Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Supply chain effectiveness: strategy and integration

Supply chain effectiveness: strategy and integration Purpose – Supply chain effectiveness has never been more important to commercial success. Yet, the overall experience to date has been disappointing for too many companies. This article sets out to explain why, arguing that technology alone is not the answer and that strategy and management considerations are also crucial. Design/methodology/approach – The article seeks to achieve its aims by drawing on the most relevant ideas from the thought‐leadership literature, along with striking illustrations from the general business press. The author draws on his own years of experience teaching, researching and writing on supply chain strategy to distill a number of insights and implications of particular value to business strategists. Findings – The main insight offered is that effective supply chain management requires the ability to meet two main challenges, a strategic challenge and an integration challenge. The strategic challenge centers around two key questions, what to outsource and when to partner. The integration challenge emerges from current trends toward more complex and web‐like supply chains, where effective supply chain integration is increasingly becoming a strategic capability and potential source of sustainable competitive advantage in its own right. Originality/value – The article contributes both perspective and prescription. It offers perspective on the two major challenges identified, strategy and integration. It also offers more specific guidance on how to go about deciding what to outsource and when to partner, identifying and assessing the most significant opportunities and risks. It further offers guidance on what to prioritize when setting out to meet the supply chain integration challenge. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Handbook of Business Strategy Emerald Publishing

Supply chain effectiveness: strategy and integration

Brian Leavy
Handbook of Business Strategy , Volume 7 (1): 6 – Jan 1, 2006
Download PDF
6 pages

Loading next page...
 
/lp/emerald-publishing/supply-chain-effectiveness-strategy-and-integration-eaedvoaB39
Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
1077-5730
DOI
10.1108/10775730610619025
Publisher site
See Article on Publisher Site

Abstract

Purpose – Supply chain effectiveness has never been more important to commercial success. Yet, the overall experience to date has been disappointing for too many companies. This article sets out to explain why, arguing that technology alone is not the answer and that strategy and management considerations are also crucial. Design/methodology/approach – The article seeks to achieve its aims by drawing on the most relevant ideas from the thought‐leadership literature, along with striking illustrations from the general business press. The author draws on his own years of experience teaching, researching and writing on supply chain strategy to distill a number of insights and implications of particular value to business strategists. Findings – The main insight offered is that effective supply chain management requires the ability to meet two main challenges, a strategic challenge and an integration challenge. The strategic challenge centers around two key questions, what to outsource and when to partner. The integration challenge emerges from current trends toward more complex and web‐like supply chains, where effective supply chain integration is increasingly becoming a strategic capability and potential source of sustainable competitive advantage in its own right. Originality/value – The article contributes both perspective and prescription. It offers perspective on the two major challenges identified, strategy and integration. It also offers more specific guidance on how to go about deciding what to outsource and when to partner, identifying and assessing the most significant opportunities and risks. It further offers guidance on what to prioritize when setting out to meet the supply chain integration challenge.

Journal

Handbook of Business Strategy – Emerald Publishing

Published: Jan 1, 2006

Keywords: Supply chain management; Corporate strategy; Partnerships; Outsourcing

References

  • Metamorphosis in the auto industry
    Benko, C.; McFarlan, W.
  • Xilinx improves its semiconductor supply chain using product and process postponement
    Brown, A.O.; Lee, H.L.; Petrakian, R.
  • Cisco’s comeback
    Burrows, P.
  • The Innovator’s Solution
    Christensen, C.M.; Raynor, M.E.
  • Why outsourcing is in
    Chung, A.; Jackson, T.; Laseter, T.
  • Using supplier networks to learn faster
    Dyer, J.H.; Hatch, N.W.
  • Mass customisation at Hewlett‐Packard: the power of postponement’
    Feitzinger, E.; Lee, H.L.
  • What is the right supply chain for your product?
    Fisher, M.L.
  • From vertical to virtual: how Nortel’s supplier alliances extend the enterprise
    Fisher, L.M.
  • Avoid the pitfalls in supplier development
    Handfield, R.B.; Krause, D.R.; Scannell, T.V.; Monczka, R.M.
  • Risk‐adjusted supply chain management
    Hauser, L.M.
  • Capturing the value of supply chain management
    Heckmann, P.; Shorten, D.; Engel, H.
  • Lenovo to acquire IBM Personal Computing Division: creating new leading PC business with global market reach
    IBM
  • Building the advantaged supply network
    Jackson, B.; Winkler, C.
  • Supply chain challenges: building relationships
    Kirby, J.
  • The supply chain management effect
    Kopczak, L.R.; Johnson, M.E.
  • Balanced sourcing the Honda way
    Laseter, T.M.
  • Two strategic perspectives on the buyer‐supplier relationship
    Leavy, B.
  • Aligning supply chain strategies with product uncertainties
    Lee, H.L.
  • Secrets of the masters
    O’Connor, R.
  • Beyond utopia: the realist’s guide to internet‐enabled supply chain management
    Oliver, K.; Chung, A.; Samanich, N.
  • Competitive Strategy
    Porter, M.E.
  • Creating and leveraging core competencies
    Prahalad, C.K.; Fahey, L.; Randall, R.M.
  • Strategic outsourcing: leveraging knowledge capabilities
    Quinn, J.B.
  • The advantages of partnering well
    Rudzki, R.A.
  • Canon: Global Responsibilities and Local Decisions
    Sandoz, P.
  • Detroit tries it the Japanese way
    Welch, D.; Kerwin, K.