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Perception gap and its impact on supply chain performance

Perception gap and its impact on supply chain performance The main purpose of this paper is to frame the perception differences between the buyer and supplier on the supply chain's operational delivery, and to investigate their causal relation to the overall supply chain performance. A conceptual three-level model is developed to theorise the structural existence of the perception gaps in primarily a dyadic buyer-supplier setting. Using the primary data gathered through a major survey exercise, confirmative factor analysis and structural equation modelling were conducted to test the hypotheses on the significance and relevance of the perception gaps in supply chain management. This study provides a better conceptual understanding of the perception differences on the required as well as achieved operational deliveries within the supplier-buyer dyad, and reveals their significant and negative causal impact on the overall supply chain performance. Keywords: perception gaps; supply chain performance management; supply chain integration. Reference to this paper should be made as follows: Lu, D. and Ertek, G. (2015) `Perception gap and its impact on supply chain performance', Int. J. Business Performance and Supply Chain Modelling, Vol. 7, No. 2, pp.122­140. Biographical notes: Dawei Lu is a Principal Teaching Fellow at WMG, University of Warwick, UK. He is a Course Leader for http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Business Performance and Supply Chain Modelling Inderscience Publishers

Perception gap and its impact on supply chain performance

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Publisher
Inderscience Publishers
Copyright
Copyright © 2015 Inderscience Enterprises Ltd.
ISSN
1758-9401
eISSN
1758-941X
DOI
10.1504/IJBPSCM.2015.069919
Publisher site
See Article on Publisher Site

Abstract

The main purpose of this paper is to frame the perception differences between the buyer and supplier on the supply chain's operational delivery, and to investigate their causal relation to the overall supply chain performance. A conceptual three-level model is developed to theorise the structural existence of the perception gaps in primarily a dyadic buyer-supplier setting. Using the primary data gathered through a major survey exercise, confirmative factor analysis and structural equation modelling were conducted to test the hypotheses on the significance and relevance of the perception gaps in supply chain management. This study provides a better conceptual understanding of the perception differences on the required as well as achieved operational deliveries within the supplier-buyer dyad, and reveals their significant and negative causal impact on the overall supply chain performance. Keywords: perception gaps; supply chain performance management; supply chain integration. Reference to this paper should be made as follows: Lu, D. and Ertek, G. (2015) `Perception gap and its impact on supply chain performance', Int. J. Business Performance and Supply Chain Modelling, Vol. 7, No. 2, pp.122­140. Biographical notes: Dawei Lu is a Principal Teaching Fellow at WMG, University of Warwick, UK. He is a Course Leader for

Journal

International Journal of Business Performance and Supply Chain ModellingInderscience Publishers

Published: Jan 1, 2015

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