Becoming a 100 per cent e‐corporation: benefits of pursuing an e‐supply chain strategy

Abstract

Purpose

The objective of this paper is to present a case study of an organisation in pursuit of becoming a 100 per cent e‐corporation.

Design/methodology/approach

This exploratory research case study documents the deployment of two e‐supply chain initiatives undertaken by the organisation, highlighting the benefits of these initiatives to the organisation.

Findings

The findings of this study suggest that, while benefits can be realised from creating an e‐supply chain, an organisation needs to ensure a common understanding and definition of what it is striving to achieve in undertaking an e‐supply chain initiative in an effort to become a 100 per cent e‐corporation.

Research limitations/implications

A limitation of this study relates to the fact that Intel's suppliers were not interviewed as part of this research, although available supplier‐related documentation was analysed.

Practical implications

Intel is identified as being quite a distance from achieving its ultimate goal of becoming a “100 per cent e‐corporation”. This paper highlights the fact that a shared understanding throughout the entire organisation of what a “100 per cent e‐corporation” means is a key requirement for any organisation undertaking such an initiative.

Originality/value

The principal contribution of this paper is the fact that it refers to a previously unused term – “100 per cent e‐corporation”. The exact meaning of this term has many interpretations within the case studied in this paper, and indeed this will also be true in all organisations pursuing such an e‐supply chain strategy.

Citation

Sammon, D. and Hanley, P. (2007), "Becoming a 100 per cent e‐corporation: benefits of pursuing an e‐supply chain strategy", Supply Chain Management, Vol. 12 No. 4, pp. 297-303. https://doi.org/10.1108/13598540710759817