Agile supply chain strategy and supply chain performance:complementary roles of supply chain practices and information systems capability for agility

The paper examines the mediating effect of supply chain (SC) practices on the relationship between agile supply chain (ASC) strategy and supply chain (SC) performance. It further examines the moderating effect of information systems (IS) capability for agility on this mediated relationship. Using the theoretical lenses of complementarity and the information processing view of the supply chain, we hypothesize that strategic supplier partnership, customer relationship, postponement, and lean practices, mediate the relationship between ASC strategy and SC performance. We further hypothesize that IS capability for agility moderates each of these mediated relationships. We empirically test the hypotheses using survey data from members of senior and executive management in the logistics/supply chain functions, of 205 firms. The paper contributes to the literature on agile supply chains by theoretically explaining and empirically demonstrating how SC practices and IS capability for agility act together to effect a positive relationship between agile supply chain strategy and supply chain performance

IT-business alignment:a two-level analysis

In this paper, we identify processes associated with “Tactical IT-Business Alignment”, illustrate four types of alignment states resulting from “strategic” and “tactical” alignment levels, and propose alignment-related managerial actions appropriate for each type. Our results are based on about 45 hours of interviews with about 30 senior, middle and junior managers from IS and other functions, and from company records, in an investigation of four organizations

(Equal Contribution) Supply chain information systems strategy:impacts on supply chain performance and firm performance

This paper examines the relationship between supply chain (SC) strategy and supply chain information systems (IS) strategy, and its impact on supply chain performance and firm performance. Theorizing from the supply chain and IS literatures within an overarching framework of the information processing theory (IPT), we develop hypotheses proposing a positive moderating effect of two supply chain IS strategies – IS for Efficiency and IS for Flexibility – on the respective relationships between two SC strategies – Lean and Agile, and supply chain performance. Based on confirmatory analysis and structural equation modeling of survey data from members of senior and executive management in the purchase/materials management/logistics/supply chain functions, from 205 firms, we validate these hypotheses and show that the IS for Efficiency (IS for Flexibility) IS strategy enhances the relationship between Lean (Agile) SC strategy and supply chain performance. We also show a positive association between supply chain performance and firm performance, and a full (partial) mediation effect of supply chain performance on the relation between Agile (Lean) SC strategy and firm performance. The paper contributes to the supply chain literature by providing theoretical understanding and empirical support of how SC strategies and IS strategies can work together to boost supply chain performance. In doing so, it identifies particular types of supply chain IS application portfolios that can enhance the benefits from specific SC strategies. The paper also develops and validates instruments for measuring two types of SC strategies and supply chain IS strategies. For practice, the paper offers guidance in making investment decisions for adopting and deploying IS appropriate to particular SC strategies and analyzing possible lack of alignment between applications that the firm deploys in its supply chain, and the information processing needs of its SC strategy

Lean and agile supply chain strategies and supply chain responsiveness:the role of strategic supplier partnership and postponement

Purpose – The purpose of this paper is to examine the role of strategic supplier partnership and postponement respectively, on the relation between lean and agile supply chain strategy and supply chain responsiveness. Also, the authors look at the relation between supply chain responsiveness and firm performance. Design/methodology/approach – Applying the strategic-choice theory and the resource-based view of firms to the supply chain, the authors develop a research model to demonstrate the premise that implementing proper supply chain practices to support and execute supply chain strategy will enhance the responsiveness of the supply chain and the performance of the focal firm. The study utilizes survey data from 205 senior executives and managers in the purchasing and supply chain functions from manufacturing firms in the USA. The results are based on covariance-based analysis and structural equation modeling using AMOS software. Findings – The study finds that strategic supplier partnership fully mediates the relationship between a lean supply chain strategy and supply chain responsiveness, and that postponement partially mediates the relationship between an agile supply chain strategy and supply chain responsiveness. It is also shown that supply chain responsiveness is associated with enhanced firm performance. Practical implications – For supply chain practitioners, the results indicate that firms benefit greatly if they consider the resources of their supply chain, such as postponement and strategic supplier partnership in conjunction with their supply chain strategy and that such a matching yields improved supply chain responsiveness and firm performance. Originality/value – The paper theoretically develops logic for and empirically shows that strategic supplier partnership and postponement are appropriate practices for mediating the impact of lean and agile supply chain strategies, respectively, on supply chain responsiveness. Considered at a higher level of abstraction, these relationships indicate a contribution to theory that explains how supply chain strategy can beget supply chain responsiveness, through the concurrent deployment of appropriately matched supply chain practices

Supply chain management practices - IT utilisation alignment:impact on supply chain performance and firm performance

This paper examines alignment between supply chain management (SCM) practices and information technology (IT) utilisation and its impact on supply chain performance and firm performance. Applying the information processing view of firms to the supply chain and drawing from the notion of information systems capabilities, we define three SCM practices - IT utilisation alignment capabilities, as the fit between three specific types of SCM practices and three corresponding kinds of IT utilisation. We develop hypotheses suggesting positive associations between these capabilities, and supply chain performance and firm performance. Our results show that two capabilities namely inter-firm SCM practices - IT use external alignment and information SCM practices - IT use infrastructural alignment are positively associated with supply chain performance and firm performance. Hypotheses were tested through structural equation modelling analysis using SMART PLS software, of survey data collected from 205 senior managers in purchasing, logistics, operations and supply chain functions, from manufacturing firms in the USA

Tactical IT-business alignment:antecedents and outcomes

This article proposes the concept of “Tactical IT-Business Alignment”, as alignment between IT and other business functions at the operational and tactical levels. Based on in-depth case studies, it identifies five important aspects and three outcomes of Tactical IT-Business Alignment

Examining tactical information technology - business alignment

The goal of strategic IT-business alignment has been to deploy IT applications that support business strategy. In spite of voluminous strategic IT plans and numerous studies on strategic IT-business alignment, accounts of wasted IT investments and deployment of business-irrelevant applications are rampant, indicating lack of alignment at the tactical level, that is, lack of execution-level processes addressing issues of resources, objectives and implementation-priority matching, between IT and the business. We answer the question: What are the aspects and outcomes of tactical IT-business alignment? We (1) identify six aspects of tactical IT-business alignment, and (2) show how they lead to four outcomes - implementation of planned applications, execution of IT-enabled aspects of business strategy, increased credibility of the IT function and increased business value from IT projects. Our results are based on qualitative primary data (45 hours of interviews with 28 IT and functional managers and company documents) from four organizations. [PUBLICATION ABSTRACT