The impact of supply chain analytics on operational performance: a resource-based view

This study seeks to better understand the role of supply chain analytics (SCA) on supply chain planning satisfaction and operational performance. We define the architecture of SCA as the integration of three sets of resources, data management resources (DMR), IT-enabled planning resources and performance management resources (PMR), from the perspective of a resource-based view. Based on the data collected from 537 manufacturing plants, we test hypotheses exploring the relationships among these resources, supply chain planning satisfaction, and operational performance. Our analysis supports that DMR should be considered a key building block of manufacturers’ business analytics initiatives for supply chains. The value of data is transmitted to outcome values through increasing supply chain planning and performance capabilities. Additionally, the deployment of advanced IT-enabled planning resources occurs after acquisition of DMR. Manufacturers with sophisticated planning technologies are likely to take advantage of data-driven processes and quality control practices. DMR are found to be a stronger predictor of PMR than IT planning resources. All three sets of resources are related to supply chain planning satisfaction and operational performance. The paper concludes by reviewing research limitations and suggesting further SCA research issues

Relative impact of different ERP forms on global manufacturing organizations: an exploratory analysis of a global manufacturing survey

There are many types of enterprise resource planning (ERP) systems, ranging from very large and very functional vendor products such as provided by SAP and Oracle, through in-house systems, and smaller vendor products. Thus there is a substantial range of enterprise computing support available for manufacturing organizations and their manufacturing planning and control. The Global Manufacturing Research Group (GMRG) has collected a systematic survey of manufacturing organizations around the world, providing a picture of manufacturing operations. We have taken GMRG data and organized it around seven levels of ERP functionality, and analyzed this data in terms of effectiveness in terms of how ERP systems are used in global manufacturing firms, their role in accomplishing manufacturing planning and control, the relationship between ERP forms and data management practices, the satisfaction firms have across ERP forms, and finally relative perceived benefits and costs across ERP forms