Online from: 1996
Subject Area: Operations and Logistics Management
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|Title:||Antecedents for the adoption and execution of supply chain management|
|Author(s):||Herbert Kotzab, (Department of Operations Management, Copenhagen Business School, Copenhagen, Denmark, and Caledonian Business School, Glasgow Caledonian University, Glasgow, UK), Christoph Teller, (Institute for Retail Studies, University of Stirling, Stirling, UK), David B. Grant, (Logistics Research Centre, Heriot-Watt University, Edinburgh, UK), Leigh Sparks, (Institute for Retail Studies, University of Stirling, Stirling, UK)|
|Citation:||Herbert Kotzab, Christoph Teller, David B. Grant, Leigh Sparks, (2011) "Antecedents for the adoption and execution of supply chain management", Supply Chain Management: An International Journal, Vol. 16 Iss: 4, pp.231 - 245|
|Keywords:||Antecedents, Execution, Integration, Supply chain management|
|Article type:||Research paper|
|DOI:||10.1108/13598541111139053 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||Received: October 2010Accepted: January 2011|
Purpose – The purpose of this paper is to develop a conceptual model that includes drivers of supply chain management (SCM) adoption and execution identified in the literature, provide a set of measurement scales that operationalise constructs within this model, empirically verify a hierarchical order of antecedents that affects the adoption and execution of SCM, and assist management by providing a focus on those SCM conditions and processes that need to be prioritised to increase successful SCM adoption and execution.
Design/methodology/approach – The conceptual model is tested empirically through a survey of 174 senior supply chain managers representing the biggest organisations within a central European country.
Findings – Using structural equation modelling the hypothesised hierarchical order of three proposed antecedents is verified: “internal SCM conditions”, that affect “joint or external SCM conditions”, which in turn influence collaborative “SCM-related processes”. Firms that adopt these steps should enjoy a rigorous and appropriate road to the full execution of SCM.
Research limitations/implications – The survey results reflect the views of large organisations in a country-specific supply chain setting.
Practical implications – The findings provide a hierarchical focus for financial, personnel and management initiatives to increase integration within a supply chain and improve competitiveness.
Originality/value – The major contribution of this paper is that it provides empirical proof of the antecedents that affect the adoption and execution of SCM.
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