The relationship between internal supply chain structure and operational performance: survey results from Japanese manufacturers
The relationship between internal supply chain structure and operational performance: survey results from Japanese manufacturers
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内部供应链结构与运营绩效的关系：日本制造商的调查结果
DOI：
10.1108/scm-05-2020-0227
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发表时间：
2021
期刊：
影响因子：
--
通讯作者：
Matsuyama Kazuki
中科院分区：
文献类型：
--
作者：
Nakano Mikihisa;Matsuyama Kazuki
目的本文的目的是讨论供应链管理（SCM）部门的角色。为了实现这一目标，本研究利用从108家日本制造商收集的调查数据，实证检验了内部供应链结构与运营绩效之间的关系。基于对组织理论以及其他领域如市场营销、物流管理、运营管理和供应链管理的文献回顾，本研究侧重于两种结构属性，即形式化和集中化，并将运营绩效划分为以企业为中心的效率和以客户为中心的响应。为了检验使用这些维度的分析模型，本研究进行了结构方程建模。研究结果显示了业务任务集中化与战略任务集中化之间的相关性、两种任务集中化对正规化的影响以及正规化对响应性绩效的影响。此外，通过随访访谈，探讨了正规化对效率绩效没有积极影响的原因。实际意义制造商需要尽可能地将广泛的供应链管理任务形式化，以实现卓越的运营。为了建立这种正式的工作方法，将业务任务和战略任务的权力集中在一个特定的部门是有效的。此外，由于严格的物流服务水平而导致的效率低下是各行业供应链中所有参与者都应该共同努力解决的问题。原创性/价值本研究的理论贡献在于，作者建立了一个实证过程，重新定义了形式化和集中化的结构，开发了这些测量方法，并检验了这些结构特性对运营绩效的影响。
PurposeThe purpose of this paper is to discuss the roles of a supply chain management (SCM) department. To achieve that, this study empirically examines the relationship between internal supply chain structure and operational performance, using survey data collected from 108 Japanese manufacturers.Design/methodology/approachBased on a literature review of not only organizational theory but also other fields such as marketing, logistics management, operations management and SCM, this study focused on two structural properties, formalization and centralization and divided operational performance to firm-centric efficiency and customer-centric responsiveness. To examine the analytical model using these dimensions, this study conducted a structural equation modeling.FindingsThe correlation between centralization of operational tasks and centralization of strategic tasks, the impacts of centralization of both tasks on formalization and the effect of formalization on responsiveness performance were demonstrated. In addition, the reasons for formalization not positively influencing efficiency performance were explored through follow-up interviews.Practical implicationsManufacturers need to formalize, as much as possible, a wide range of SCM tasks to realize operational excellence. To establish such formalized working methods, it is effective to centralize the authorities of both operational and strategic tasks in a particular department. In addition, inefficiency due to strict logistics service levels is a problem that all players involved in the supply chain of various industries should work together to solve.Originality/valueThe theoretical contribution of this study is that the authors established an empirical process that redefined the constructs of formalization and centralization, developed these measures and examined the impacts of these structural properties on operational performance.
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