Knowledge Asset and Inter-Organizational Relationship in the Performance of Australian Beef Supply Chain

Supply Chain Management has become a strategic issue in firm’s success where Knowledge Asset and inter-organizational system can play a substantial role. Given that Australian beef industry is production pushed and lags behind in productivity improvement, this research was carried out to study if knowledge Asset Management (KAM) and inter-organizational relationship structure in supply chain (SC) have any impact on the performance of Australian beef industry leading into improving the competitiveness of the industry. We utilize concepts from organizational theories and marketing literature in agribusiness to develop the formative/reflective constructs, their measurement scales, and then use partial least squares (PLS) based structural equation modeling (SEM) to test our hypotheses. Data were collected through a telephone survey of a total of 315 firms including input suppliers, producers, processors, and retailers in the beef industry of Western Australia and Queensland. The PLS analysis reveals that ‘KAM, is the strongest predictor of SC performance, followed by ‘transaction climate’ and vertical coordination among the chain members. Result also shows that SC performance strongly influences the ‘competitiveness’ of the industry as a whole. Thus this study identifies significant strategic supply chain factors, which will enable the stakeholders to do appropriate planning and benchmarking to improve performance of Australian beef industry

Impact of knowledge management and inter-organizational system on supply chain performance : the case of Australian agri-food industry

Motivated by the problems of cost competitiveness, profitability and market development issues in the Australian agri-food industry, this study was designed to addresses research questions as to how levels of knowledge asset management, inter-organizational systems (IOS) and relationship structures impact on the performance of a supply chain and differentiate the performance of the industry. Supply chains in the Australian agri-food industry have been based mainly on market arrangements with operation production pushed and, often, adversarial, resulting in profitability problems and a lack of innovative actions in developing products and a business based on insights from customers.With the main objective of investigating sources of supply chain performance in the Australian agri-food industry, five specific objectives were investigated. The preliminary conceptual model were developed principally using supply chain management and marketing literature in agribusiness and concepts from resource-based view (RBV), knowledge-based view (KBV) and transaction cost economics (TCE). The study objectives were addressed by a mixed method research methodology through a pragmatist approach that involved a first phase of qualitative data collection to enhance the theoretical model and develop survey instruments, followed by a second phase of quantitative data collection and analysis to test the research hypotheses.The qualitative first phase was based on in-depth interviews with eight agri-food firms to explore the research questions in real-world conditions. Content analysis of the interview transcripts helped identifying important factors and variables related to the performance of the supply chain which, later, were aligned with the literature and enhanced the initial theoretical research model and hypothesized relationships. The second phase involved finalizing the research model that used 22 hypotheses targeting factors of supply chain performance in the specific agri-food industry; viz., the Australian beef industry. A questionnaire was developed and pretested, followed by a pilot study of 68 participants. Finally, data were collected through a random telephone survey of 315 firms including input suppliers, producers, processors and retailers in the beef industries of Western Australia and Queensland. The data were analyzed using partial least square (PLS) based structural equation modelling (SEM).Assessment of the research model demonstrated that 18 of the 22 hypotheses, made up of 11 primary factors and 15 sub-factors, were supported. Results indicated that, among the predictive factors, knowledge asset management was the strongest predictor of supply chain performance, followed by negotiation power, price uncertainty, inter-firm relationship strength and environmental management practices. Competition intensity, vertical coordination and transaction climate were significant antecedents of knowledge asset management, IOS use and inter-firm relationship strength in the Australian context. Results established that relationship strength in the supply chain depends on the level of commitment, mutual investments, trust and interdependence of the firms. The non-significant relationship between IOS and supply chain performance indicated that IOS, by itself, cannot produce sustained performance advantages unless pre-existing complementary human and business resources are exploited in an integrated way. Finally, statistical evidence proved that the supply chain is a source of competitiveness in the industry and that competitive advantage lies in system efficiencies in the performance of the supply chain.Finally, the study provides frameworks for developing the strategies of inter-firm relationships, knowledge asset management and the use of electronic systems in the supply chain to align the best principles of value-creating strategy in firms and in the industry, for competitive advantage. Thus, the results have provided a comprehensive, reliable and valid model of supply chain performance that contributes to knowledge at the strategic level for appropriate planning and benchmarking to improve performance of the agri-food industry. Finally, although the hypothesized relationships in the model have been tested in the beef industry in Australia, the issues can be examined not only in other sectors of the Australian agri-food industry supply chain but also in other agricultural sectors within Australia and overseas

Inter-firm Relationships and Performance Factors in the Australian Beef Supply Chain: Implications for the Stakeholders

Recent study by Meat & Livestock Australia revealed that cost competitiveness and market development issues in supply chain are the major factors for a long term decline of the Australian Beef industry. This study, based on the explanation of transaction cost theory argues that competitive performance of an industry depends on improving cost efficiency across the whole of supply chain, the underlying value chain, and the relationship among the stakeholders in the industry. With a main objective to investigate the underlying factors of developing competent inter-firm relationship that influence the supply chain performance and competitiveness, this study presents details of a survey carried out and tests the hypothesis that inter-organizational relationships in supply chain and its antecedents have impact on the performance of Australian beef industry and thus have impact on the competitiveness of the industry. Data were collected through a telephone survey of 315 firms in the beef industry from the states of Western Australia and Queensland. The sample respondents were categorized as input suppliers, beef-cattle producers, processors, retailers/exporters, and wholesalers. The data were analysed using the partial least square based structural equation modelling. PLS analysis reveals that ‘Transaction Climate’ is the strongest determinants of developing a competent relationship, while negotiation power, presence of industry competitors, and the degree of vertical coordination significantly influence the relationship strength. Findings also demonstrate that relationship strength is the most prevalent source of performance and competitiveness, while SC performance highly positively influences the Competitiveness of beef industry. Thus this study identifies significant antecedents and consequences of Supply Chain Performance in Australian beef industry, which are strategic and extremely important information for beef producers, processors, retailers, and other stakeholders for appropriate planning and benchmarking.Beef Supply Chain, Agribusiness Management, Supply Chain Management, Agribusiness,

Supply chain performance of the Australian beef industry: Comparing the industry structure, Inter-firm relationships and knowledge systems of Western Australia and Queensland

The meat and livestock industry in Australia accounts for more than 45 per cent of Australia’s total value of agricultural production, within which beef is the largest industry in value terms (Nossal, Sheng and Zhao 2008). But the industry is experiencing a long-term decline in terms of trade, and has lagged behind other industries in rates of productivity improvement (MLA 2008). As it is critical for the economy that the beef industry maintains profitability and sustainability, it is believed that the performance, competitiveness and success of the industry depends on improving cost efficiency and productivity of the whole supply chain in the industry. The main objective of this study was to investigate how the synergies of developing and utilizing ‘supply chain knowledge’, use of ‘inter-organizational systems (IOS)’, and competent ‘inter-firm relationship’ influence ‘supply chain performance’ and ‘competitiveness’ of the Australian Beef industry.https://researchlibrary.agric.wa.gov.au/books/1007/thumbnail.jp

Supply Chain Practice, Supply Chain Performance Indicators and Competitive Advantage of Australian Beef Enterprises: A Conceptual Framework

This research focuses on an Australian agribusiness supply chain, the Australian Beef Supply Chain. The definition of the Australian Beef Supply Chain is the chain or sequence of all activities from the breeding property to the domestic or overseas consumers. The beef sector in Australia is undergoing rapid change because of globalisation, a highly competitive beef market (local and export), quicker production cycle and delivery times and consequently reduced inventories, a general speed-up of the rate of change in the business environment, the trend toward more outsourcing of activities, and the rapid development of IT. In this business environment, advanced supply chain systems have the potential to provide significant contributions to Australian beef industry performance. A conceptual framework of the research project has been proposed. There are three elements of conceptual framework. Firstly, supply chain practice of Australian beef industry consists of five sub-elements such as strategic supplier partnerships, customer relationships, information sharing, information quality and a lean system. Moreover, there is an antecedent of cooperative behaviour such as trust and commitment influencing supply chain practice and supply chain performance indicators. Secondly, supply chain performance indicators include four sub-elements such as flexibility, efficiency, food quality and responsiveness. Finally, the competitive advantage framework of the Australian beef enterprises consists of price, quality, export sales growth and time to market. As a further step of the research after developing the conceptual framework, the research project focuses the analysis on how the antecedents of the sub-elements of supply chain practice affect supply chain performance in Australian beef enterprises, how trust and commitment in trading partners affect supply chain performance, how attributes such as flexibility, efficiency, food quality and responsiveness influence the sub-elements of competitive advantage. The research project leads on to further work on how Australian beef enterprises measure their supply chain performance and what the major difficulties are arising when implementing supply chain management in the Australian beef industry and what kind of changes can be made to beef supply chains to enhance their performance.Agribusiness,

Inter-organizational supply chain performance: How the relationship factors influence the Australian beef industry?

This study examines supply chain structures and inter-organizational relationship factors that influence the supply chain performance in the Australian beef industry. It investigated the extent to which aggregated relationship strength is a source of supply chain performance for the industry. The effect of antecedent factors such as vertical coordination, negotiation power and the use of IOS in the relationship strength were also investigated. Data were collected through a telephone survey in 315 firms including input suppliers, producers, processors and retailers in the beef industry of Western Australia and Queensland. The results support both the direction of theoretical underpinnings from RBV and TCE in the beef industry, that durable buyer-supplier relationships in the supply chain are developed from the level of commitment and trust, interdependence and mutual investment and can be a strategic economic resource to by-pass the cost of traditional market transactions. Results suggest the following key success factors for the beef industry in Australia: (a) the operational adoption of a lean supply chain between producer and processors or processors and retailers; (b) a transparent interdependent relationship with a strong consolidation/integration of business activities; and (c) synchronized information flows for greater compliance with carcass specifications in the supply chain

A Proposal for Supply Chain Management Research That Matters: Sixteen High Priority Research Projects for the Future

On May 4th, 2016 in Milton, Ontario, the World Class Supply Chain 2016 Summit was held in partnership between CN Rail and Wilfrid Laurier University’s Lazaridis School of Business & Economics to realize an ambitious goal: raise knowledge of contemporary supply chain management (SCM) issues through genuine peer-­‐to-­‐peer dialogue among practitioners and scholars. A principal element of that knowledge is an answer to the question: to gain valid and reliable insights for attaining SCM excellence, what issues must be researched further? This White Paper—which is the second of the summit’s two White Papers—addresses the question by proposing a research agenda comprising 16 research projects. This research agenda covers the following: The current state of research knowledge on issues that are of the highest priority to today’s SCM professionals Important gaps in current research knowledge and, consequently, the major questions that should be answered in sixteen future research projects aimed at addressing those gaps Ways in which the research projects can be incorporated into student training and be supported by Canada’s major research funding agencies That content comes from using the summit’s deliberations to guide systematic reviews of both the SCM research literature and Canadian institutional mechanisms that are geared towards building knowledge through research. The major conclusions from those reviews can be summarized as follows: While the research literature to date has yielded useful insights to inform the pursuit of SCM excellence, several research questions of immense practical importance remain unanswered or, at best, inadequately answered The body of research required to answer those questions will have to focus on what the summit’s first White Paper presented as four highly impactful levers that SCM executives must expertly handle to attain excellence: collaboration; information; technology; and talent The proposed research agenda can be pursued in ways that achieve the two inter-­‐related goals of creating new actionable knowledge and building the capacity of today’s students to become tomorrow’s practitioners and contributors to ongoing knowledge growth in the SCM field This White Paper’s details underlying these conclusions build on the information presented in the summit’s first White Paper. That is, while the first White Paper (White Paper 1) identified general SCM themes for which the research needs are most urgent, this White Paper goes further along the path of industry-academia knowledge co-creation. It does so by examining and articulating those needs against the backdrop of available research findings, translating the needs into specific research projects that should be pursued, and providing guidelines for how those projects can be carried out

Review of Published Chain Information System Research

This paper provides a review of the literature on chains and networks that examine inter-organisational information systems used to manage chains of organisations. Difficulty was found in finding out how organisations exchanged information to manage relationships with customers and suppliers in chains. Most research publications found were based on case studies and few looked at chains of three or more organisations. Substantial research over a greater time period was found on dyadic buyer-seller inter-organisational relationships (companies and either their customers or suppliers). Conclusions are made about how to describe inter-organisational information systems and suggestions for empirical chain research using comparative pairs for data collection and analysis

A Conceptual Model for Explaining Supply Chain Performance in Uganda’s SMEs

This study proposes a conceptual framework, which will be used to conduct an empirical study of supply chain performance in SMEs in Uganda. This conceptual framework was developed from the review of the previous literature. The need for this study arises from the fact that where as SMEs form the back borne of Uganda’s economy, they have encountered poor supply chain performance. Previous researchers also indicate that studies in SMEs and their supply chains are limited and that more research is needed regarding the link between marketing and supply chain management. The proposed conceptual framework presupposes a positive relationship between market orientation and supply chain performance with organizational learning, supply chain management strategy, trust and commitment playing mediating roles. It is hoped that this proposed integrative conceptual model will also be used in other future empirical studies

Factors affecting the organizational adoption of blockchain technology : extending the technology–organization– environment (TOE) framework in the Australian context

Blockchain technology (BCT) has been gaining popularity due to its benefits for almost every industry. However, despite its benefits, the organizational adoption of BCT is rather limited. This lack of uptake motivated us to identify the factors that influence the adoption of BCT from an organizational perspective. In doing this, we reviewed the BCT literature, interviewed BCT experts, and proposed a research model based on the TOE framework. Specifically, we theorized the role of technological (perceived benefits, compatibility, information transparency, and disintermediation), organizational (organization innovativeness, organizational learning capability, and top management support), and environmental (competition intensity, government support, trading partners readiness, and standards uncertainty) factors in the organizational adoption of BCT in Australia. We confirmed the model with a sample of adopters and potential adopter organizations in Aus-tralia. The results show a significant role of the proposed factors in the organizational adoption of BCT in Australia. Additionally, we found that the relationship between the influential factors and BCT adoption is moderated by “perceived risks”. The study extends the TOE framework by adding factors that were ignored in previous studies on BCT adoption, such as perceived information trans-parency, perceived disintermediation, organizational innovativeness, organizational learning capa-bility, and standards uncertainty. © 2021 by the authors. Licensee MDPI, Basel, Switzerland