Cultivating Collaborative Improvement: An Action Learning Approach

As competitive pressure mounts to innovate in the global knowledge economy, many organizations are exploring new ways of collaborating with their supply chain partners. However, the process of implementing collaborative initiatives across disparate members of supply networks is fraught with difficulties. One approach designed to tackle the difficulties of organizational change and inter-organizational improvement in practice is `action learning¿. This paper examines the experiential lessons that arise when cultivating collaborative improvement in an interorganizational learning environment. The authors, acting as action researchers, facilitated a practical learning program in an Extended Manufacturing Enterprise involving a large system integrator in the automotive industry and three of its\ud suppliers. Based on this experience, a practical learning model is offered to promote and facilitate inter-organizational change as part of a collaborative improvement process

Investigating the impact of networking capability on firm innovation performance:using the resource-action-performance framework

The author's final peer reviewed version can be found by following the URI link. The Publisher's final version can be found by following the DOI link.Purpose The experience of successful firms has proven that one of the most important ways to promote co-learning and create successful networked innovations is the proper application of inter-organizational knowledge mechanisms. This study aims to use a resource-action-performance framework to open the black box on the relationship between networking capability and innovation performance. The research population embraces companies in the Iranian automotive industry. Design/methodology/approach Due to the latent nature of the variables studied, the required data are collected through a web-based cross-sectional survey. First, the content validity of the measurement tool is evaluated by experts. Then, a pre-test is conducted to assess the reliability of the measurement tool. All data are gathered by the Iranian Vehicle Manufacturers Association (IVMA) and Iranian Auto Parts Manufacturers Association (IAPMA) samples. The power analysis method and G*Power software are used to determine the sample size. Moreover, SmartPLS 3 and IBM SPSS 25 software are used for data analysis of the conceptual model and relating hypotheses. Findings The results of this study indicated that the relationships between networking capability, inter-organizational knowledge mechanisms and inter-organizational learning result in a self-reinforcing loop, with a marked impact on firm innovation performance. Originality/value Since there is little understanding of the interdependencies of networking capability, inter-organizational knowledge mechanisms, co-learning and their effect on firm innovation performance, most previous research studies have focused on only one or two of the above-mentioned variables. Thus, their cumulative effect has not examined yet. Looking at inter-organizational relationships from a network perspective and knowledge-based view (KBV), and to consider the simultaneous effect of knowledge mechanisms and learning as intermediary actions alongside, to consider the performance effect of the capability-building process, are the main advantages of this research

Development Of Model For Supplier Selection And Order Allocation With Discount Pricing And Expected Quality Loss

This paper discusses the development of optimization model for supplier selection and order allocation considering price discounts and quality of the components that are measured based on expectation of quality loss cost. The approach which was used quadratic loss function to estimated quality loss. The development of model is based on the drawback of previous research; where quality was measured only by defective components without considered to any loss of quality due to deviation from quality characteristics target. In the section of results and discussion of this paper is presented a numerical example in order to illustrate the implementation of proposed model. This numerical experiment performed by optimization software has indicated that the model able to generated optimal solution. Keywords- optimization model, supplier selection, price, discount, quality los

An integrated approach to supply chain risk analysis

Despite the increasing attention that supply chain risk management is receiving by both researchers and practitioners, companies still lack a risk culture. Moreover, risk management approaches are either too general or require pieces of information not regularly recorded by organisations. This work develops a risk identification and analysis methodology that integrates widely adopted supply chain and risk management tools. In particular, process analysis is performed by means of the standard framework provided by the Supply Chain Operations Reference Model, the risk identification and analysis tasks are accomplished by applying the Risk Breakdown Structure and the Risk Breakdown Matrix, and the effects of risk occurrence on activities are assessed by indicators that are already measured by companies in order to monitor their performances. In such a way, the framework contributes to increase companies' awareness and communication about risk, which are essential components of the management of modern supply chains. A base case has been developed by applying the proposed approach to a hypothetical manufacturing supply chain. An in-depth validation will be carried out to improve the methodology and further demonstrate its benefits and limitations. Future research will extend the framework to include the understanding of the multiple effects of risky events on different processe

Outsourcing and Information Management.

This paper compares outsourcing processes in France, Italy and Japan in two types of firms, large firms and also small firms. It is shown that outsourcing has increased over the last two decades in both small and large firms in all three countries and that mainly in the last decade the tendency has been to increasingly involve some of the suppliers in product development. We interpret this evidence by means of a cognitive framework related to the activity of information management. Specifically, we show that the more the relationships among suppliers and users are characterised by two-way communication, decentralised information processing, and accordingly balanced contractual power, the more the incentives to create knowledge and to innovate autonomously are guaranteed.Firm size; Information; Network; Outsourcing

THE IMPACT OF STRATEGIC PURCHASING TO THE SUPPLIER INVOLVEMENT THROUGH COMMUNICATION, COORDINATION AND COLLABORATION IN SMAAL AND MEDIUM ENTERPRISES

In recent times, the theory of purchasing and supply operations has been widely studied under a variety of labels and for a number of reasons. Realizing competitive advantage from organizational alignment and relation to materials supply is for a form of backward integration. In the process, the manufacturing organization obeys demands from distributors; purchasing is in turn re-structured and managed to achieve improved customer value for manufacturing; thereafter, the process addresses the suppliers to the organization (external integration) typically involving supplier rationalization and the introduction of supplier evaluation systems. Based on previous research, there was finding that strategic purchasing has been impact to communication, coordination and collaboration with supplier which is increase supplier involvement. According to a survey 100 respondent which was conducted by means questionnaires and 94 completed questionnaires were returned. Six responses were considered incomplete and had to be discarded, and this left 86 valid responses. This study result are strategic purchasing has a positive significant effect to communication is 0.314; positive significant effect to coordination is 0.336; and positive significant effect collaboration is 0.365. Communication and Collaboration directly will bring significant contribution to supplier involvement, but coordination is not directly. Key words: Strategic purchasing, communication, collaboration, coordination, supplier involvement

Supplier development practice: arising the problems of upstream delivery for a food distribution SME in the UK

The paper aims to emphasize on the impacts of the supplier development on reducing the defects in supplier quality for a food distribution small–medium sized enterprise (SME). An empirical study was conducted to measure the performance of the suppliers in three different key performance indicators of the outsourcing and supplier’s performance to arise the existing problems via information exchange, data collection and data analysis. It was found that supplier development through data and information exchange and better communication by any food distribution SME raises the problems more promptly. This can dramatically change the supplier’s behavior to improve the quality of the supplier’s service and products. It is suggested that more research is required to raise other key performance indicators and their related problems and to develop more improvement practices. Six sigma methodologies could be the potential good practices to be focused in future research studies. Supplier performance measurement, which encompasses data exchange and data collection, develops the systematic flow of information, which potentially improves the flow of goods and the whole food supply chain to address the final consumer satisfaction. The research took a novel approach in adopting some transport related key performance indicators of the food supply to the food distribution and retailing sector, which is almost a new approach in food industry

Value Co-Creation with Suppliers

The growing specialization of firms and the reinforcement of vertical disintegration have led to an increasing reliance on purchasing and supply management. This means that an increasing proportion of value is created outside the boundaries of the firm, namely by suppliers. In this context, the paper aims to relate the configuration of the bonds companies establish with their suppliers to the process of value creation. The paper furthers our understanding of buyer-supplier relationships as mechanisms for the coordination and development of capabilities on both sides of the dyad. Evidence was found that relationships affect not only the access and exploration of suppliers’ resources, but also the perception the buying firm has about their capabilities which is likely to condition the potential for joint value creation. The main contribution of the paper is that value co-creation involving suppliers must be regarded as a strategic option which depends on several conditions. This research puts in evidence two of these conditions: suppliers’ capabilities and the way the buyer-seller relationships are configured.Buyer-supplier relationships, capabilities, relationship configuration, value creation