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The road to supply chain agility: an RBV perspective on the role of logistics capabilities

The road to supply chain agility: an RBV perspective on the role of logistics capabilities Purpose – The concept of supply chain agility (SCA) has been identified as one of the most important issues in supply chain management literature. However, despite the popularity of the concept, many attributes of SCA are largely unexplored. One area that is deficient in research is the antecedents of SCA. This paper aims to seek further theory development by addressing these gaps in the SCA literature. Design/methodology/approach – Data for this study were obtained from a field survey. A mail questionnaire was constructed that contained items measuring the constructs of interest. The theoretical model was evaluated using structural equation modeling. Findings – The findings indicate that logistics capabilities positively impact SCA. The results provide empirical evidence for logistics’ unique and critical role in helping firms respond in a timely and effective manner to market volatility and other uncertainties. Research limitations/implications – As is the case with most supply chain survey research, the constructs of interest were evaluated based on the perception of a single party involved in a specific relationship. Future research using multiple dyads or triads within various supply chains could address this limitation. Practical implications – If limited resources are available for investment (as is often the case), a more balanced distribution of resources toward the development of multiple logistics capabilities (e.g. demand‐management interface, information‐management interface) is preferred to pooling all the resources toward the development of a single capability (e.g. information‐management interface). Originality/value – Considering logistics’ boundary‐spanning nature, prior research suggest that logistics capabilities perform a key role in achieving SCA. However, the relationship between firm‐specific logistics capabilities and SCA has not been empirically tested. This paper address that gap in the research. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The International Journal of Logistics Management Emerald Publishing

The road to supply chain agility: an RBV perspective on the role of logistics capabilities

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References (101)

Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
0957-4093
DOI
10.1108/IJLM-07-2012-0062
Publisher site
See Article on Publisher Site

Abstract

Purpose – The concept of supply chain agility (SCA) has been identified as one of the most important issues in supply chain management literature. However, despite the popularity of the concept, many attributes of SCA are largely unexplored. One area that is deficient in research is the antecedents of SCA. This paper aims to seek further theory development by addressing these gaps in the SCA literature. Design/methodology/approach – Data for this study were obtained from a field survey. A mail questionnaire was constructed that contained items measuring the constructs of interest. The theoretical model was evaluated using structural equation modeling. Findings – The findings indicate that logistics capabilities positively impact SCA. The results provide empirical evidence for logistics’ unique and critical role in helping firms respond in a timely and effective manner to market volatility and other uncertainties. Research limitations/implications – As is the case with most supply chain survey research, the constructs of interest were evaluated based on the perception of a single party involved in a specific relationship. Future research using multiple dyads or triads within various supply chains could address this limitation. Practical implications – If limited resources are available for investment (as is often the case), a more balanced distribution of resources toward the development of multiple logistics capabilities (e.g. demand‐management interface, information‐management interface) is preferred to pooling all the resources toward the development of a single capability (e.g. information‐management interface). Originality/value – Considering logistics’ boundary‐spanning nature, prior research suggest that logistics capabilities perform a key role in achieving SCA. However, the relationship between firm‐specific logistics capabilities and SCA has not been empirically tested. This paper address that gap in the research.

Journal

The International Journal of Logistics Management – Emerald Publishing

Published: May 6, 2014

Keywords: Supply chain management; Demand management

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