Measuring collaborative effectiveness: a conceptual approach

Supply chain performance measurement through collaborative effectiveness: an Asia–Pacific perspective

Purpose

The main purpose of this research is to investigate the supply chain performance through collaborative effectiveness, from the organisations of Asia–Pacific region perspective, compared with that of global organisations based on collaborative supply chain practices.

Design/methodology/approach

The survey research methodology was adopted, involving the collection of survey data from 223 participants across 10 different industries and 6 geographic regions. Data included 103 organisations in the Asia–Pacific region including Australia, India, China, Malaysia, Singapore, Indonesia and Thailand.

Findings

From a collaborative effectiveness perspective, the supply chain performance of Asia–Pacific organisations is different when compared with that of global organisations. It was also found that global organisations are driven by sales performance, while Asia–Pacific organisations are focussing mainly on the cost in terms of the number of employees, and therefore productivity. The metal industry stands out to be the best performing industry from a collaborative effectiveness perspective in the Asia–Pacific region and globally.

Practical implications

The research findings can be used as a guide by industry practitioners to develop benchmarks for collaborative supply chain practices by industry and region of operations. This research has been limited to a few industries such as manufacturing, logistics, service and retail industries.

Originality/value

This research generates new knowledge on the relationship between the collaborative effectiveness and supply chain performance, from the perspectives of both Asia–Pacific and global organisations, based on a collaborative effectiveness framework. The study proposes an innovative approach of assessing supply chain performance through collaborative effectiveness from the perspectives of geographical boundaries and industry types.

In search of supplier flexibility performance measurement

Purpose

The purpose of this study is to identify, characterize and assess supplier flexibility measurement practices in the order-to-delivery process.

Design/methodology/approach

The study involved a survey; participants were 224 purchasing managers at Swedish manufacturing companies that had more than 20 employees.

Findings

Scrutiny of the details of measurement practices revealed that most respondents actually do not specifically measure supplier flexibility. Instead they measure other measures like delivery reliability, conduct qualitative follow-ups, or cannot specify how supplier flexibility is measured. It was acknowledged that they measure different supplier flexibility aspects, and the applied measures were characterized, e.g. in terms of which flexibility dimension they represent.

Research limitations/implications

Conceptual clarifications and adaptations to measuring supplier flexibility in the order-to-delivery process are provided. The identified measures can be a contribution in further developing literature on flexibility performance measurement.

Practical implications

Purchasing, logistics and supply chain managers in search of supplier flexibility performance measurement can find ways to measure and an extended flexibility vocabulary. This has the potential to improve flexibility in the supply chain.

Originality/value

Even though flexibility is claimed as being an important competitive advantage, few empirical studies and operationalized measures exist, particularly in the order-to-delivery process.

The conceptual framework on integrated flexibility: an evolution to data-driven supply chain management

Purpose

This paper aims to establish a relationship between supply chain integration (SCI) and supply chain flexibility (SCF) to develop a two-dimensional approach, i.e. integrated flexibility.

Design/methodology/approach

Building on a relational view and dynamic capability theory, this paper argues that integrated flexibility is the strategy that enables organisations to achieve different positions and states to create distinctive capability. The article has proposed the conceptual framework that connects different supply chain strategies and practices to improve supply chain performance (SCP) considering the cross-disciplinary approach.

Findings

The conceptual framework around the new perspective, i.e. integrated flexibility, is built to deal with issues related to operations management. The paper suggests examining the mediating effect of SCF between SCI and SCP and the moderating role of knowledge management (KM), data analytics (DA) and quality management (QM) practices on their relationship. Moreover, research direction in terms of propositions and implications are developed to showcase how underlying practices streamline the supply chain and lead to superior SCP.

Practical implications

The proposed framework discusses the degree of integration and flexibility levels to guide practitioners in designing a supply chain strategy with their partners and answering how much resources need to be extended to achieve flexible operations and realise SCP.

Originality/value

Authors have developed an entirely new integrated flexibility concept that provides a base to sustain in the competitive market. The foundation of integrated flexibility is built on relational view and dynamic capability theory and supported by DA, QM and KM.