Supply Management (supply + management)

Distribution by Scientific Domains


Selected Abstracts


SUPPLY MANAGEMENT, SUPPLY FLEXIBILITY AND PERFORMANCE OUTCOMES: AN EMPIRICAL INVESTIGATION OF MANUFACTURING FIRMS

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2010
YING LIAO
Increasingly, the global market environment is becoming more turbulent, complex and uncertain. Literature has explored the importance of supply management and its direct impact on performance. However, the nature of strategic supply management and its impact on supply flexibility needs further clarification in the context of the use of supplier resources and supplier network coordination. This research presents a model of supply management, supply flexibility and supply chain performance. In this study, we examine the relationships between supply management and supply flexibility, and extend the concept of supply flexibility in terms of supplier flexibility and supply network flexibility on relevant supply chain performance measures. Data for the study were collected from 201 manufacturing firms, and the measurement scales of supply flexibility were tested and validated using structural equation modeling. The results indicate strong, positive and direct relationships between supply management practices and supply flexibility, and between supply flexibility and supply chain performance. Concluding theoretical and managerial implications are discussed. [source]


Supply Management Under High Goal Incongruence: An Empirical Examination of Disintermediation in the Aerospace Supply Chain

DECISION SCIENCES, Issue 3 2008
Christian L. Rossetti
ABSTRACT Aftermarket sales and profits are becoming an increasingly important part of an original equipment manufacturer's (OEM) business model. Because replacement parts often do not require further manufacturing, OEMs act as intermediaries in the aftermarket. As with any intermediary, the OEM must concern itself with suppliers disintermediating its supply chain selling replacement parts directly to the OEM's customers. We frame supply chain disintermediation (SCD) as a principal,agent contracting problem between an OEM buyer and a supplier. Hypotheses relate contract conditions, goal incongruence, supplier capabilities and contract enforcement to SCD. The data are collected from the aerospace industry using a multimethod study, combining an Internet-based survey with archival data. Causal modeling with structural equation modeling (SEM) shows general support for the hypotheses. Particularly, SCD is positively related to buyer,supplier goal incongruence. The agency model offers insights that differ from previous transaction-cost-based models of buyer,supplier relationships. OEM buyers with a lucrative aftermarket should consider aligning goals through incentives rather than relying entirely on economic hostages associated with specific assets. [source]


SPECIAL TOPIC FORUM ON SUSTAINABLE SUPPLY CHAIN MANAGEMENT: INTRODUCTION AND REFLECTIONS ON THE ROLE OF PURCHASING MANAGEMENT,

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 4 2009
DANIEL R. KRAUSE
This paper introduces a special topic forum on "Sustainable Supply Chain Management." Before introducing the papers included in the forum, the authors provide thoughts on the direction and future of sustainability research, particularly in the context of purchasing and supply chain management. The underlying premise that structures our discussion is straightforward: a company is no more sustainable than its supply chain. As such the purchasing function becomes central in a company's sustainability effort. In doing so, we reflect on the relationship between purchasing management and sustainable development by drawing from Kraljic's seminal article on how "Purchasing Must Become Supply Management." [source]


Environmental Uncertainty and Strategic Supply Management: A Resource Dependence Perspective and Performance Implications

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2007
Antony Paulraj
SUMMARY Environmental uncertainty plays a crucial role in the implementation of strategic supply management initiatives. The current study adopts the resource dependence theory to explain the direct effect of supply chain uncertainties on strategic supply management, operationalized as a second-order construct comprising strategic purchasing, long-term relationship orientation, interfirm communication, cross-organizational teams and supplier integration. Using structural equation modeling, the 200-firm sample provided evidence that strategic supply management is driven by supply and technology uncertainty. Demand uncertainty, on the other hand, was not found to have a significant impact on strategic supply management. Findings further support the link between strategic supply management and the performance of both buying and supplying firms. [source]


A Contingency Perspective of Communication, Conflict Resolution and Buyer Search Effort in Buyer-Supplier Relationships

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 1 2004
Cindy Claycomb
SUMMARY This study investigates the moderating effects of buying context on the relationship between communication elements and the effort buyers exert while searching for new suppliers throughout a buyer-supplier relationship development process. A mail survey of members of the Institute for Supply ManagementÔ was conducted and the data were analyzed using moderated regression. The results suggest that company size, buyer experience, relationship duration and relationship importance affect the association between a buyer's search effort and the communication elements. Interestingly, the buying context affects the relationship between search effort and the communication elements in different ways and to a different extent in each stage of the relationship development process. [source]


The Impact of Interpersonal Satisfaction on Repurchase Decisions

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2003
Michael W. Preis
SUMMARY Having once made a purchase from a supplier, customer satisfaction has been found to drive buyers'decisions about the firms from which they will repurchase goods or services. Interpersonal satisfaction, the gratification that buyers receive from relationships with salespeople, is an important component of overall customer satisfaction. Even with the growing role of technology in procurement and supply chain management, interpersonal relationships between individual buyers and sellers are an important factor in supplier selection. Other components of overall satisfaction are satisfaction with the product or service and satisfaction with the performance of the supplier. In order to measure the role of these several aspects of overall satisfaction, a survey of Institute for Supply ManagementÔ (ISM) members responsible for making repurchase decisions was conducted. The results demonstrate that satisfaction with the product, satisfaction with the supplier's performance, and satisfaction with the salesperson are correlated with intention to repurchase. Managerial implications of the results are discussed. [source]


,Sowing the Seeds of Their Own Destruction': Southern Planters, State Policy and the Market, 1933,1975

JOURNAL OF AGRARIAN CHANGE, Issue 2 2006
BILL WINDERS
In this article, I examine the relationship between class, state and market. I analyse the process of class transformation, tracing the demise of the Southern planters. Scholars analysing the retrenchment of US agricultural policy in the 1970s frequently overlook the profound influence that this class segment had on the agricultural policy of price supports and production controls. Yet, this policy of supply management contributed to the transformation of the plantation,tenant system in the South. This transformation created an opportunity for the emergence of the civil rights movement, which further weakened the Southern planters and allowed for changes in agricultural policy. The retrenchment of agricultural policy between 1950 and 1975, then, must be understood in light of this process of class transformation. [source]


SUPPLY MANAGEMENT, SUPPLY FLEXIBILITY AND PERFORMANCE OUTCOMES: AN EMPIRICAL INVESTIGATION OF MANUFACTURING FIRMS

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2010
YING LIAO
Increasingly, the global market environment is becoming more turbulent, complex and uncertain. Literature has explored the importance of supply management and its direct impact on performance. However, the nature of strategic supply management and its impact on supply flexibility needs further clarification in the context of the use of supplier resources and supplier network coordination. This research presents a model of supply management, supply flexibility and supply chain performance. In this study, we examine the relationships between supply management and supply flexibility, and extend the concept of supply flexibility in terms of supplier flexibility and supply network flexibility on relevant supply chain performance measures. Data for the study were collected from 201 manufacturing firms, and the measurement scales of supply flexibility were tested and validated using structural equation modeling. The results indicate strong, positive and direct relationships between supply management practices and supply flexibility, and between supply flexibility and supply chain performance. Concluding theoretical and managerial implications are discussed. [source]


Environmental Uncertainty and Strategic Supply Management: A Resource Dependence Perspective and Performance Implications

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2007
Antony Paulraj
SUMMARY Environmental uncertainty plays a crucial role in the implementation of strategic supply management initiatives. The current study adopts the resource dependence theory to explain the direct effect of supply chain uncertainties on strategic supply management, operationalized as a second-order construct comprising strategic purchasing, long-term relationship orientation, interfirm communication, cross-organizational teams and supplier integration. Using structural equation modeling, the 200-firm sample provided evidence that strategic supply management is driven by supply and technology uncertainty. Demand uncertainty, on the other hand, was not found to have a significant impact on strategic supply management. Findings further support the link between strategic supply management and the performance of both buying and supplying firms. [source]


Supply Management Strategies for the Future: A Delphi Study

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2005
Jeffrey A. Ogden
Summary As supply management becomes more involved in strategic decisions, an understanding of the various strategies that it can employ is crucial. This research uses a multiround Delphi study of key procurement and supply management executives to better understand which procurement and supply management strategies may lead to significant improvements over the next 5,10 years. The results indicate that strategies such as increased integration, information sharing and collaboration among supply chain members are most likely to be implemented and will have the largest impact on organizations. However, this integration will not include joint investment or asset sharing, will be limited to one tier in the supply chain, and will not heavily involve e-markets and electronic auctions. [source]


The Impact of Purchasing and Supply Management Activities on Corporate Success

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 1 2002
Lisa M. Ellram
SUMMARY Purchasing and supply management (PSM) has gained a great deal of attention in recent years as both a source of cost savings (Ellram 1996) and a source of competitive advantage (Fine 1998). This article attempts to link PSM best practices to corporate success. The article begins with an introduction and a brief survey of the literature. The research method is presented, followed by a discussion of the hypotheses tested. Next, the results of the research are presented and discussed. The article concludes with managerial and research implications. [source]


Operations Risk Management: Overview of Paul Kleindorfer's Contributions

PRODUCTION AND OPERATIONS MANAGEMENT, Issue 5 2007
Morris A. Cohen
This paper reviews Paul Kleindorfer's contributions to Operations Management (OM), with a special focus on his research on risk management. An annotated bibliography of selected other contributions reviews the breadth of topics that have occupied Kleindorfer's research attention over his now 45 + years of research. These include optimal control theory, scheduling theory, decision sciences, investment planning and peak load pricing, plus a number of important applications in network industries and insurance. In the area of operations risk management, we review recent work that Kleindorfer and his colleagues in the Wharton Risk Center have undertaken on environmental management and operations, focusing on process safety and environmental risks in the chemical industry. This work is directly related to Kleindorfer's work in the broader area of "sustainable operations", which he, Kal Singhal and Luk Van Wassenhove recently surveyed as part of the new initiative at POMS to encompass sustainable management practices within the POMS community. Continuing in the area of supply chain risks, the paper reviews Kleindorfer's contributions to the development of an integrated framework for contracting and risk hedging for supply management. The emphasis on alignment of pricing, performance and risk management in this framework is presaged in the work undertaken by Kleindorfer and his co-authors in the 1980s on after-sales support services for high-technology products. This work on supply chain risk, and its successors, is reviewed here in light of its growing importance in managing the unbundled and global supply chains characteristic of the new economy. [source]


Company Competencies as a Network: The Role of Product Development

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2000
Hanne Harmsen
Product development managers and academics like to assure themselves and each other that new product development is one of the most critical areas of company competence and contributes positively to company success. But does top management agree? Because if they do not, the consequences will heavily influence the resource allocation to product development and career possibilities of new product developments manager. This study examines how top managers view the importance of product development relative to other central competence areas. Although asking managers about their perception is one way of evaluating the importance, its contribution to company success is another important measure. In this study, the impact of product development, relative to other important competence areas, is measured to assess further how critical product development is for overall company success. The authors investigate these matters in a survey of top managers in 513 Danish production companies. Ten areas important for achieving company objectives are identified. These are product development, market intelligence, production management, strategy and vision, sales, market responsiveness, promotion, internal co-operation, image, and supply management. Product development is rated a fairly important competence as it ranks number four, with sales, market responsiveness, and production management ranking numbers one to three. Yet a distressing negative impact on overall company success is found for product development proficiency, whereas success is positively related to production management, image, and differentiation of products. Further analysis reveals that product development contributes positively to success by enabling product differentiation and enhancing promotion proficiency. Influenced by and influencing many other competencies, product development is found to be a central competence. Results support a nonfunctional and broad perspective of how bundles of competences interact and impact on success and establish a positive overall contribution to product development. [source]


Canadian Agricultural Programs and Policy in Transition

CANADIAN JOURNAL OF AGRICULTURAL ECONOMICS, Issue 4 2008
Andrew Schmitz
Canada does not have an agricultural policy, rather it has agricultural programs. The history of price and income stabilization programs is discussed along with supply management. Programs for the grains and oilseeds sectors have witnessed major changes while supply management has not. Canadian agricultural policy falls under the responsibility of both federal and provincial governments. As a result, farmers in Alberta, for example, receive far greater assistance than farmers in Saskatchewan. Under the new Canadian farm program (CAIS) large payments have been made to Canadian farmers even though many of the farmers who applied for CAIS payments received none. Le Canada ne possède pas de politique agricole, mais plutôt des programmes agricoles. Le présent article porte sur l'histoire du programme de stabilisation du revenu, du programme de stabilisation des prix et de la gestion de l'offre. Contrairement à la gestion de l'offre, les programmes destinés aux secteurs des céréales et des oléagineux ont subi des modifications importantes. La politique agricole canadienne relève des gouvernements fédéral et provinciaux. Par conséquent, les agriculteurs de l'Alberta, par exemple, reçoivent une aide supérieure à celle accordée aux agriculteurs de la Saskatchewan. Dans le cadre du nouveau Programme canadien de stabilisation du revenu agricole (PCSRA), certains producteurs ont reçu des paiements importants alors que de nombreux autres producteurs ayant fait une demande n'ont rien reçu. [source]


Identifying and Applying a Comparative Advantage Framework in Canadian Supply-Managed Agriculture

CANADIAN JOURNAL OF AGRICULTURAL ECONOMICS, Issue 2 2008
Michael Katz
The marketing of table eggs, broiler hatching eggs, chickens, and turkeys in Canada is limited by federal and provincial supply management (SM) legislation through production quotas. The respective national regulatory agencies in each of these industries allocate, among the provinces, growth in national quotas called "overbase." Federal legislation stipulates that the allocation of overbase among provinces must take into account the principle of comparative advantage (CA) of production. None of the agencies pertaining to the feather industry has ever identified and applied CA in national quota allocation decisions. To fill this void, we modify the revealed comparative advantage approach developed by Balassa and Bowen to identify CA and develop a provincial agricultural CA index to assign overbase allocations among provinces. Overbase quota allocations should shift toward the agriculturally intensive Prairie provinces that have a CA in the Canadian feather industry and away from the nonagricultural industry-intensive provinces. Our method of SM overbase quota allocation is consistent with the objectives of Canadian SM legislation. Au Canada, la commercialisation des æufs de consommation, des æufs d'incubation de poulet de chair, du poulet et du dindon est régie par un régime de gestion de l'offre encadré par des lois fédérales et provinciales. Chaque organisme de réglementation national divise, entre les provinces, la croissance des contingents nationaux appelés ,contingent supplémentaire,. La loi fédérale stipule que l'attribution des contingents supplémentaires entre les provinces doit tenir compte du principe d'avantage comparatif en matière de production. Aucun des organismes du secteur de la volaille n'a déterminé l'avantage comparatif ni ne l'a appliqué dans les décisions d'attribution des contingents nationaux. Pour combler cette lacune, nous avons modifié la méthode de ,l'avantage comparatif révélé,élaborée par Balassa (1965) et Bowen (1983; 1985; 1986) pour déterminer l'avantage comparatif et établir un index des avantages comparatifs agricoles provinciaux pour l'attribution des contingents supplémentaires entre les provinces. L'attribution des contingents supplémentaires devrait être dirigée vers les provinces des Prairies très agricoles qui ont un avantage comparatif dans le secteur canadien de la volaille et devrait être écartée des provinces moins agricoles. Notre méthode d'attribution des contingents supplémentaires concorde avec les objectifs de la loi canadienne sur la gestion de l'offre. [source]


Optimal Generic Advertising with a Rationed Related Good: The Case of Canadian Beef and Chicken Markets

CANADIAN JOURNAL OF AGRICULTURAL ECONOMICS, Issue 2 2002
J. A. L. Cranfield
An optimal advertising rule is derived for a good sold in an open market (beef) when a related substitute good (chicken) is production rationed and whose imports are subject to trade restrictions. Such a rule is developed using a multi-market equilibrium displacement model that reflects demand interrelatedness, open trade of the advertised good (beef), with rationed production and restricted trade of the related good (chicken). The optimal rule nests earlier optimal advertising rules under a variety of conditions. Results underscore the importance of accounting for cross-product advertising effects. When these effects are present (absent), the optimal generic beef advertising intensity in Canada is shown to fall (rise) with elimination of supply management in Canada's chicken sector. L'auteur dérive une règie sur l'optimisation de la publicité pour un produit vendu sur un marché libre (b,uf) en présence d'un produit de substitution rationné dont on restreint les importations. Pour parvenir à une telle règie, l'auteur a utilisé un modèle de déplacement du point d'équilibre sur un marché multiple illustrant les liens entre la demande des produits concernés, le libre-échange du produit faisant l'objet de la publicité (b,uf) et la restriction de la production et des importations du produit apparenté (poulet). La règie d'optimisation englobe les règles antérieures sur l'optimisation de la publicité dans diverses situations. Les résultats soulignent qu'il est important de prendre en compte les retombées de la publicité sur les autres produits. Au Canada, en présence (absence) de telles retombées, le degré optimal de publicité générique sur le b,uf diminue (augmente) avec l'abolition de la gestion de l'offre de poulet. [source]