ S$7!$ >ayaram$ >!$ 0roge$ C!$ 8 Calantone$ (! 129932! "he effects of an integrative s ##ly chain chain strategy on c stomer service and financial #erformance- an analysis of direct vers s indirect relationshi#s! %ournal o& +perations Management, $1! ?23F?33! Cernerfelt$ )! 113;A2! = reso rceFbased view of the firm$ Strategic Management %ournal ,3: 171N1;9! Chitney$ 0!E! 13;;! Man fact ring by design! 1ar2ard /usiness "e2ie3, ! ;3F31! Ciele$ "!5!$ )oselie$ /!$ 8 6esselin'$ M!129922! Em#irical evidence for the relationshi# between c stomer satisfaction and b siness #erformance! Managing Ser2ice 8uality, =olume, 1$! 1;AF133! Cilliams$ (!$ 8 5isser$ (! 129922! C stomer satisfaction- it is dead b t it will not lie down! Managing Ser2ice 8uality,1$! 13AF299! !Cisner$ >! 0! 129932!= str ct ral eq ation model of s ##ly chain management strategies and firm #erformance! %ournal o& /usiness Logistics, $0! 1F26! C $ C!$ Chiag$ C!$ H!C $ " $ C!$ 8 6 iF> ! 1299A2!"he infl encing factors of commitment and b siness integration on s ##ly chain management! Industrial Management ( Data Systems, 100! 322F333! Bailani$ S!$ 8 (a@ago#al$ /! 1299?2! S ##ly chain integration and #erformance- E7 vers s East =sian com#anies! Supply chain Management! .n International %ournal, 10! 373F373! Bhang$ B!$ 8 Sharifi$ 6! 129992! = methodology for achieving agility in man fact ring organizations! International %ournal o& +perations ( #roduction Management $0! A36 N ?13 Bhang$ M!$ 5onderembse$ M!=!$ 8 4im$ >! 129962! S#anning fle%ibility- s ##ly chain information dissemination drives strategy develo#ment and c stomer satisfaction Supply Chain Management! .n International %ournal, 11! 339F333! Beller$ "! 4! 8 <illis$ 0! M! 1133?2! =chieving mar'et e%cellence thro gh q ality- "he case of ,ord Motor Com#any! /usiness 1ori6ons, 3*! 23F33!

36

12763

"A!*+ 4A Studies indicating Different Dimensions of Supply Chain 'anagement9 Study Sinclair$ et al!$ 133? Mali'$ 7halfan$ =n mba$ Siemieni ch 8 Sinclair$ 2991 )alas bramani m$ 2991 Chen 8 /a lra@$ 299A a Chen and /a lra@$ 299Ab S!4i et al!$ 299? Mentzer 8 Min$ 299A Cigoline et al!$ 299A "an et al!$ 2992 =lvarado 8 7otzab 2991 7ayna' 8 Celte'$ 1333 6arland$ 1336 Closs 8 Mollen'o#f$ 299A Siemieni ch 8 Sinclair$ 1333 < nase'aran 8 4ove$133; =n mba$Siemieni ch 8 Sinclair Chen$ /a lra@ 8 4ado$ 299A S!4i et al! 2996 Carr 8 /earson$ 1333 "5' 6I"P :o :o :o :o supply customer networ *ogistics relationship coordination :o :o :o :o :o :o Information technology :o :o

:o :o :o :o :o :o :o :o Hes :o :o :o :o :o :o :o :o

:o :o :o :o :o Hes Hes :o Hes Hes :o :o :o :o :o :o :o

:o Hes Hes Hes :o :o Hes :o :o :o :o :o :o :o :o :o :o

:o :o :o Hes :o Hes Hes :o :o :o Hes :o :o :o :o Hes :o

:o Hes Hes Hes :o :o :o :o Hes Hes Hes :o :o :o :o Hes :o

:o Hes Hes :o Hes Hes Hes :o Hes :o Hes :o :o Hes :o :o :o

37

12763

"A!*+ 4! Other Dimensions of Supply Chain 'anagement for the Studies Considered A)o(e Supply managemen t :o :o Concurrent Information +ngineering Sharing Hes Hes :o :o

Study Sinclair et al!$ 299? Mali'$ 7halfan$ =n mba$ Siemieni ch 8 Sinclair$ 2991 )alas bramani m$ 2991 Chen 8 /a lra@$ 299A a Chen and /a lra@$ 299Ab S!4i et al!$ 299? Mentzer 8 Min$ 299A Cigoline et al!$ 299A "an et al!$ 2992 =lvarado 8 7otzab 2991 7ayna' 8 Celte'$ 1333 6arland$ 1336 Closs 8 Mollen'o#f$ 299A Siemieni ch 8 Sinclair$ 1333 < nase'aran 8 4ove$133; =n mba$Siemieni ch 8 Sinclair Carr and /earson 1333 S!4i et al! 2996 Chen$ /a lra@ 8 4ado$ 299A

*ong term Strategic relationships purchasing Hes :o Hes :o

:o Hes Hes :o Hes :o Hes Hes :o Hes Hes :o :o :o Hes Hes :o

:o Hes Hes Hes :o Hes :o :o :o :o :o :o :o :o Hes :o Hes

:o Hes Hes Hes :o :o :o :o :o :o Hes :o :o :o :o Hes Hes

Hes :o :o :o :o :o :o :o Hes :o :o Hes Hes Hes :o :o :o

:o Hes Hes Hes Hes :o :o :o Hes :o :o :o :o :o :o Hes :o

3;

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"A!*+ 7 Identification of SC' Performance 'easures using different studies Study )eamon 113332 Supply chain performance matrices used (eso rce$ o t# t and fle%ibility meas res (eso rce meas res incl de inventory level$ cost$ energy sage$ #ersonnel req irements$ and eq i#ment tilization! * t# t meas res incl de c stomer satisfaction$ #rod ct q ality$ time req ired to #rod ce a #artic lar item or set of items. and n mber of onFtime deliveries! Ese the o#erationalization by Slac' 113312 who identify two ty#es of fle%ibilities- range fle%ibility and res#onse fle%ibility! 5ol me$ reliability$ 0elivery$ mi% and new #rod ct fle%ibility were the fle%ibility to be e%#lored! delivery s#eed$ delivery reliability$ new #rod ct introd ction $ new #rod ct develo#ment time$ man fact ring leadFtime $ and c stomer res#onsiveness 1C(2! Cost$ time$ Ca#acity$ fle%ibility$ Ca#ability$ #rod ctivity$ o tcome and tilization Cost$ q ality$ efficiency C stomer service$ cost effectiveness$ Cost of ownershi# and cost of #rod ctivity "otal res#onse time$ c stomer res#onsiveness M ality1incl des ability to deliver #rod cts in time$ meeting devliery times2$ 0elivery s#eed$ 0elivery reliability$ c stomer relationshi#s$ fle%ibilty

>ayaram 113332

,eli%$ M! Chan!$ 6! Chan!$ 6enry$4a 8 &#$ 129932 4oc'amy &&& 8 McCormac'$ 299A 6oe' 1133;2 4alonde 8 /ohlen 113362 )etchel 8 >ayaram 113372 Balani 8 (a@ago#al$ 299?

33

12763 Study Christo#her 8 "owill 1 29992 =garwal 8 Shan'ar 129922 St dies Stewart$ 133? Supply chain performance matrices used q ality$ cost$ leadFtime$ and service level 4ead time$ cost and service level SCM #erformance matrices 0elivery #erformance$ fle%ibility and res#onsiveness$ logistics cost$ and asset management c stomer relationshi#$ c stomer segmentation$ order ta'ing #rocess$ order trac'ing system and c stomer satisfaction

<ilmor 113332

< nase'eran$ /atel 8 "irtirogl 129912 #g! ;3

*#erationalize SCM #erformance at three different levelssome items are as followsStrategicC stomer q ery time 4evel of c stomer #erceived val e of #rod ct $*rder lead time ,le%ibility of service systems "actical/rod ct develo#ment cycle time / rchase order cycle time$ /lanned #rocess cycle time$ 0elivery reliability$ (es#onsiveness to rgent deliveries$ Effectiveness of distrib tion #lanning *#erationalCa#acity tilization$

Morgan 1299A2

"otal inventory as&ncoming stoc' level Cor'FinF#rogress U Scra# level U ,inished goods in transit Cost #erformance$ c stomer service$ q ality$ o#erational #rod ctivity FI/&#+ 4

An Integrated Framewor for SC' Dimensions, SC' performance and Organization Performance!

A9

12763

4ong term relationshi#

(ed ced &nventory cost

,inancial 8 mar'et #erformance

Conc rrent engineering

0elivery fle%ibility

C stomer satisfaction

C stomer res#onsiveness time Strategic # rchasing

SCM 0imensions

SCM /erformance meas res

*rganizational #erformance meas res

A1