Integrating supply chains: An investigation of collaborative knowledge transfers

This paper aims to empirically investigate the impact upon performance of explicit knowledge transfer in the integrated supply chain between a manufacturer and its external suppliers and customers. Literature derived hypotheses were evaluated using International Manufacturing Strategy Survey data from 338 companies. Valid and reliable scales were created via confirmatory factor analysis, and effects upon inventory performance tested via regression techniques. Whilst knowledge transfers from upstream and downstream directions were positively related to a manufacturer's performance, knowledge derived from customers was more powerful. Furthermore, integrated knowledge transfer- the combination of knowledge emanating from both suppliers and customers- had the strongest link to performance. The implications for practioners are that integrating knowledge across supply chains could be more far reaching than the exchange of assets, data and information usually considered in supply chain literature. Furthermore the current generalized approach to managing external knowledge is inadequate. This study expands upon existing literature by including directional implications as to which knowledge inflows are most valuable. For academics, this paper supports and extends existing literature by considering the supplier-manufacturer-customer triad in unison. The focus goes beyond asset, data and information exchange towards the leveraging of external knowledge. Relevant perspectives and dimensions were adopted from the knowledge management stream in order to add conceptual depth. Several areas of knowledge-based supply chain research have been identified as potential opportunities for further investigation.Supply Chain; Knowledge Management; Empirical Research:

Developing supply chain maturity

This study introduces an empirical model of supply chain maturity and assesses its impact upon performance. Findings suggest that supply chain maturity is multi-dimensional including the areas of planning, sourcing, making, delivering, new product development, and returning. Valid and reliable measures, scales and supply chain maturity constructs were formulated and significant positive links found with multiple objective performance measures. The supply chain maturity framework is thus concluded to be robust for answering questions relating to where a supply chain is in developmental terms and what may be done to continue improving upon the design. Possible areas for further research and implications for managers are also raised.Supply Chain Design; Supply Chain Coordination;

Supply chain knowledge management: A conceptual framework

The supply chain literature still largely focuses on asset, alphanumeric data and information (in the form of documents and files) elements of exchange between supply chain partners, despite the fact that increased integration and collaboration clearly require development of more complex elements of expertise and knowledge. In this respect, this paper recognizes the knowledge management (KM) literature as a potential source of new insights to add conceptual depth and understanding to managing 21st century supply chains. Specific KM theories and constructs are identified as potentially contributing to theory and practice in supply chain contexts. An overall framework for supply chain knowledge management is developed, along with literature-based definitions of supply chain knowledge transfer, competence and maturity constructs. The "knowledge lens" theory building approach is applied to import these perspectives into supply chain domains, with efforts to maintain conceptual consistency across the two literature streams.Knowledge Management; Supply Chains; Conceptual Framework;

Developing operational competence in purchasing

This paper contributes to the emerging theory of purchasing competence. First, it replicates and cross-validates the construct with five underlying supply-side competence dimensions of Narasimhan, Jayaram and Carter (2001), using telephone survey data from 200 high-turnover European companies. The addition of an IT Competence dimension to the construct is proposed and empirically validated. In response to the growing importance of services, equivalence of the competence construct across manufacturing and financial services contexts was shown using the structural equation technique of invariance analysis. Using set correlation analysis competence dimensions were found to be significant drivers of multiple operational performance measures. All competence dimensions had significant positive impact upon at least one performance measure. IT Competence had the most significant positive impact, driving Quality, Purchase-Order Cycle Time and Professionalism. Certain dimensions had significant negative effects upon performance, providing evidence for the possible existence of "competency trap" phenomena.Operational Competence; Purchasing; Empirical Methods;

Technology in purchasing: Impacts on performance and future confidence

This study investigates how top Finance & Accounting managers perceive the performance implications of adopting technologies to improve Purchasing processes. Based on a large-sample (454) survey, we employ multivariate data analysis techniques to specifically provide insights into how e-Purchasing impacts organizational performance. We model a theoretical construct of e-Purchasing and empirically confirm our literature-based hypotheses that e-Purchasing strongly and positively correlates with the integration between the Finance and Purchasing departments, improves the operational performance within these departments, and positively affects the confidence of managers in future organizational performance in the face of internal and external risk. We discuss implications for purchasing and supply researchers and practitioners as well as areas for further research.e-Purchasing; Internal Integration; Empirical Research Methods;

Supply-chain evolution: Knowledge-based perpectives

This paper aims to go some way to answering the question: "Where are we now in the evolution of supply chains and what has to occur to advance along the continuum?" (Bowersox et al., 2000) by undertaking a conceptual synthesis of relevant literatures relating to the increasing importance of managing knowledge in supply chains. These issues are developed through a synthesis of the supply chain literature, and analysed through adopting perspectives from knowledge management research streams. A consensus is emerging from the supply chain literature that to advance along the evolutionary continuum supply chains must become more integrated, and with increased levels of collaboration between upstream and downstream partners. Yet, the majority of existing supply chain literature still focuses on asset, data and information elements of exchange between supply chain partners. This is despite the fact that increased integration and collaboration clearly require the exchange of more complex elements at the expertise and knowledge levels. Within supply chain contexts the exchange and management of knowledge dimensions is not so well understood despite their increasing importance as more complex business dynamics shift towards competing supply chains. This paper proposes that several knowledge management concepts and frameworks are relevant and useful to supply chain academics and practitioners. It contributes to a gap in the literature relating to the exchange and development of knowledge in supply chains, which has been identified as an important area relating to the continued evolution of supply chain theory and practice.Knowledge Management; Supply Chains; Integration; Collaboration;

BHPR research: qualitative1. Complex reasoning determines patients' perception of outcome following foot surgery in rheumatoid arhtritis

Background: Foot surgery is common in patients with RA but research into surgical outcomes is limited and conceptually flawed as current outcome measures lack face validity: to date no one has asked patients what is important to them. This study aimed to determine which factors are important to patients when evaluating the success of foot surgery in RA Methods: Semi structured interviews of RA patients who had undergone foot surgery were conducted and transcribed verbatim. Thematic analysis of interviews was conducted to explore issues that were important to patients. Results: 11 RA patients (9 ♂, mean age 59, dis dur = 22yrs, mean of 3 yrs post op) with mixed experiences of foot surgery were interviewed. Patients interpreted outcome in respect to a multitude of factors, frequently positive change in one aspect contrasted with negative opinions about another. Overall, four major themes emerged. Function: Functional ability & participation in valued activities were very important to patients. Walking ability was a key concern but patients interpreted levels of activity in light of other aspects of their disease, reflecting on change in functional ability more than overall level. Positive feelings of improved mobility were often moderated by negative self perception ("I mean, I still walk like a waddling duck”). Appearance: Appearance was important to almost all patients but perhaps the most complex theme of all. Physical appearance, foot shape, and footwear were closely interlinked, yet patients saw these as distinct separate concepts. Patients need to legitimize these feelings was clear and they frequently entered into a defensive repertoire ("it's not cosmetic surgery; it's something that's more important than that, you know?”). Clinician opinion: Surgeons' post operative evaluation of the procedure was very influential. The impact of this appraisal continued to affect patients' lasting impression irrespective of how the outcome compared to their initial goals ("when he'd done it ... he said that hasn't worked as good as he'd wanted to ... but the pain has gone”). Pain: Whilst pain was important to almost all patients, it appeared to be less important than the other themes. Pain was predominately raised when it influenced other themes, such as function; many still felt the need to legitimize their foot pain in order for health professionals to take it seriously ("in the end I went to my GP because it had happened a few times and I went to an orthopaedic surgeon who was quite dismissive of it, it was like what are you complaining about”). Conclusions: Patients interpret the outcome of foot surgery using a multitude of interrelated factors, particularly functional ability, appearance and surgeons' appraisal of the procedure. While pain was often noted, this appeared less important than other factors in the overall outcome of the surgery. Future research into foot surgery should incorporate the complexity of how patients determine their outcome Disclosure statement: All authors have declared no conflicts of interes

The evolving supply chain : an empirical investigation of the impact of knowledge dimensions in manufacturing and service supply chains

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