ABSTRACT
This study explores how industry digitization influences the relationship between supplier management capability, modularized supply chain management and channel flexibility. Modularized supply chain management is a new form of supply chain governance mechanism. The construction of modularized supply chain is the process of deconstructing industrial value network, which forms a network structure of strong connection within the module and weak connection between modules. The results reveal that modularized supply chain management is positively related to channel flexibility. Supplier management capability enhances channel flexibility through modularized supply chain management. Meanwhile, industrial digitization has a positive moderating effect on the above relationship. Theoretical and managerial implications are discussed.
- Upton, D. M. The Management of Manufacturing Flexibility. California Management Review,1994, 36 (2): 72–89.Google Scholar
- Kumar, V., Fantazy, K., Kumar, U, and Boyle, T. A. Implementation and management framework for supply chain flexibility. Journal of Enterprise Information, 2006, 19(3): 303-319.Google ScholarCross Ref
- Zhang q, Vonderembse M A, Lim J. Logistics flexibility and its impact on customer satisfaction. International Journal of Logistics Management, 2005,16(1): 71-95.Google ScholarCross Ref
- Reichhart, A., and M. Holweg. A Theoretical Review of Flexibility, Agility and Responsiveness in the Operations Manage ment Literature: Toward a Conceptual Defifinition of Customer Responsiveness, International Journal of Operations & Production Management, 2009,29 (1): 30–53.Google ScholarCross Ref
- Tang, C. S., and B. Tomlin. ,The Power of Flexibility for Mitigating Supply Chain Risks., International Journal of Production Economics, 2008, 116 (1): 12–27.Google ScholarCross Ref
- Trentin, A., F. Salvador, C. Forza, and M. J. Rungtusanatham. ,Operationalising Form Postponement from a Decision-making Perspective. International Journal of Production Research,2011, 49 (7): 1977–1999.Google Scholar
- Tu, Q., M. A. Vonderembse, T. S. Ragu-Nathan, and B. Ragu-Nathan. Measuring Modularity-based Manufacturing Practices and Their Impact on Mass Customization Capability: A Customer-driven Perspective. Decision Sciences,2004, 35 (2): 147–168.Google Scholar
- Ulrich, K. The Role of Product Architecture in the Manufacturing Firm.Research Policy,1995, 24 (3): 419–440.Google Scholar
- Wagner, S. M. Die größte Gefahr ist der Kunde.Harvard Business Manager,2006, 28 (5): 12–13.Google Scholar
- Upton, D. M. What Really Makes Factories Flexible? Harvard Business Review,1995, 73: 74–91.Google Scholar
- Van Mieghem, J., and M. Dada. Price versus Production Postponement: Capacity and Competition. Management Science ,2001,45: 1631–1649.Google Scholar
- Voordijk, H., B. Meijboom, and J. de Haan. Modularity in Supply Chains: A Multiple Case Study in the Construction Industry. International Journal of Operations & Production Management,2006, 26 (6): 600–618.Google Scholar
Recommendations
Supply chain management: exploring the intellectual structure
The purpose of this article is to explore the intellectual structure of supply chain management area by employing a co-citation method. Data was collected (4652 articles and 145,242 references) from the Web of Science online database. Author ...
Integrated supply chain risk management capabilities and its impact on supply chain demand management - an empirical study
Supply chain risk management has drawn tremendous attention from academic researchers and practitioners in the recent period. Several attempts were made by the practitioners and academicians to understand supply chain risks and their sources. As the ...
Supply Chain Integration and Collaboration for Improving Supply Chain Performance: A Dynamic Capability Theory Perspective
HICSS '16: Proceedings of the 2016 49th Hawaii International Conference on System Sciences (HICSS)In recent years, competition is no longer between organizations, but among supply chains. Organizational competences, such as relational competence, top management support and information technology (IT) competence, have been recognized as critical ...
Comments