Christine Harland

Risk in supply networks

Increasing product/service complexity, outsourcing and globalisation have led to increasingly complex, dynamic supply networks. This has impacted on risk, changing it and changing its location in supply networks. This paper provides a review of definitions and classifications of types of risk; an holistic view of risk assessment and management is taken here. Little evidence is apparent of empirical research on risk in supply networks or tools to help identify, assess and manage that risk. A tool is provided and its testing and development in four case studies in the electronics sector is described. Experiences of using the tool are discussed and conclusions drawn on its potential further development and application. r 2003 Elsevier Science Ltd. All rights reserved.

An initial classification of supply networks

The articulation of supply networks, as an extension of supply chains, seeks to accommodate and explain the commercial complexity associated with the creation and delivery of goods and services from the source of raw materials to their destination in end‐customer markets. In place of the simplistic, linear and unidirectional model sometimes presented for supply chains, the supply network concept describes lateral links, reverse loops, two‐way exchanges and so on, encompassing the upstream and downstream activity, with a focal firm as the point of reference. A review of classifications of supply networks reveals that none of the existing approaches appears adequate for managers facing the practical problems of creating and operating them on a day‐to‐day basis. This research identifies differing emphases that may be required for managing within supply networks, according to the nature of the products for which they are created. Taking an established categorisation of supply chains as its starting point, the research first develops the conceptual basis, using strategy literature, and then tests the resultant initial model in 16 case studies. Finally, a new categorisation for supply networks is presented, using the type of product as a differentiator.

Developing the concept of supply strategy

This article proposes a conceptualisation for supply strategy – an explanation for how organisations arrange and conduct themselves within modern economic environments, in order to satisfy markets in the long and short terms. After an explanation of the emerging global environment within which organisations must compete, the previous approaches to explaining this area of business are explored and found to be insufficient for the new context. There follows a conceptualisation and an account of new, supporting research – a Delphi survey, conducted to test, extend and validate some of the features of the concept. Finally, some suggestions are made for the further development of supply strategy as a useful subject area for managers and researchers.

Supply management: is it a discipline?

Purpose – To examine management literature for guidance on what constitutes a discipline. To examine supply management publications to determine whether the field constitutes a discipline or an emerging discipline. To contribute a structured evaluation to the body of supply management theory/discipline development knowledge. Design/methodology/approach – Literature review of what constitutes a discipline and an initial assessment of whether supply management is a discipline. Development of research questions used to design tests, using combinations of qualitative pattern matching, journal quality rankings, and social science citations index impact factor. Application of the tests, to evaluate field coherence, quality and the existence of a discipline-debate, to determine whether supply management is an emerging discipline. Findings – An initial literature review finds supply management not to be a discipline, as the field lacks quality of theoretical development and discussion, and coherence. Tests for increasing evidence of coherence, quality and impact yield positive results, indicating that supply management is progressing in its theoretical development. The test findings combined with the existence of the start of a discipline-debate indicate that supply management should be judged to be an emerging discipline. Originality/value – Drawing from the management literature, the paper provides a unique structured evaluation of the field of supply management, finding it not to be a discipline, but showing evidence of being an emerging discipline.

Supply chain operational performance roles

Takes a holistic view of supply chain management tracing supply chains ultimately to end customers. Describes findings from empirical research in European automotive aftermarket supply chains performed under the EC ESPRIT initiative in the CMSO (CIM for Multi‐Supplier Operations) project. The field research was carried out in non‐vertically integrated supply chains in the UK and Spain. The main findings are: chains in different territories exhibited different operational requirements; and position in the supply chain gave rise to different operational requirements. From these findings concludes that, in order to manage supply chains, we must identify each chain player’s role in contributing to satisfying end customer requirements, recognizing that these roles may differ depending on the international environmental context and position in the supply chain.

Supply network strategies the case of health supplies

There has been increasing interest in the 1990s in holistic approaches to managing supply networks and chains. However, little work to date has been provided that informs players in supply networks how they should formulate and implement strategies that support the emerging concepts. This paper proposes a supply network strategy conceptual framework and process, providing examples from the health supplies sector to support the potential application of the ideas. The work is being implemented in an in-depth case study, which is providing empirical support for the need for overarching supply networks strategies with a portfolio of differentiated strategies to serve end-customer segments.

A strategic case for e-adoption in healthcare supply chains

A growing body of literature suggests that greater benefits of e-business will be obtained when e-business is integrated throughout a supply chain. However, organizations are still cautious in adopting e-business technologies. This paper examines whether a strategic case for e-commerce can be recognised and the factors that influence e-adoption, using e-business development models, a contingency approach and a stakeholder approach. The paper explores the link of e-commerce with strategy and the potential strategic benefits, risks and problems. This paper analysed e-adoption in four diverse healthcare supply chains in the context of the English National Health Service (NHS). The fieldwork showed there is of limited use of e- in supply chains; there are key problems associated with perceived benefits and costs by different actors both within organisations and within the chain. The paper proposes a framework to link the case for e-commerce with the achievement of strategic objectives across three inter-related domains-health, supply and business.

Networking activities in supply networks

The paper traces the origin of the concept of supply networks and focuses on nine different networking activities related to the process of establishing and operating supply networks. These activities are associated with the linking of activities, tying of resources and bonding of actors. Findings from two extensive case studies of supply networks are discussed, focusing on the process of networking in a series of relationships in a set of supply chains constituting each network. The findings reveal some important links between individual activities i.e. specific networking activities that appear to be mutually supportive. Furthermore, positive and negative connections between activities performed in different relationships within each supply network i.e. network effects, are identified.

Driving sustainable supply chain management in the public sector: The importance of public procurement in the European Union

Purpose – The purpose of this paper is to provide evidence of connections between sustainability policy goals included in public procurement tenders and offers and their achievement through contract award. Design/methodology/approach – Two hypotheses based on extant literature and the inducement–contribution theory were tested by means of a survey of 281 procurement files from 2007 to 2009 relating to eight product categories and four European Union (EU) member states. Data were analyzed using structural equation modeling. Findings – Findings indicate that public procurement was more effective in influencing socially responsible goals than environmental goals. In terms of supplier readiness, vendors achieved greater progress in delivering green than socially responsible operations. Research limitations/implications – The collection and analysis of data are based on procurement files, which is a new but also a complex procedure. In comparison to survey data, the data from procurement file analysis are less biased. Practical implications – Public procurement practitioners and sustainability policymakers should consider the use of public procurement as a lever to attain environmental and socially responsible goals. Social implications – Evidence has been provided to demonstrate the strategic use of public procurement impacts on environmental and socially responsible goals, thereby benefiting society. Originality/value – This study contributes in three main ways: first, by adding to existing, limited research on the use of public procurement as a lever of policy goals attainment; second, by examining environmental and socially responsible policy in one study; and third, through providing evidence across EU member states.

Choosing an organisational form: the case of collaborative procurement initiatives

This paper deals with different organisational forms of collaborative procurement and provides insight into when to use which form. Different forms from the literature are compared with empirical examples to give an overview of forms, which are then described in terms of strategy, skills and organisation. Whilst acknowledging variations, the paper distinguishes between two main forms: virtual networks and third-party organisations. Using empirical data and four theoretical perspectives (transaction cost economics, resource-based view, contingency theory, agency theory), the paper reflects on when which form can be used and presents an overall framework to help choose an organisational form.