THE IMPACT OF E-COMMERCE ON THE SUPPLY CHAIN B2B IN IRELAND

The ability to redefine inter-firm relationships and processes, internet-enabled and other Business to Business (B2B) mechanisms facilitate the integration and management of inter- or intra-organisational business processes that produce value for customers. B2B e-commerce in supply chain management (SCM) becomes more important due to its performance implications. Process integration involves upstream and downstream coordination with supply chain partners. In these interactions, supply chain B2B e-commerce helps minimize complexity and increase flexibility while enhancing a higher degree of communication and operational efficiency.Supply chain management; Business to Business marketing; Electronic commerce; Globalization.

Logistics integration processes in the food industry

This paper analyses the integration process that firms follow to implement Supply Chain Management (SCM). This study has been inspired in the integration model proposed by Stevens (1989). He suggests that companies internally integrate first and then extend integration to other supply chain members, such as customers and suppliers. To analyse the integration process a survey was conducted among Spanish food manufacturers. The results show that there are companies in three different integration stages. In stage I, companies are not integrated. In stage II, companies have a medium-high level of internal integration in the Logistics-Production interface, a low level of internal integration in the Logistics-Marketing interface, and a medium level of external integration. And, in stage III, companies have high levels of integration in both internal interfaces and in some of their supply chain relationships.Supply chain, management, food industry, logistics integration process

Logistics-production, logistics-marketing and external integration: Their impact on performance

Highly competitive environments are leading companies to implement Supply Chain Management (SCM) to improve performance and gain a competitive advantage. SCM involves integration, co-ordination and collaboration across organisations and throughout the supply chain. It means that SCM requires internal (intraorganisational) and external (interorganisational) integration. This paper examines the Logistics-Production and Logistics- Marketing interfaces and their relation with the external integration process. The study also investigates the causal impact of these internal and external relationships on the company’s logistical service performance. To analyse this, an empirical study was conducted in the Spanish Fast Moving Consumer Goods (FMCG) sector.Logistics integration processes, internal and external integration, logistics performance

Effect of Internal Marketing on Internal Supply Chain Management through Mediation of Employees’ Affective Commitment

This study examined the relationship of internal marketing and employees’ affective commitment with internal supply chain integration. Furthermore, this study also uncovered the mediation mechanism by proposing employees’ affective commitment as mediator between internal marketing and internal supply chain integration for services firms. Data of 245 usable responses was collected from five major banks of Thailand through self-administered questionnaire by utilizing convenience sampling. Structural equations modeling was carried out in Smart-PLS 3 in order to test the proposed hypotheses. Results depicted that internal marketing is a significant predictor of internal supply chain integration and this relationship becomes stronger with the intervention of employees’ affective commitment. This study sheds a light on the importance of employees for service organizations and provide a way forward to managers for policy making about their employees in order to develop profitable and competitive assets for the organization

THE INFLUENCE OF STRATEGIC SERVICE COMPETENCE CHAIN MANAGEMENT TO RELATIONSHIP MARKETING BASED PERFORMANCE

Using the relational marketing perspective theory of the firm to establish a theoritical foundation, this study serves to fill a gap in the supply chain service management literature with respect tosupply chain service management performance and sales performance antecedent such as strategic service competence, degree of suppliers’ integration, the perceived status function of supply chain service management, and firm size as a moderated variable.The sample used for this study consist of 216 respondents from 23 different manufacturers which had a network of suppliers, and about 73.1% had corporate-wide decision-making responsibilities. Confirmatory factor analyses provided evidence of adequate model fit, convergent and discriminant validity for the underlying variables, and respective factors in the model. The conceptual model and the hypothesized are tested using Structural Equation Modeling. Support was found for the causal relationship between variables in the models that strategic service competence based on relationship marketing, degreesupplier’s integration and perceived status function of supply chain service management by simultan directly had positive contribution on supply chain service management performance;interestingly, strategic service competence through degree supplier’s integration, perceived status function of supply chain service management and supply chain service management performance had indirectly positive contribution on sales performance, and firm size as moderated had no contribution on relation between strategic service competence based on relationship marketing and supply chain service management’s performance. This research indicated that the degree suppliers’ integration and its perceived status function of supply chain service management are necessary resources to strengthen strategic competitive advantage of the firms. Professionals inthe supply chain service management are endeavoring to improve relationship suppliers and to integrate these service activities in the strategy will increase firm’s performanc

Response of Fresh Food Suppliers to Sustainable Supply Chain Management of Large European Retailers

This article analyses new supply chain management (SCM) strategies of the largest retail distribution chains in Europe within the context of differing sustainability concepts and approaches. An analysis is carried out of the strategic plans of such retailers, as well as recent developments in the sector. We begin by identifying the priority actions of retailers and then evaluating, by means of a survey, how small horticultural marketing firms (mainly cooperatives) in southeast Spain respond to the needs of these retailers. Subsequently, an analysis is carried out on these small marketing firm exporters to identify the relative weight which they assign to the variables assessed, while also considering the existing relationships between said weighted variables and business profits. Our results show that retailers tend to establish more simplified supply chains (that is, shorter and more vertical), essentially demonstrating their interpretation of a sustainable supply chain. In contrast, horticultural marketing firms have concentrated more on tactical and operational issues, thereby neglecting environmental, social and logistics management. Thus, their success rate in meeting the sustainability demands of their customers can be considered medium-low, requiring a more proactive attitude. Improved and collaborative relations, and the integration of sustainability concepts between suppliers (marketing firms) and their clients could contribute to successfully meeting sustainability demands. From the point of view of the consumer, close supplier–retail relationships have solved food safety issues, but the implementation of sustainability in other supply chain activities and processes is a pending issue. We propose strategic approximation and collaboration to bridge the gap between the varying sustainability demands in the supplier–retail relationship within perishable supply chains. Although this article specifically addresses fresh vegetable supply chains, the results may be extrapolated to other agri-food chains with a similar structure

The impact of the relationship commitment and customer integration on supply chain performance

Purpose This study aims to show how to improve supply chain performance through the relationship between firms and their customers. In doing so, this study examines the impact of a firm’s relationship commitment and customer integration on supply chain performance. The aim is to detail a way to increase supply chain performance through the relationship between companies and their customers. Design/methodology/approach The empirical analysis was based on a survey on 205 corporate-Egypt multi-industry businesses including manufacturing, retailing, wholesaling and shipping services firms. Data collection was through a questionnaire survey distributed to 1,264 senior managers with responsibilities in the field of supply chain, logistics, purchasing, marketing and operations and with a 16% response rate. A conceptual model was designed, and hypotheses were analysed with covariance-based structural equation modelling. Findings This study makes a significant contribution to the supply chain management (SCM) literature by examining the influence of firms’ relationship commitment on supply chain performance in the supply chain management context by means of the disaggregation of customer integration into two dimensions: integration with customer (IWC) and integration by customer (IBC). The findings indicate that firms’ relationship commitment does not relate directly to supply chain performance, but rather indirectly through integration both with and by customers. Research limitations/implications This paper outlines a conceptual model in which firms’ relationship commitment relates indirectly to supply chain performance. The model also sheds light on the fact that IWCs precedes IBCs in supply chains. This finding suggests that firms should focus on customer integration to improve supply chain performance. Practical implications This study offers a particularly refined understanding of the reasons behind and situations in which supply chain integration (SCI) enables firms to gain superior supply chain performance. In fact, firms focusing on customer integration may improve their supply chain performance, thus enhancing the value of the supply chain. Originality/value This study contributes to the literature by considering a relational view of the SCI-Performance path. In particular, by disaggregating customer integration into IWCs and IBCs, this paper verifies customer integration acting as a mediator between relationship commitment and supply chain performance in supply chains

Smart Pricing: Linking Pricing Decisions with Operational Insights

The past decade has seen a virtual explosion of information about customers and their preferences. This information potentially allows companies to increase their revenues, in particular since modern technology enables price changes to be effected at minimal cost. At the same time, companies have taken major strides in understanding and managing the dynamics of the supply chain, both their internal operations and their relationships with supply chain partners. These two developments are narrowly intertwined. Pricing decisions have a direct effect on operations and visa versa. Yet, the systematic integration of operational and marketing insights is in an emerging stage, both in academia and in business practice. This article reviews a number of key linkages between pricing and operations. In particular, it highlights different drivers for dynamic pricing strategies. Through the discussion of key references and related software developments we aim to provide a snapshot into a rich and evolving field.supply chain management;inventory;capacity;dynamic pricing;operations-marketing interface

Rantai Pasok Produk Beras di Kecamatan Cibeber, Kabupaten Cianjur

Integration in supply chain is the key of marketing. The objectives of this research were to identify the rice supply chain in Cibeber District in Cianjur Regency, to analyze the technical efficiency and vertical integration in the rice supply chain. Although the amount of rice product sold in Cipinang market is only small, the Cipinang grading system remains as a reference for the members of the rice supply chain in Cianjur. There were 10 marketing channels of rice product in Cibeber. Overall, the technical efficiency value of all channels had good scores, and this could be influenced by the sharing information process. Only four out of ten channels that had the technical efficiency, and this was caused by the large number of institutions involved in these channels. There was a directional causality from the farmers of Cibeber, Cianjur to the collectors and retailers of Cianjur. This represents that farmers\u27 power was not weak in the rice supply chain. The government needs to consistently oversee the rice storage performed by the wholesalers, especially in Cipinang Market. The increasing rice price in the wholesalers or retails was not caused by the increasing rice price the farmer level, but it was caused by the wholesaler market power to influence the rice supply in the marke