Zach G. Zacharia

The nature of interfirm partnering in supply chain management

Abstract This paper conceptually integrates the antecedents and consequences of strategic and operational partnering. We suggest a continuum exists from strategic to operational partnering depending on the level of antecedents, orientation, and implementation. This paper, thus, expands the theory of partnering by providing an inclusive picture of the “partnering” phenomenon with the environmental pressures, antecedents, orientation, implementation, and consequences of strategic and operational partnering for vertical relationships within retail supply chains.

The impact of collaborative engagement on knowledge and performance gains in episodic collaborations

Purpose – Supply chains are embedded in a larger network of enterprises where firms exchange offerings, often compete for the same customers, and constantly innovate to improve their performance. In these dynamic environments, firms are increasingly dependent on the knowledge and expertise in external organizations to innovate, problem-solve, and improve performance. Firms are increasingly collaborating to exchange and pool skills and knowledge and deploy resources and capabilities not found in their own firm. This research using both structured interviews and survey data seeks to determine what are the direct benefits and the ancillary benefits of collaboration. The paper aims to discuss these issues. Design/methodology/approach – A mixed methodology approach was utilized, using qualitative structured interviews leading to developing a research model and then an empirical survey of 473 participants who are involved in their respective organizations collaboration projects. The data were analyzed using st...

Définir Le Supply Chain Management

Une construction managériale ne peut pas être utilisée efficacement par les gestionnaires et les chercheurs si tous ne sont pas d’accord sur sa définition. C’est le cas du terme “Supply Chain Management” (Management de la chaîne logistique) - il existe tellement de définitions différentes qu’il y a peu de consensus sur ce qu’il signifie. L’objet de cet article est de faire le point sur la recherche afin de comprendre le concept de SCM. Plusieurs définitions de SCM et de Supply Chain (chaîne logistique) sont passés en revue, classées et synthétisées. Des définitions des constructions qui sous-tendent le SCM et un cadre sont proposés afin de conceptualiser le SCM. Après avoir identifié les conditions et les conséquences du SCM, ainsi que les limites en terme de fonctions et d’organisation, les auteurs proposent un modèle conceptuel et une définition unifiée du SCM.

Absorptive capacity versus distributive capability: The asymmetry of knowledge transfer

Purpose The purpose of this paper is to disentangle the role of the source and recipient of knowledge in supply chain collaboration by providing evidence that the distributive capabilities of a source, working in conjunction with the absorptive capacity (AC) of a recipient, have direct and significant effects on levels of collaborative engagement between supply chain partners and indirect and significant effects on collaborative operational outcomes. Design/methodology/approach This study utilises 310 surveys and structural equations modelling to provide empirical evidence to support the significance of the source of knowledge in collaborative activities. Findings The study provides evidence for source-based knowledge transfer constructs (distributive capabilities) in supply chain collaboration. Further, this research supports these capabilities working in conjunction with recipient AC both as necessary but insufficient requirements for successful knowledge transfer. Practical implications Firm interdependence within supply chains continues to grow. In today’s environment of outsourcing and increasing levels of inter-firm activities, this research provides a parsimonious model of collaboration that allows firms to understand knowledge transfer better and how to more aptly manage these types of activities and complex relationships. Originality/value Earlier research in this domain has focussed on the abilities of a recipient firm to absorb knowledge in order to understand successful collaborative knowledge transfer. By solely focussing on the recipient firm, the role of the source of knowledge has been largely overlooked in this stream of research.

Le rôle de la logistique dans le développement de nouveaux produits

Pour de nombreuses firmes, la réussite d’un projet de développement de nouveaux produits (DNP) est essentielle à la stratégie de l’entreprise. Or le rôle de la logistique dans ces projets a rarement été étudié. Ce papier teste empiriquement la relation entre logistique et développement de nouveaux produits et les améliorations de la performance des projets DNP et la performance de la logistique. Des directeurs logistique d’entreprises industrielles américaines ont été intérrogés. L’analyse montre que la performance du projet DNP et la performance de la logistique du projet s’est accrue avec l’implication de la fonction logistique dans le développement de nouveaux produits.

Monitoring type B buyer–supplier relationships

The ability to monitor supplier performance is a critical capability for maintaining strong buyer–supplier relationships. Monitoring type B suppliers is especially challenging as they are not as clearly defined as either type A, with strong strategic partnerships, or type C, with little partnership. This research develops a non-parametric multivariate Hoteling’s T 2 control chart to capture the in-control state of a dyadic relationship (Phase I), and show how it would be developed based on survey data of buyer–supplier relationship attributes. Modelling the satisfactory level of dyadic relationship performance is very useful for identifying when the relationship begins to move away from the desired state. We then use the designed control chart to monitor the relationship between dyads over time to determine if any unusual behaviour has occurred (Phase II) and illustrate its implementation through a case study from the auto industry. This research illustrates how supply chain managers can secure and improve their supply chain performance by monitoring and maintaining strong relationships with their partners. The proposed method extends the existing SPC tools to effectively manage Type B buyer–supplier relationships.

Make sure you understood your strategic partner in your buyer-supplier relationship

Buyer-supplier relationships have always been an important component in the long-term success of supply chains. This paper constructs a non-parametric Hotelings T2 control chart to ensure that supply chain partners in dyadic relationships have the same level of understanding about the relationship. The proposed method is helpful to identify any unusual behavior in the relationship before it becomes a real problem.