Supply chain processes: Linking supply logistics integration, supply performance, lean processes, and competitive performance

Daniel Indarto Prajogo, Adegoke Oke, Jan Erik Olhager

Research output: Contribution to journalArticleResearchpeer-review

100 Citations (Scopus)

Abstract

Purpose – The purpose of this paper is to examine the value chain processes that represent the “black box” between supply logistics integration and competitive operational performance in firms. To realize this objective, the authors develop a research model which comprises a series of linkages from supply logistics integration to operational outcomes using Porter’s concept of value chain and the relational view of resource-based theory as theoretical lenses.
Design/methodology/approach – The data set for testing the hypothesized relationships in this study was drawn from 232 Australian manufacturing firms.
Findings – The findings show that there is no significant direct relationship between supply logistics integration and competitive operational performance; rather, the relationship is fully mediated by inbound supply performance and internal lean production processes. Further, lean production processes have a positive effect on inbound supply performance.
Research limitations/implications – The study shows the importance of managing both internal( production processes) and external processes (logistics and supply chain) of firms’ operations in an integrated manner in which supply logistics integration act through key internal processes to impact competitive performance which the end customers actually experience.
Originality/value – This is the first study which uncovers what happens “in between” the incoming materials and the end outputs delivered by firms into the market. This “in between black box” is important in improving our understanding of how inbound supply activities are translated into outbound competitive performance outcomes.
Original languageEnglish
Pages (from-to)220-238
Number of pages19
JournalInternational Journal of Operations and Production Management
Volume36
Issue number2
DOIs
Publication statusPublished - 2016

Keywords

  • survey
  • lean
  • operational performance
  • supply chain management

Cite this

@article{ba48058238944cb093bb82ae35adaa22,
title = "Supply chain processes: Linking supply logistics integration, supply performance, lean processes, and competitive performance",
abstract = "Purpose – The purpose of this paper is to examine the value chain processes that represent the “black box” between supply logistics integration and competitive operational performance in firms. To realize this objective, the authors develop a research model which comprises a series of linkages from supply logistics integration to operational outcomes using Porter’s concept of value chain and the relational view of resource-based theory as theoretical lenses.Design/methodology/approach – The data set for testing the hypothesized relationships in this study was drawn from 232 Australian manufacturing firms.Findings – The findings show that there is no significant direct relationship between supply logistics integration and competitive operational performance; rather, the relationship is fully mediated by inbound supply performance and internal lean production processes. Further, lean production processes have a positive effect on inbound supply performance.Research limitations/implications – The study shows the importance of managing both internal( production processes) and external processes (logistics and supply chain) of firms’ operations in an integrated manner in which supply logistics integration act through key internal processes to impact competitive performance which the end customers actually experience.Originality/value – This is the first study which uncovers what happens “in between” the incoming materials and the end outputs delivered by firms into the market. This “in between black box” is important in improving our understanding of how inbound supply activities are translated into outbound competitive performance outcomes.",
keywords = "survey, lean, operational performance, supply chain management",
author = "Prajogo, {Daniel Indarto} and Adegoke Oke and Olhager, {Jan Erik}",
year = "2016",
doi = "10.1108/IJOPM-03-2014-0129",
language = "English",
volume = "36",
pages = "220--238",
journal = "International Journal of Operations and Production Management",
issn = "0144-3577",
publisher = "Emerald Group Publishing Limited",
number = "2",

}

Supply chain processes : Linking supply logistics integration, supply performance, lean processes, and competitive performance. / Prajogo, Daniel Indarto; Oke, Adegoke; Olhager, Jan Erik.

In: International Journal of Operations and Production Management, Vol. 36, No. 2, 2016, p. 220-238.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Supply chain processes

T2 - Linking supply logistics integration, supply performance, lean processes, and competitive performance

AU - Prajogo, Daniel Indarto

AU - Oke, Adegoke

AU - Olhager, Jan Erik

PY - 2016

Y1 - 2016

N2 - Purpose – The purpose of this paper is to examine the value chain processes that represent the “black box” between supply logistics integration and competitive operational performance in firms. To realize this objective, the authors develop a research model which comprises a series of linkages from supply logistics integration to operational outcomes using Porter’s concept of value chain and the relational view of resource-based theory as theoretical lenses.Design/methodology/approach – The data set for testing the hypothesized relationships in this study was drawn from 232 Australian manufacturing firms.Findings – The findings show that there is no significant direct relationship between supply logistics integration and competitive operational performance; rather, the relationship is fully mediated by inbound supply performance and internal lean production processes. Further, lean production processes have a positive effect on inbound supply performance.Research limitations/implications – The study shows the importance of managing both internal( production processes) and external processes (logistics and supply chain) of firms’ operations in an integrated manner in which supply logistics integration act through key internal processes to impact competitive performance which the end customers actually experience.Originality/value – This is the first study which uncovers what happens “in between” the incoming materials and the end outputs delivered by firms into the market. This “in between black box” is important in improving our understanding of how inbound supply activities are translated into outbound competitive performance outcomes.

AB - Purpose – The purpose of this paper is to examine the value chain processes that represent the “black box” between supply logistics integration and competitive operational performance in firms. To realize this objective, the authors develop a research model which comprises a series of linkages from supply logistics integration to operational outcomes using Porter’s concept of value chain and the relational view of resource-based theory as theoretical lenses.Design/methodology/approach – The data set for testing the hypothesized relationships in this study was drawn from 232 Australian manufacturing firms.Findings – The findings show that there is no significant direct relationship between supply logistics integration and competitive operational performance; rather, the relationship is fully mediated by inbound supply performance and internal lean production processes. Further, lean production processes have a positive effect on inbound supply performance.Research limitations/implications – The study shows the importance of managing both internal( production processes) and external processes (logistics and supply chain) of firms’ operations in an integrated manner in which supply logistics integration act through key internal processes to impact competitive performance which the end customers actually experience.Originality/value – This is the first study which uncovers what happens “in between” the incoming materials and the end outputs delivered by firms into the market. This “in between black box” is important in improving our understanding of how inbound supply activities are translated into outbound competitive performance outcomes.

KW - survey

KW - lean

KW - operational performance

KW - supply chain management

U2 - 10.1108/IJOPM-03-2014-0129

DO - 10.1108/IJOPM-03-2014-0129

M3 - Article

VL - 36

SP - 220

EP - 238

JO - International Journal of Operations and Production Management

JF - International Journal of Operations and Production Management

SN - 0144-3577

IS - 2

ER -