Supplier integration and company performance: A configurational view |
| |
| Institution: | 1. Universiti Sains Malaysia, School of Management, Universiti Sains Malaysia, 11800 Penang, Malaysia;2. INTI International College Penang, 1-Z, Lebuh Bukit Jambul, 11900 Penang, Malaysia;3. Association of Malaysian Hauliers, 2nd Floor, Northport B, Jalan Pelabuhan, Pelabuhan Utara, 42000, Port Klang, Selangor, Darul Ehsan, Malaysia;4. University of Sargodha, Department of Business Administration, University of Sargodha, Sargodha, Pakistan;1. University of Michigan, School of Public Health, Department of Health Management and Policy, 1415 Washington Heights, Ann Arbor, MI, 48109, United States of America;2. European Observatory on Health Systems and Policies, Technische Universität Berlin EB2 EB 2, Department of Health Care Management, Strasse des 17. Juni 145, 10623, Berlin, Germany;3. Berlin University of Technology, Technische Universität Berlin, Department of Health Care Management, Strasse des 17. Juni 145, 10623, Berlin, Germany;1. Department of Operations Management and Strategy, School of Management, University at Buffalo (SUNY), 326F Jacobs Management Center, Buffalo, NY 14260-4000, USA;2. School of Information Studies, Syracuse University, Syracuse, NY 13244, USA;3. College of Business, University of Michigan - Dearborn, 19000 Hubbard Dr., Dearborn, MI 48126, USA;1. Miller College of Business, Ball State University, Muncie, IN 47306, USA;2. School of Business Administration, University of Houston-Victoria, Katy, TX 77449, USA;1. Business Division, Institute of Textiles and Clothing, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong;2. Department of Logistics and Maritime Studies, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong;3. Institute for Information Management and Control, Vienna University of Economics and Business, Welthandelsplatz 1, 1020 Vienna, Austria |
| |
| Abstract: | Supplier integration is considered a key managerial strategy for improving buyer performance. This study adopts a configurational approach to supplier integration, based on the interaction and complementarity between supply chain management practices. In this perspective, this study explores the impact of supplier integration and measures aimed at creating a fast supply network structure on buyer performance. This research also attempts to ascertain whether these practices can exert a synergic effect. After examining data from a sample of 186 manufacturing plants, we can conclude that while taken singly supplier integration and fast supply network structure practices have a markedly positive effect on the performance goals considered (i.e., efficiency, schedule attainment and flexibility); in addition, they interact to produce an additional synergic effect on efficiency and schedule attainment. The analyses also reveal that investing in FSNS or SI initiatives alone can be risky. On one hand, when companies fail to make any effort to structure their supply network in order to achieve fast lead times, the impact of supplier integration on efficiency and schedule attainment may be hindered and, in extreme cases, supplier integration might even have no impact at all. On the other hand, investing only in fast supply network structure initiatives, without striving to achieve an adequate level of supplier integration might well be useless: indeed, even detrimental to any improvement in performance. These findings provide useful guidelines for managers who must decide how to combine supplier integration and fast supply network structure initiatives in order to improve or maximize performance. |
| |
| Keywords: | |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
