scispace - formally typeset
Search or ask a question
Author

Gregory M. Magnan

Other affiliations: Michigan State University
Bio: Gregory M. Magnan is an academic researcher from Seattle University. The author has contributed to research in topics: Supply chain & Supply chain management. The author has an hindex of 25, co-authored 37 publications receiving 4362 citations. Previous affiliations of Gregory M. Magnan include Michigan State University.

Papers
More filters
Journal ArticleDOI
TL;DR: In this paper, a multi-method empirical approach involving both surveys and case study interviews was used to obtain an accurate view of supply chain management as it is currently practiced. But the findings reveal that supply chain practice seldom resembles the theoretical ideal.
Abstract: The terminology “supply chain management” is used frequently in today’s materials management environment and is generally associated with advanced information technologies, rapid and responsive logistics service, effective supplier management, and increasingly with customer relationship management. Most materials managers are familiar with the supply chain mantra of “suppliers’ supplier to customers’ customer”. However, experience shows that few companies are actually engaged in such extensive supply chain integration. To obtain an accurate view of SCM as it is currently practiced, the experience and insight of industry managers engaged in supply chain initiatives was sought via a multi‐method empirical approach involving both surveys and case study interviews. The findings reveal that supply chain practice seldom resembles the theoretical ideal. Three different levels of SCM implementation are identified and a series of limiting factors are discussed. Managers must recognize the tension that exists between SCM’s competitive potential and the inherent difficulty of collaboration.

732 citations

Journal ArticleDOI
TL;DR: In this paper, a qualitative analysis of the benefits, barriers, and bridges to successful collaboration in strategic supply chains is provided. But, the people issues, such as culture, trust, aversion to change, and willingness to collaborate are more intractable.
Abstract: Purpose – The purpose of this article is to provide academics and practitioners a quantitative and qualitative analysis of the benefits, barriers, and bridges to successful collaboration in strategic supply chains. Design/methodology/approach – A triangulation method consisting of a literature review, a cross‐functional mail survey, and 51 in‐depth case analyses was implemented. Senior managers from purchasing, manufacturing, and logistics were targeted in the mail survey. The break down by channel category interviews is as follows: 14 retailers, 13 finished goods assemblers, 12 first‐tier suppliers, three lower‐tier suppliers, and nine service providers. Findings – Customer satisfaction and service is perceived as more enduring than cost savings. All managers recognize technology, information, and measurement systems as major barriers to successful supply chain collaboration. However, the people issues – such as culture, trust, aversion to change, and willingness to collaborate – are more intractable. People are the key bridge to successful collaborative innovation and should therefore not be overlooked as companies invest in supply chain enablers such as technology, information, and measurement systems. Research limitations/implications – The average mail‐survey response rate was relatively low: 23.5 percent. The case study analyses were not consistent in frequency across channel functions. Although the majority of companies interviewed and surveyed were international, all surveys and interviews were managers based in the US. Practical implications – This study provides new insight into understanding the success and hindering factors of supply chain management. The extensive literature review, the cross‐channel analysis, and case studies provide academics and managers a macro picture of the goals, challenges, and strategies for implementing supply chain management. Originality/value – This paper uses triangulation methodology for examining key issues of supply chain management at multiple levels within the supply chain.

662 citations

Journal ArticleDOI
TL;DR: In this paper, two distinct dimensions to information sharing, connectivity and willingness, are identified and analyzed and two dimensions are found to impact operational performance and to be critical to the development of a real information sharing capability.
Abstract: Purpose – The purpose of this paper is to understand how information technology (IT) is used to enhance supply chain performance.Design/methodology/approach – A large‐scale survey and semi‐structured interviews were used to collect industry data.Findings – Two distinct dimensions to information sharing – connectivity and willingness – are identified and analyzed. Both dimensions are found to impact operational performance and to be critical to the development of a real information sharing capability. However, many companies are found to have placed most of their emphasis on connectivity, often overlooking the willingness construct. As a result, information sharing seldom delivers on its promise to enable the creation of the cohesive supply chain team.Research limitations – Despite the extensive data collection, the research represents a snapshot of practice. Replication from a longitudinal perspective would help define how IT is evolving to enable supply chain management.Practical implications – A roadmap...

521 citations

Journal ArticleDOI
TL;DR: Investments in IT make their greatest competitive contribution when they enable a dynamic SC collaboration capability, and this work uses the resource-based view of the firm to ascertain how IT can be exploited to obtain a distinctive SC advantage.
Abstract: Despite substantial information technology (IT) investments, many organizations have failed to obtain hoped-for improvements in supply chain (SC) performance. Therefore, we investigate the mechanisms through which IT influences SC performance. Specifically, we use the resource-based view (RBV) of the firm to ascertain how IT can be exploited to obtain a distinctive SC advantage. We do this via a multimethod (survey and case-study) approach at two periods of time. We use a nested structural equation model (SEM) to test six hypotheses. Likewise, we content analyze interviews to contextualize the SEM findings. Importantly, we find that investments in IT make their greatest competitive contribution when they enable a dynamic SC collaboration capability. The findings provide valuable insight to guide IT investments designed to improve SC performance.

398 citations

Journal ArticleDOI
TL;DR: In this paper, the authors identify core practices and key requirements to successful supply chain collaboration, and transform their field study findings into a three-stage model for improving SC collaboration, based on contingency and force field theories.
Abstract: Leading companies know that collaboration and creativity in supply chain (SC) relationships are critical to future competitiveness. Yet, many companies struggle to collaborate effectively. This reality raises the question: “How can managers overcome the cultural and structural impediments to SC collaboration?” Through a series of in-depth, semi-structured interviews, we identify core practices and key requirements to successful SC collaboration. Contingency and force field theories help transform our field study findings into a three-stage model for improving SC collaboration. The constant challenge of persuading other managers and companies to pursue SC collaboration highlights the need for a proven-path approach to SC collaboration.

255 citations


Cited by
More filters
Journal ArticleDOI
TL;DR: In this paper, the authors present a literature review on sustainable supply chain management taking 191 papers published from 1994 to 2007 into account, and a conceptual framework to summarize the research in this field comprising three parts.

4,760 citations

Journal ArticleDOI
TL;DR: The findings of both the contingency and configuration approach indicated that SCI was related to both operational and business performance, and indicated that internal and customer integration were more strongly related to improving performance than supplier integration.

2,535 citations

Journal ArticleDOI
TL;DR: In this article, the authors investigated supplier and customer integration strategies in a global sample of 322 manufacturers and found that the widest degree of arc of integration with both suppliers and customers had the strongest association with performance improvement.

2,423 citations

Journal ArticleDOI
TL;DR: In this article, the authors identify and consolidate various supply chain initiatives and factors to develop key SCM constructs conducive to advancing the field and synthesize the large, fragmented body of work dispersed across many disciplines.

2,290 citations

Book
29 Nov 2005

2,161 citations