Christos Braziotis

Supply chains and supply networks: distinctions and overlaps

Purpose – Although supply chain management is now an established field, the distinction between supply chains and supply networks is relatively immature and requires further investigation. The purpose of this paper is to clarify the distinction between supply chains and supply networks. Design/methodology/approach – Based on a review of the literature and assisted by input from academic experts during a relevant supply chain management workshop, this paper critiques seminal and extant theoretical developments in the field of supply chain management. Findings – The main contribution of this paper is the development of an outline classification of relevant dimensions where the concepts of supply chain and supply network are compared and their distinctive features are highlighted. The paper identifies strategic opportunities emanating from considering both the supply chain and supply network, and the associated levels of engagement with active and inactive members in terms of, inter alia, complexity, members...

Building the extended enterprise: key collaboration factors

Purpose – The purpose of this paper is to explore supply chain collaboration issues in the extended enterprise (EE) to develop a more complete understanding of the nature and effectiveness of collaboration in the transition towards, but also within, the EE paradigm.Design/methodology/approach – The paper presents results from a three‐company case study focusing on the civil aerospace industry, with all companies taking part in an EE. The research involved obtaining and systematically analysing a diversity of interview data and company documents to assist in the development of theory, which was subject to a systematic validation process.Findings – The authors propose a taxonomy, which, first, assists in understanding the transition towards the EE and supports a distinction between sets of factors that affect the effectiveness of collaboration, termed the “contractual” and “engaging” factors. Second, it assists in understanding the dynamic, complex nature of the EE paradigm and suggests a further breakdown ...

Organisational learning in SMEs: a process improvement perspective

We investigate how Organisational Learning (OL) can occur through Process Improvement (PI) activities, leading to sustained improvements over time in the context of small and medium-sized enterprises (SMEs). We study PI practices in six engineering-oriented SMEs via interview-based case studies. We draw from a range of literature and use an OL conceptual framework, informed by Crossan et al.’s (1999) 4I framework, as an analytical lens. The OL perspective provides new insights to conceptualize the nature of PI as a multi-level practice in SMEs. Effective PI practices within SMEs are shown to be consistent with OL concepts, enabling firms to translate individually identified improvement opportunities into organisational-level changes that result in sustained benefits. A new conceptual model is presented that explains how SMEs can learn through improvement activities. The key role of management support, both operational and strategic, is highlighted. It is necessary for management to provide sufficient PI opportunities to enable and sustain beneficial learning. Management can provide additional learning opportunities by introducing new business that requires exploratory learning. Without such support, the reduction in improvement opportunities reduces the benefits that can be realised from PI. The findings provide a theoretically underpinned framework to achieve OL in engineering-oriented SMEs deriving from PI activities, highlighting the key mechanisms that enable learning from improvement activities. Further case-based, longitudinal, and survey-based research studies with firms of different types will enhance the generalisability of the findings, allowing the confirmation and extension of the new conceptual model. OL provides a multi-level perspective to understand both how smaller firms are able to undergo systematic improvements and the support required to continually improve.

Business process management and supply chain collaboration: effects on performance and competitiveness

Purpose: This study aims to examine the interrelationships among business process management (BPM), supply chain collaboration (SCC), collaborative advantage and organisational performance. Design/methodology/approach: Data were collected from 204 manufacturing firms in Thailand, and the interrelationships proposed in the framework were tested via structural equation modelling. Findings: This study highlights the role of intra- and inter-organisational practices and clearly demonstrates the joint role and impact of BPM and SCC, respectively. The results provide empirical evidence that BPM improves both organisational performance and collaborative activities. Also, SCC and collaborative advantage can have indirect positive impacts on organisational performance. Research limitations/implications: This work could be expanded by adopting a supplementary dyadic or extended supply chain (SC) approach and could also consider contextual factors, which were outside of the scope of this study. Practical implications: The BPM approach has a positive impact on organisational performance, which is essential for collaborative activities between a firm and its SC partners. Further, effective BPM and SCC practices lead to enhanced performance and collaborative benefits. Practitioners should be better able to define and measure specific actions relating to their BPM and SCC practices. Originality value: This paper stresses the need to consider the interrelationships between BPM, SCC, collaborative advantage and organisational performance for both direct and indirect effects. Rather than focusing only on improvement at individual firm level, SCC is vital to compete in the market. Improving the effectiveness of SC allows higher organisational performance levels than those that could be achieved in isolation

Supply Chain Disturbances: Contextualising the Cost of Risk and Uncertainty in Outsourcing

Supply chain disturbance factors, namely risks and uncertainties, although hard to measure, are central in influencing outsourcing decisions. Assessing the holistic cost of these disturbances within the context of supply chain (SC) activities is the focus of this chapter. By assessing holistic cost, firms will be advantageously positioned to make more informed outsourcing decisions. In order to better understand and contextualise the causes and consequences of cost disturbances during outsourcing we carried out five case studies with leading UK engineering firms. A resulting ‘disturbance’ framework seeks to assist in capturing the cost of risk and uncertainty in an outsourcing context.

Strategic and operational considerations for the Extended Enterprise: insights from the aerospace industry

Abstract The extended enterprise (EE) paradigm has been adopted in the civil aerospace industry to enhance collaboration and product innovation among supply chain partners. Nevertheless, key aspects of this collaborative form remain poorly understood. In particular, the interrelation of strategic and operational considerations has received little attention in the literature. Our study aimed to investigate this area, using two dyads as case studies, where three companies were involved in an EE form of collaboration. The primary case company was a leading manufacturer in the civil aerospace industry that employs EE principles on both upstream and downstream sides of its supply chain. The other two case companies were key suppliers embedded in the EE. This paper aimed to develop a more complete understanding of how sharing risks and rewards results in effective collaboration among EE partners with key strategic and operational results.

Current Issues in Teaching Logistics Management

By surveying university educators across the world who teach logistics [and supply chain management (SCM)], this paper sought to gauge key opinions and issues both now and in the future regarding how the subject is taught. Specifically, we identify both the most effective teaching methods currently used and those that logistics academics would like to use to impart knowledge to students. Responses were collected and analyzed from 17 countries via an anonymous questionnaire. Of the current teaching methods, case studies and in-class discussion emerged as the most used. In terms of future teaching methods that academics would like to use, simulations featured prominently as did the increased use of virtual-based teaching. The paper closes with a future research agenda including garnering opinion from other stakeholders such as industry executives and students as well as focusing on the likely implications of the increasing use of virtual classrooms.

Business Process Management and Supply Chain Collaboration: Critical Comparison of Four Thai Case Studies

Internal and external business process collaboration is vital for effective supply chain (SC) management. Building relationships between companies can lead to their competitive advantage, resulting in organisational performance improvement than when working individually (Cao and Zhang, 2011). The earlier phase in our research empirically tested the interrelationships between business process management (BPM), supply chain collaboration (SCC), collaborative advantage and organisational performance. This study is a step further and aims to illuminate the findings from the large-scale survey data analyses. This was achieved by gathering practitioners’ opinions to provide an in-depth and detailed understanding of the meanings, actions and experiences of practitioners in their specific contextual situations.