PurposeThe paper seeks to understand and analyse how integration changes in one supply chain are influenced by the overlap between chainsDesign/methodology/approachThe paper discusses the concepts of supply chain, firm network, overlap and integration. It takes a dynamic perspective focusing on continuing processes of change in the degree of integration within and between networks. The three examples are based on more than 70 interviews over a long period of time of firms involved in the transportation, automotive and construction industries.FindingsThe paper finds that the overlap between supply chains in terms of actors, resources and activities could seriously delay, hinder and increase costs to the process when changing the degree of integration in one chain. Therefore, supply chain myopia might lead to an increase in the total costs of a firm. Further, there is a trade‐off between the costs of integration in the focal chain and increasing costs arising from decreased integration in overlapping supply chains. Failure to consider the negative effects and the resistance caused by delays and dissolving relationships within overlapping supply chains can be detrimental. The overlap between chains can be both positive and negative, and can be reversed over time.Research limitations/implicationsThe research is limited to three examples and the interaction between two supply chains in each case. Since interdependencies might exist between several supply chains, the effects of change could have implications for more than one other supply chain.Practical implicationsWhen changing existing or developing supply chains for new businesses, firms need to take into consideration the effects and reactions of other chains. Integration between two chains might facilitate the development of business but may also actually hinder its future development.Originality/valueThe interdependencies between supply chains imply that strong pressure towards supply chain integration focusing on one chain, in literature and practice, has to be questioned for the single firm. Another specific value is the importance of existing chains for the development of new businesses.
The breadth and scope of supply chain risks have broadened significantly in recent years. Even prior to the 2001 terrorist attacks, the creep of risks and uncertainties were widening with increased globalization, widening political reach by leading countries, and the rise of market producing and consuming economies. This article raises some essential supply chain questions as well as some that have impact on the field from outside of it.
"Logistics consultant John Manners-Bell assesses the various sources of external threat to the supply chain, including environmental, geopolitical, economic and technological. He examines the lack of supply visibility which puts businesses at risk, discusses best practice and cites examples of when and how things go wrong. Covering global issues, trends and developments, case studies look at: the tsunami in Japan, floods in Thailand, volcanic ash clouds over Europe, counterfeit hi-tech goods in China, Walmart providing aid to Hurricane Katrina victims and Cisco's suppliers going out of business due to the recession. Each case study describes: -A company's supply chain and production/sourcing strategy -A description of the catastrophic event that occurred -Consequences to the supply chain -Management response -Material losses incurred -Resultant changes to company supply chain strategy With useful downloadble resources, Supply Chain Risk analyzes the evolving risks to supply chains and how real companies are handling with them at a strategic level"--
Many of the challenges in management of a commercial supply chain are also reflected in military and humanitarian logistics. Disaster response consists of various logistics operations such as inventory management and distribution which are an important part of the response supply chain. Although demand patterns and demand locations change only occasionally in commercial enterprises, they change frequently within the context of conflict and disaster. The complexity of humanitarian logistics can be appreciated when the distribution process through this response supply chain, as well as those factors and characteristics of the distribution chain that are changing, are taken into account.
Nachhaltigkeitsmanagement in Supply Chains (NMSC) ist ein Forschungsfeld, welches oft aus der Unternehmensperspektive untersucht wird, obwohl auch andere Perspektiven und Stakeholder relevant sind. Diese kumulative Dissertation basiert auf vier Forschungsartikeln, um zu untersuchen, wie NMSC in verschiedenen Wirtschaftssektoren definiert und wie die Perspektiven der verschiedenen Supply-Chain-Stakeholder operationalisiert werden können. Die Forschung beginnt mit der Identifizierung von Nachhaltigkeitsaspekten, die für den Informationsaustausch innerhalb von Supply Chains in der Elektronik- und Automobilindustrie relevant sind. Nachdem gefährliche Stoffe als eines der wichtigsten Themen für das NMSC identifiziert wurde, wurde der Fall des Quecksilberhandels analysiert, um die zu berücksichtigenden Stakeholder zu identifizieren. Vor dem Hintergrund, dass NMSC in Schwellenländern unterschiedliche Bedürfnisse und Prioritäten haben kann, wurden wissenschaftliche Publikationen aus Brasilien zum Thema Nachhaltigkeit in Supply Chains analysiert. Da die Identifikation von Supply Chain Stakeholdern im NMSC bislang nur wenig beforscht wurde, wurde der SCOPIS-Prozess entwickelt, welcher beschreibt, wie Stakeholder umfassend identifiziert und eingebunden werden können. Die Ergebnisse zeigen, dass sich verschiedene Stakeholder für unterschiedliche Nachhaltigkeitsaspekte in Lieferketten interessieren, und dass nicht nur Unternehmen für unhaltbare Praktiken entlang der Lieferkette verantwortlich sind. Regierungen, Verbraucher, NGOs und andere Stakeholder spielen ebenfalls eine Rolle. Es ist auch wichtig zu beachten, dass Institutionen, die Rolle der Stakeholder sowie die Rolle fokaler Unternehmen in Entwicklungsländern im Vergleich zu entwickelten Volkswirtschaften unterschieden werden können. Deswegen ist es nötig, dass die Stakeholder in den Lieferketten ihr Umfeld sowie ihre direkten, indirekten und betroffenen Akteure und Institutionen berücksichtigen, um ein nachhaltigeres Management der Aktivitäten zu ermöglichen. Die Anwendung von strukturierten Prozessen wie SCOPIS unterstützt die Identifizierung von Supply-Chain-Stakeholdern und das Stakeholder-Engagement für Nachhaltigkeit in Unternehmen, Politik und Gesellschaft. Die zentrale Erkenntnis dieser Dissertation ist die "Supply Chain View" (Supply-Chain-Perspektive) und das Rahmenkonzept für nachhaltiges Supply Chain Management. Diese wurden auf Basis der Konzepte der Nachhaltigen Entwicklung, des Supply Chain- und Stakeholder Managements und institutioneller Theorieansätze entwickelt. Weiterhin richtet die vorliegende Dissertation ihr Augenmerk sowohl auf Stakeholder innerhalb als auch außerhalb der Lieferkette und leistet damit nicht nur einen wichtigen Beitrag für ForscherInnen und Unternehmen, sondern auch für viele andere Stakeholder wie PolitikerInnen, BeraterInnen, NGOs oder VerbraucherInnen. Diese Dissertation legt jedoch nicht fest, welche Stakeholder für welche Aktivitäten zur Stakeholder-Miteinbeziehung verantwortlich sind bzw. welche Maßnahmen umzusetzen sind. Fragen der Verantwortung und des Engagements sind in verschiedenen Sektoren unterschiedlich und sollten daher in weiteren branchen- und/oder Stakeholder-spezifischen Forschungsprojekten untersucht werden. ; Sustainability Management in Supply Chains (SMSC) is a research field that is often studied from a company perspective, although other perspectives and stakeholders have a role to play. This cumulative dissertation gathers four research papers to define how sustainability can be operationalised in supply chains in different sectors and with different supply chain stakeholders. The research started by identifying sustainability aspects that were relevant for information exchange along the supply chain of the electronic and automotive industries. Since hazardous substances appeared as one of the most important challenge for SMSC, the case of the mercury supply chain was analysed to identify the related stakeholders. Recognizing that SMSC in emerging economies may follow different needs and priorities, the Brazilian scientific literature on sustainability and supply chain management was analysed. Finally, since the way to identify supply chain stakeholders was found to be unexplored, a process called SCOPIS was developed to identify and engage them comprehensively. The methods used to conduct the research were mainly qualitative: structured literature reviews, content analysis, online surveys, participant observation, focus groups and interviews.Findings show that different stakeholders are interested in different sustainability aspects and companies are not the only liable for sustainable practices along the supply chain. Governments, consumers, Non-Governmental Organisations (NGOs) and other stakeholders have also a role to play. Also, institutions and stakeholders roles may be different in developing economies compared to developed economies. Hence, there is a need to consider stakeholders environment, direct, indirect, and affected stakeholders and institutions to enable a more sustainable management of activities. The use of structured processes like SCOPIS supports the identification of supply chain stakeholders and their engagement for sustainability in businesses, policies and society. The central finding is the development of the Supply Chain View (SCV) and the Framework towards Sustainable Supply Chain Management (FSSCM), based on Sustainability, Supply Chain Management, Stakeholder Management and the Institutional theories. Rather than being strictly limited to the supply chain scope, this dissertation addresses the importance of non-supply chain stakeholders too and provides contributions not only for researchers and businesses but also for policy-makers, consultants, NGOs, or consumers.This dissertation does not define which stakeholders shall be responsible for what. The questions of responsibility and engagement will be different in different sectors and shall hence be studied within industry/stakeholder specific research projects. ; submitted by Morgane M.C. Fritz, MIM ; Kumulative Dissertation aus vier Artikeln ; Zusammenfassungen in Deutsch und Englisch ; Karl-Franzens-Universität Graz, Dissertation, 2017 ; OeBB ; (VLID)2304940
PurposeThis paper positions market sensing, supply chain agility and supply chain adaptability as a coherent cluster of dynamic supply chain capabilities. The purpose of this paper is to understand how dynamic supply chain capabilities interrelate and their effect on supply chain ambidexterity.Design/methodology/approachBased on a survey of Pakistani manufacturing firms, a theoretically-derived model was tested in a structural equation model.FindingsThe results of the study show that a market-sensing capability is an antecedent of supply chain agility and supply chain adaptability. Furthermore, supply chain agility, directly, and supply chain adaptability, indirectly, affect supply chain ambidexterity. Supply chain agility, therefore, mediates the relationship between supply chain adaptability and supply chain ambidexterity.Originality/valueThe contribution of this study lies in: first, identifying dynamic capability clusters relevant for achieving supply chain ambidexterity; second, evaluating performance implications of dynamic capabilities in the supply chain, specifically supply chain agility and adaptability; and third, proposing a unique measurement of supply chain ambidexterity in the light supply chain theory, and empirically evaluating the relationship between dynamic capabilities and supply chain ambidexterity.
