The impact of sales and operations planning practices on manufacturing operational performance
The impact of sales and operations planning practices on manufacturing operational performance
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DOI：
10.1080/00207543.2013.853889
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发表时间：
2014-04-03
影响因子：
9.2
通讯作者：
Rodriguez Scavarda do Carmo, Luiz Felipe Roris
中科院分区：
文献类型：
--
作者：
Tavares Thome, Antonio Marcio;Sousa, Rui Soucasaux;Rodriguez Scavarda do Carmo, Luiz Felipe Roris
缺乏直接检验销售和运营规划 (S&OP) 实践对制造运营绩效影响的严格实证研究。本文旨在通过分析来自 34 个国家/地区的 725 家制造商的样本来填补这一空白。假设将内部 S&OP、与供应商的集成 (IS) 以及与客户的集成与制造运营绩效（交付、质量和灵活性）联系起来。使用结构方程模型验证构造，并使用多元逐步回归测试假设。我们的研究结果表明，在控制企业规模、国家经济发展和市场动态的情况下，内部 S&OP 对制造绩效产生了中到大的积极影响。供应链整合对制造绩效没有显着影响。然而，我们发现IS 正向调节内部S&OP 与绩效之间的关系，这表明IS 成熟的公司会放大内部S&OP 对绩效的影响。该研究是首批利用跨越不同国家、市场和企业规模的大量制造商样本，以实证方式严格确定 S&OP 实践对制造绩效影响的研究之一。结果表明，S&OP 实践在多个绩效维度上具有广泛的影响，并且是产生制造绩效的强大杠杆。
There is a lack of rigorous empirical studies directly examining the impact of sales and operations planning (S&OP) practices on manufacturing operational performance. This paper aims to fill this gap by analysing a sample of 725 manufacturers from 34 countries. Hypotheses relate internal S&OP, integration with suppliers (IS) and integration with customers with manufacturing operational performance (delivery, quality and flexibility). The constructs were validated with structural equation modelling and the hypotheses were tested using multiple stepwise regression. Our findings showed a positive and moderate-to-large effect of internal S&OP on manufacturing performance, controlling for firm size, country economic development and market dynamics. There was no significant impact of supply chain integration on manufacturing performance. However, we found that IS positively moderated the relationship between internal S&OP and performance, suggesting that firms with mature IS amplify the effect of internal S&OP on performance. The study is among the first to empirically and rigorously establish the impacts of S&OP practices on manufacturing performance, using a large sample of manufacturers spanning different countries, markets and firm sizes. Results show that S&OP practices have a broad impact across several performance dimensions and are a powerful lever for generating manufacturing performance.