Emerald | Integrated Manufacturing Systems | Table of Contents

Internet supporting the procurement process: lessons from four case studies

literatinetwork@emeraldinsight.com (Emilio Bartezzaghi, Stefano Ronchi) — Mon, 01 Dec 2003 00:00:00 +0000

Abstract

Industrial relationships among companies within the supply chain and procurement processes are changing to cope with new threats and opportunities arising from Internet technologies. The adoption of Web-based tools in the procurement process allows firms to either reduce transaction costs or improve internal procurement process efficiency, or even increase collaboration with suppliers. The aim of this research is to analyze and understand main factors driving the adoption of Internet-based tools in customer-supplier relationships. The evidence presented is based on four in-depth case studies (two European and two American) carried out within a joint-research project of the Massachusetts Institute of Technology and Politecnico di Milano.

The use of EDI for interorganisational co-operation and co-ordination in the supply chain

literatinetwork@emeraldinsight.com (Angel Martínez Sánchez, Manuela Pérez Pérez) — Mon, 01 Dec 2003 00:00:00 +0000

Abstract

This article analyses the moderation effect of co-operation on electronic data interchange (EDI) adoption, and the influence of EDI use on the co-ordinating activities in the automotive supply chain. The empirical results from a survey of 116 Spanish automotive suppliers indicate that EDI adopters perceive more operational benefits, more external pressure and mutual understanding, and fewer technical and organisational difficulties than do non-adopters of EDI. The use of EDI is greater among suppliers that perceive more strategic benefits and fewer cost and organisational difficulties, have a proactive management, are less dependence on suppliers, and adopt EDI earlier. Co-operation is a moderator of organisational difficulties for EDI adoption and use, and strategic benefits for the use of EDI. The results also show that companies use EDI to become more co-ordinated with suppliers and customers.

An exploratory analysis of extended grocery supply chain operations and home delivery

Mon, 01 Dec 2003 00:00:00 +0000

Abstract

This article examines ordering and delivery data from several home delivery grocers in both the USA and the UK. Contrary to popular perceptions, the demise of home delivery grocers (or Internet grocers as they were known during the artificial boom period of 1997-2000) was exaggerated. In fact, sales for grocery home delivery are currently at least 50 per cent higher than their “peak” in 2000. This article examines the operational challenges involved in offering this value-added service to consumers and posits the argument that prior efforts (notably Webvan) failed in large part due to poor operational execution and poorly planned business models. Closes with some insights regarding the problems which must be addressed if this extended grocery channel is to become successful in the long run.

Improving manufacturers’ distribution performance and customer service in grocery products supply in Brazil: a longitudinal study

Mon, 01 Dec 2003 00:00:00 +0000

Abstract

This article deals with the evolution of customer service practices in grocery products distribution in Brazil (1994-2001), based on a longitudinal survey of grocery retailers. Data were collected on retailers’ expectations on four relevant dimensions of customer logistics service provided by manufacturers, as well as on their perceptions of logistics service performance of the typical supplier and the best supplier. The evolution of the gaps between retailers’ expectations and manufacturers’ perceived distribution performance was investigated, as well as a trend in terms of an increase or decrease in customer satisfaction with service provided by suppliers in such dimensions. Results indicate that retailers typically tend to be satisfied with the service provided by their suppliers. In addition, there may be an adjustment of distribution performance to expectations of retailers and to the provision, in some cases, of service above customer expectations.

Operations strategy formation – a continuous process

literatinetwork@emeraldinsight.com (Linda Nielsen-Englyst) — Mon, 01 Dec 2003 00:00:00 +0000

Abstract

This article describes and analyses observations from a longitudinal case study to advance an understanding of operations strategy formation as a continuous process. The managerial practices of the case company are analysed in relation to four general desired outcomes of a strategy process, and a process design is constructed as an example of good practice. Regarding strategy formation as a continuous part of the normal management process, the process design is proposed as a relevant alternative to the traditional discontinuous practice of strategy formation. The interplay between modes of strategy formation in different phases of the process is discussed, indicating the varying roles of managers.

Exploring the contours of supply chain management

Mon, 01 Dec 2003 00:00:00 +0000

Abstract

Supply chain management (SCM) is becoming a popular concept both in research and in practice. At the EurOMA Conference in Copenhagen in 2002 many papers focused on SCM as a research topic. Similarly, an increasing number of companies are establishing positions as supply chain managers. SCM is also a popular theme for trade journals and management conferences. The quest for integration is an explicit or implicit assumption in most literature within SCM. The basic hypothesis is “the more integration – the better the management of the chain”. This article discusses what the term “management” in the concept of SCM stands for. The integration assumption as a “cure all” prescription for SCM is challenged, and questions raised as to when it is possible and desirable to exercise management in supply chains. The main thesis is that it depends very much on the “environment” of the supply chain and the power relations between the participants in the supply chain.