Supply chain integration using a maturity scale

Supply chain integration using a maturity scale Purpose – Outsourcing of non‐core activities and the subsequent vertical disintegration within manufacturing organisations have necessitated the need for process integration in the supply chain. The purpose of this paper is to develop a maturity scale to assess supply chain integration and hence improvement in supply chain performance. Design/methodology/approach – The research involved carrying out a questionnaire survey of UK manufacturing companies. In total, 29 responses were analysed. Findings – The insight gained from the research is that the “soft” collaborative issues rather than the “hard” technological issues are the main drivers to improved supply chain performance. Most of the companies surveyed are still grappling with internal process integration with very few companies achieving closer integration with their customers. Practical implications – Empirical evidence is found about an organisation's true stage of supply chain integration which affects its performance. Hard and soft variables or certain combinations of these do have a positive or negative effect on organisational performance. Originality/value – A maturity scale is developed to capture an organisation's stage of supply chain integration. This scale also draws on relationships with organisational performance. As a maturity scale, it also shows direction or migratory paths to higher stages of supply chain integration. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Manufacturing Technology Management Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1741-038X
DOI
10.1108/17410380810877258
Publisher site
See Article on Publisher Site

Abstract

Purpose – Outsourcing of non‐core activities and the subsequent vertical disintegration within manufacturing organisations have necessitated the need for process integration in the supply chain. The purpose of this paper is to develop a maturity scale to assess supply chain integration and hence improvement in supply chain performance. Design/methodology/approach – The research involved carrying out a questionnaire survey of UK manufacturing companies. In total, 29 responses were analysed. Findings – The insight gained from the research is that the “soft” collaborative issues rather than the “hard” technological issues are the main drivers to improved supply chain performance. Most of the companies surveyed are still grappling with internal process integration with very few companies achieving closer integration with their customers. Practical implications – Empirical evidence is found about an organisation's true stage of supply chain integration which affects its performance. Hard and soft variables or certain combinations of these do have a positive or negative effect on organisational performance. Originality/value – A maturity scale is developed to capture an organisation's stage of supply chain integration. This scale also draws on relationships with organisational performance. As a maturity scale, it also shows direction or migratory paths to higher stages of supply chain integration.

Journal

Journal of Manufacturing Technology ManagementEmerald Publishing

Published: Jun 6, 2008

Keywords: Supply chain management; Manufacturing resource planning; Control system; Integration

References

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