Exploring supply management status, internal collaboration and operating performance

An important internal link in the supply chain is between supply managers and their internal customers. These individuals must collaborate to determine purchase specifications, develop sourcing strategies, ensure supplier performance, and maintain effective supplier relationships. Using power and social networking as the theoretical lenses, we develop and test a conceptual model examining the supply management function’s status, supply manager’s networking behavior, collaboration with the internal customer, and operating performance (lower cost, better quality, faster delivery, and consistent delivery). We also examine the mediating effect of collaboration and networking behavior on the positive effect of status and operating performance. Data gathered in an online survey of supply management professionals are examined using path analysis. Results show that without including the mediators, supply management status is directly related to all four operating performance measures. It is also positively related to collaboration with the internal customer and networking behavior. Contrary to expectations, the supply manager’s networking behavior is not related to collaboration with the internal customer. Collaboration is positively related to all four operating performance measures. However, the supply manager’s networking behavior is only related to one operating performance measure, better quality. Mediation analysis shows that supply management status has a direct effect on faster delivery performance beyond what is explained by collaboration and the supply manager’s networking behavior. The findings suggest that organizations should look for ways to elevate the status of the supply management function to improve internal collaboration and operating performance.Keywords: status, operating performance, supply management, networking, collaboration, internal custome

A phase I trial of the γ-secretase inhibitor MK-0752 in combination with gemcitabine in patients with pancreatic ductal adenocarcinoma.

BACKGROUND: The Notch pathway is frequently activated in cancer. Pathway inhibition by γ-secretase inhibitors has been shown to be effective in pre-clinical models of pancreatic cancer, in combination with gemcitabine. METHODS: A multi-centre, non-randomised Bayesian adaptive design study of MK-0752, administered per os weekly, in combination with gemcitabine administered intravenously on days 1, 8 and 15 (28 day cycle) at 800 or 1000 mg m-2, was performed to determine the safety of combination treatment and the recommended phase 2 dose (RP2D). Secondary and tertiary objectives included tumour response, plasma and tumour MK-0752 concentration, and inhibition of the Notch pathway in hair follicles and tumour. RESULTS: Overall, 44 eligible patients (performance status 0 or 1 with adequate organ function) received gemcitabine and MK-0752 as first or second line treatment for pancreatic cancer. RP2Ds of MK-0752 and gemcitabine as single agents could be combined safely. The Bayesian algorithm allowed further dose escalation, but pharmacokinetic analysis showed no increase in MK-0752 AUC (area under the curve) beyond 1800 mg once weekly. Tumour response evaluation was available in 19 patients; 13 achieved stable disease and 1 patient achieved a confirmed partial response. CONCLUSIONS: Gemcitabine and a γ-secretase inhibitor (MK-0752) can be combined at their full, single-agent RP2Ds

Finishing the euchromatic sequence of the human genome

The sequence of the human genome encodes the genetic instructions for human physiology, as well as rich information about human evolution. In 2001, the International Human Genome Sequencing Consortium reported a draft sequence of the euchromatic portion of the human genome. Since then, the international collaboration has worked to convert this draft into a genome sequence with high accuracy and nearly complete coverage. Here, we report the result of this finishing process. The current genome sequence (Build 35) contains 2.85 billion nucleotides interrupted by only 341 gaps. It covers ∼99% of the euchromatic genome and is accurate to an error rate of ∼1 event per 100,000 bases. Many of the remaining euchromatic gaps are associated with segmental duplications and will require focused work with new methods. The near-complete sequence, the first for a vertebrate, greatly improves the precision of biological analyses of the human genome including studies of gene number, birth and death. Notably, the human enome seems to encode only 20,000-25,000 protein-coding genes. The genome sequence reported here should serve as a firm foundation for biomedical research in the decades ahead

Wearing many hats: Supply managers' behavioral complexity and its impact on supplier relationships

Applying concepts from the behavioral complexity literature ([Ashby, 1952] and [Denison et al., 1995]) we examine if supply managers' multiple roles (behavioral repertoire) and the ability to shift among these roles (behavioral differentiation) are related to their interpersonal relationships with account executives of key suppliers. A series of interviews identified four roles that are enacted when managing supplier relationships: negotiator, facilitator, supplier's advocate, and educator. Survey data were gathered from 70 matched pairs of supply managers and key suppliers' account executives. Results show that a broader behavioral repertoire is positively related to interpersonal relationship quality but behavioral differentiation is negatively related to interpersonal relationship quality.Buyer-supplier relationships Behavioral complexity Supply management

Exploring supply management status, internal collaboration and operating performance

An important internal link in the supply chain is between supply managers and their internal customers. These individuals must collaborate to determine purchase specifications, develop sourcing strategies, ensure supplier performance, and maintain effective supplier relationships. Using power and social networking as the theoretical lenses, we develop and test a conceptual model examining the supply management function\u27s status, supply manager\u27s networking behavior, collaboration with the internal customer, and operating performance (lower cost, better quality, faster delivery, and consistent delivery). We also examine the mediating effect of collaboration and networking behavior on the positive effect of status and operating performance. Data gathered in an online survey of supply management professionals are examined using path analysis. Results show that without including the mediators, supply management status is directly related to all four operating performance measures. It is also positively related to collaboration with the internal customer and networking behavior. Contrary to expectations, the supply manager\u27s networking behavior is not related to collaboration with the internal customer. Collaboration is positively related to all four operating performance measures. However, the supply manager\u27s networking behavior is only related to one operating performance measure, better quality. Mediation analysis shows that supply management status has a direct effect on faster delivery performance beyond what is explained by collaboration and the supply manager\u27s networking behavior. The findings suggest that organizations should look for ways to elevate the status of the supply management function to improve internal collaboration and operating performance

Wearing Many Hats: Supply Managers' Behavioral Complexity and Its Impact on Supplier Relationships

Applying concepts from the behavioral complexity literature (Ashby, 1952; Denison, Hooijberg, and Quinn, 1995) we examine if supply managers’ multiple roles and the ability to shift among these roles is related to their interpersonal relationship with their key contact within the strategic suppliers’ organization and ultimately with the firm-to-firm relationship. Case studies identified four supply manager roles that are assumed when managing relationships with strategic suppliers: negotiator, facilitator, supplier’s advocate, and educator. Survey data were gathered from 59 pairs of supply managers and their key contact in a strategic supplier’s organization. Results show that a larger behavioral repertoire is positively related to interpersonal relationships but higher behavioral differentiation is negatively related to interpersonal relationships. Interpersonal relationships are positively related to firm-to-firm relationships. Limitations and opportunities for future research are discussed

Facilitating knowledge transfer during SOX-mandated audit partner rotation

Audit teams are responsible for the discovery of the true financial state of a business. The ramifications of the quality of these efforts ripple throughout our economy. Requirements of Section 203 of the Sarbanes-Oxley Act of 2002 (SOX)--which mandates rotation of the audit team member who bears primary responsibility for the audit--began to take effect as recently as 2007-2008. The potential for knowledge loss within the audit team via this mandated rotation comes with great costs and risks for all stakeholders, as audit team members possess perhaps the most intimate knowledge of businesses. To aid in the prevention of knowledge loss and the facilitation of knowledge transfer from the outgoing to the incoming partner, we suggest four primary knowledge transfer approaches which may be used together in the post-SOX environment. These approaches are: (1) adequate planning of member rotation far in advance of the deadline for each partner; (2) consideration of strategic fit among the incoming partner, the client, the industry, and the team; (3) improved documentation of the outgoing partner's knowledge to be shared with the incoming partner; and (4) increased interaction among the rotating partners--outgoing and incoming--and the client to assist in the sharing of critical, yet difficult to transfer, tacit knowledge.Knowledge management Sarbanes-Oxley Audit teams Knowledge transfer

Knowledge dissemination in operations management: Published perceptions versus academic reality

The channels for knowledge generation and dissemination in the business disciplines are many: presenting research at conferences, writing books, distributing working papers, offering insights in society newsletters, giving invited talks, publishing studies in academic journals, and many other venues, including even blogs and perhaps Facebook®. But the most important venue is probably published research in "top-level" academic journals. In the discipline of Operations Management, many studies and lists have been published that attempt to determine which of these journals are supposedly the "top" according to either citation analyses, the opinion of recognized experts, author affiliations, bibliometric studies, and other approaches. These lists may then, in turn, be used in different degrees to evaluate research. However, what really counts is what the academic institutions actually use for guidance in evaluating faculty research. Based on a new source of ranking data from AACSB-accredited schools, we compare published journal-ranking studies against that of academe to determine the degree to which the studies reflect academic "reality". We present rankings of OM journals based on this new source of data and on an aggregate of the stream of published studies, and evaluate their consistency.Operations management Journal ranking Journal perception OM discipline