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Value chain

About: Value chain is a research topic. Over the lifetime, 7206 publications have been published within this topic receiving 224183 citations.


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Journal ArticleDOI
TL;DR: In this article, the authors investigate supplier and customer integration strategies by comparing US and East Asian companies and find out how these strategies actually differ and affect performance of the companies, and investigate the connections between suppliers and customers integration and improved operations performance.
Abstract: Purpose – Though there is a wide acceptance of the strategic importance of integrating operations with suppliers and customers in the supply chain, many questions remain unanswered about how best to characterize supply chain strategies. Is it more important to link with suppliers, customers, or both? Similarly, little is known about the connections between supplier and customer integration and improved operations performance. This article seeks to investigate supplier and customer integration strategies by comparing US and East Asian companies. It is of paramount interest to find out how these strategies actually differ and affect performance of the companies.Design/methodology/approach – This was carried out in three phases. In the first phase, a number of operations‐management related journals were skimmed to select about 30 research articles related to supply chain concepts and practices. In the second phase, investigation efforts narrowed down to supply chain management research conducted in East Asia...

297 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined the relationship between supply chain (SC) strategy and supply chain information systems (IS) strategy, and its impact on supply chain performance and firm performance.

293 citations

Journal ArticleDOI
TL;DR: In this paper, a comprehensive alliance portfolio diversity construct that includes partner, functional, and governance diversity is proposed, based on the resource-and dynamic capabilities-based views of the partners' industry, organizational and national background.
Abstract: In this paper, we offer a comprehensive alliance portfolio diversity construct that includes partner, functional, and governance diversity. Grounding our work primarily with the resource- and dynamic capabilities-based views, we argue that increased diversity in partners' industry, organizational, and national background will incur added complexity and coordination costs but will provide broadened resource and learning benefits. Increased functional diversity results in a more balanced portfolio of exploration and exploitation activities that expands the firm's knowledge base while increased governance diversity inhibits learning and routine building. Hypotheses were tested with alliance portfolio and performance data for 138 multinational firms in the global automobile industry during the twenty-year period from 1985 to 2005. We found alliance portfolios with greater organizational and functional diversity and lower governance diversity were related to higher firm performance while industry diversity had a U-shaped relationship with firm performance. We suggest firms manage their alliances with a portfolio perspective, seeking to maximize resource and learning benefits by collaborating with a variety of organizations in various value chain activities while minimizing managerial costs through a focused set of governance structures. Copyright © 2010 John Wiley & Sons, Ltd.

293 citations

Journal ArticleDOI
TL;DR: In this paper, a theoretical framework of supply chain process integration is developed, based on four theories: Strategy-Structure-Performance framework, resource-based view of the firm, transaction cost economics, and social network analysis.
Abstract: The current study was undertaken to further understanding of supply chain process integration. It is suggested that supply chain integration, the practice of realigning firms' operating structures, should be understood from an internal-external perspective and a process view. Drawing upon four theories—Strategy-Structure-Performance framework, the resource based view of the firm, transaction cost economics, and social network analysis—and combining industry inputs, a theoretical framework of supply chain process integration is developed. It is argued that a firm's strategic priorities are key factors of supply chain process integration. Superior performance is likely to be achieved when necessary supply chain capabilities are developed through supply chain process integration.

290 citations

Journal ArticleDOI
TL;DR: In this paper, the authors investigate the problems encountered in trying to integrate supply chains in the UK construction industry and set these problems in the context of the extensive literature on supply chain management and partnering.
Abstract: Purpose – To empirically investigate the problems encountered in trying to integrate supply chains in the UK construction industry and to set these problems in the context of the extensive literature on supply chain management and partnering.Design/methodology/approach – A brief review of current supply chain issues in the construction industry is provided. Three case studies of leading construction clients were carried out and these included public and private organisations from different sectors of the economy, public transport, information and communications technology and vehicle manufacturing. A large number of interviews were conducted with the various clients, their main contractors and key subcontractors and suppliers.Findings – The findings reveal that the large number of supply chain partners and the significant level of fragmentation limit the levels of integration that are achievable. The interplay of environmental and procurement related factors renders the realisation of truly integrated sup...

290 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
2023125
2022281
2021286
2020334
2019328
2018357