Mẹo What is impact the impact of coordination on the performance of a supply chain? ?
Mẹo Hướng dẫn What is impact the impact of coordination on the performance of a supply chain? 2022
Hoàng Gia Vịnh đang tìm kiếm từ khóa What is impact the impact of coordination on the performance of a supply chain? được Cập Nhật vào lúc : 2022-12-08 09:00:13 . Với phương châm chia sẻ Bí quyết về trong nội dung bài viết một cách Chi Tiết 2022. Nếu sau khi đọc Post vẫn ko hiểu thì hoàn toàn có thể lại phản hồi ở cuối bài để Mình lý giải và hướng dẫn lại nha.Sales and Operations Planning (S&OP) is a means of facilitating cross-functional coordination, such as across the marketing-operations interface, but adopters of S&OP have not all benefited from S&OP to the same extent. This paper investigates the effect of S&OP on supply chain performance using the perspective of coordination and contingency theories. A structural equation model was developed in which six S&OP coordination mechanisms were hypothesized to contribute to improved supply chain performance. The model was tested using a global survey of 568 experienced S&OP practitioners. Our results indicate that Strategic Alignment and Information Acquisition/Processing are the mechanisms that most significantly enable superior S&OP outcomes. However, we find that a highly formalized S&OP Procedure inhibits supply chain performance. Furthermore, using a contingency theory perspective, increasing firm size and increasing experience in S&OP amplify the negative effect of a standardized S&OP Procedure upon supply chain performance. Our results suggest that organizational bricolage may be a coordinating mechanism of effective S&OP programs and that managers should empower ambidextrous S&OP teams to maintain balance using self-governing sự kiện-driven processes. This paper makes a novel contribution to the S&OP literature by providing evidence of a theoretical construct (organizational bricolage), which may trigger a re-evaluation of the efficacy of prescriptive S&OP procedures that have been advocated by some researchers and practitioners.
Nội dung chính Show- IntroductionSection snippetsTheoretical background and literature reviewHypotheses developmentMeasurement scales and survey designThe links between coordinating mechanisms and supply chain performanceAcknowledgments (if applicable)References (90)The trò chơi plan for aligning the organizationBus. Horiz.Dealing with endogeneity bias: the generalized method of moments (GMM) for panel dataInd. Mark. Manag.A coordination framework for sales and operations planning(S&OP): synthesis from the literatureInt. J. Prod. Econ.Manufacturing technology and strategy formulation: keys to enhancing competitiveness and improving performanceJ. Oper. Manag.A review of marketing–operations interface models: from co-existence to coordination and collaborationInt. J. Prod. Econ.Use of structural equation modeling in operations management research: looking back and forwardJ. Oper. Manag.Value creation through enriched marketing–operations interfaces: an empirical study in the printed circuit board industryJ. Oper. Manag.Sales and operations planning(S&OP): insights from a multi-case study of Brazilian organizationsInt. J. Prod. Econ.Cross-functional alignment in supply chain planning: a case study of sales and operations planningJ. Oper. Manag.Long-term capacity management: linking the perspectives from manufacturing strategy and sales and operations planningInt. J. Prod. Econ.Sales and operations planning in the process industry: a literature reviewInt. J. Prod. Econ.Information sharing for sales and operations planning: contextualized solutions and mechanismsJ. Oper. Manag.Coordination neglect: how lay theories of organizing complicate coordination in organizationsRes. Organ. Behav.On making causal claims: a review and recommendationsSales and operations planning: the supply chain pillarProd. Plann. Contr.Never the twain shall meet? Simulating Sales & Operations Planning ramp-up dynamics in IT-enabled service supply chainsSales and Operations Planning (S&OP): a group effectiveness approachAcad. Market. Stud. J.Gaffers, gofers, and grips: role-based coordination in temporary organizationsOrgan. Sci.Expecting the unexpected? How SWAT officers and film crews handle surprisesAcad. Manag. J.Exploitation, exploration, and process management: the productivity dilemma revisitedAcad. Manag. Rev.10 proven steps to successful S&OPJ. Bus. Forecast.Plan for supply chain agility Nokia: lessons from the mobile infrastructure industryInt. J. Phys. Distrib. Logist. Manag.Performance measurement in strategic buyer-supplier relationships: the mediating role of socialization mechanismsInt. J. Oper. Prod. Manag.Coordination theory: a ten-year retrospectiveOrganizational information requirements, truyền thông richness and structural designManag. Sci.Managing evolutionary paths in Sales and Operations Planning: key dimensions and sequences of implementationInt. J. Prod. Res.Estimation and Inference in EconometricsProposals for enhancing tactical planning in grocery retailing with S&OPInt. J. Phys. Distrib. Logist. Manag.Coordination in fast-response organizationsManag. Sci.Evaluating structural equation models with unobservable variables and measurement errorJ. Mark. Res.Organization design: an information processing viewThe antecedents, consequences, and mediating role of organizational ambidexterityAcad. Manag. J.Building the supply chain to enable business alignment: lessons from British American Tobacco (BAT)Supply Chain Manag.: Int. J.New product introduction and supplier integration in sales and operations planning: evidence from the Asia Pacific regionInt. J. Phys. Distrib. Logist. Manag.Measuring team situation awareness in decentralized command and control environmentsToward a knowledge‐based theory of the firmStrat. 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Data Syst.Cited by (26)Effects of information sharing, decision synchronization and goal congruence on SC performanceMitigating the tension in pursuit of operational ambidexterity: The roles of knowledge development and bricolageExploring the social mechanisms for variation reduction for direct store delivery (DSD) and vendor managed inventory performance: An integrated network governance and coordination theory perspectiveSustainable supply chain management towards disruption and organizational ambidexterity: A data driven analysisConflicting paradigms in manufacturing and marketing decisions: The effects of situational awareness on team performanceTactical sales and operations planning: A holistic framework and a literature review of decision-making modelsRecommended articles (6)The impact of flexibility on engineer-to-order production planningPay upfront or pay later? Fixed royal payment in sustainable fashion brand franchisingImpact of sustainability and manufacturing practices on supply chain performance: Findings from an emerging economyReconciling sales and operations management with distant suppliers in the automotive industry: A simulation approachSimulation-optimisation based framework for Sales and Operations Planning taking into account new products opportunities in a co-production contextThe trò chơi plan for aligning the organizationHow coordination affects the supply chain performance?What is the impact of lack of coordination on the performance of supply chain?What is the bullwhip effect What is impact the impact of coordination on the performance of a supply chain?Why is coordination important in the supply chain?
Introduction
Sales and Operations Planning (S&OP) is a set of business processes and technologies that enable an enterprise to respond effectively to demand and supply variability, with insight into the optimal market deployment of resources and most profitable supply chain mix (Muzumdar and Fontanella, 2006). S&OP can also be described as a means for internal coordination in which a cross-functional team reaches consensus on sales forecasts, capacity and/or production plans (Lapide, 2004a). APICS (www.apics.org) formally defines Sales and Operations Planning (S&OP) as a process that “brings together all the plans for the business (sales, marketing, development, manufacturing, sourcing, and financial) into one integrated set of plans.” (Pittman and Atwater, 2022). The reported benefits of S&OP are numerous and include: higher customer satisfaction; lower and more balanced inventory; lower lead times; more stable production rates; more cooperation across the entire operation; better forecasting; more efficient decision making; and a greater focus on the long-term horizon (Thomé et al., 2012a; Tuomikangas and Kaipia, 2014; Noroozi and Wikner, 2022).
However, some companies struggle to realize these benefits (Lapide, 2005; Iyengar and Gupta, 2013; Swaim et al., 2022) and researchers have proposed classifications of S&OP implementation maturity in order to identify appropriate pathways for S&OP performance improvement (e.g. Lapide, 2005; Grimson and Pyke, 2007; Wagner et al., 2014). For example, Grimson and Pyke (2007)'s maturity framework assesses five aspects of S&OP implementation drawn from the firm's business processes (meeting and collaboration, organization and performance measurements) and its information processes (information technology and S&OP plan integration). Subsequently, researchers have refined these aspects into “S&OP coordinating mechanisms” (e.g. Thomé et al., 2014a & 2014b; Tuomikangas and Kaipia, 2014). The presence of these S&OP coordinating mechanisms, individually or collectively, should be able to explain the inconsistency in firms' abilities to realize the expected benefits from S&OP implementation but this remains to be tested. Furthermore, some coordination mechanisms may be more influential than others in realizing these benefits, depending on a firm's business context.
Drawing on insights from coordination theory and contingency theory, our study examines empirically the link between these S&OP coordinating mechanisms and supply chain performance using data obtained from experienced S&OP practitioners. Our aim is to understand the relative strengths of each mechanism and then explore how an individual firm's context may affect such relationships.
Initially, we provide an overview of the theories of coordination and contingency, in relation to the marketing-operations interface and S&OP implementation. We then develop hypotheses for use in a structural model for coordination mechanisms of S&OP and describe the approach adopted to test our hypotheses. We present the results of our analysis and then discuss their implications for researchers and practitioners.
Section snippets
Theoretical background and literature review
S&OP is a means of coordination between functions and, to a lesser extent, between firms. As such, we begin by providing an overview of the development of coordination theory and coordination mechanisms in organization science, and their roles in coordinating the marketing-operations interface.
Hypotheses development
To determine the effect of various coordinating mechanisms of S&OP, it is first necessary to identify and define those that we adopted for our study. Thomé et al. (2014a; 2014b) propose a model that uses four mechanisms (meetings and organization, measurement, technological integration and integration of plans). Tuomikangas and Kaipia (2014) propose a similar, but more comprehensive, S&OP coordination framework. This uses the six variables defined in Table 1 to represent S&OP coordination
Measurement scales and survey design
The survey method was the primary approach for this research, supplemented by a qualitative analysis of comments provided by respondents. Except for the control variable “firm size”, the unit of analysis in this study was the business unit (as opposed to the firm), because firms typically have independent entities or lines of business that run separate S&OP programs. Prospective respondents were those informants who had implemented, led or regularly participated in their business units’ S&OP
Results
Fig. 2 shows the standardized regression weights of the various S&OP constructs (RQ1) to Supply Chain Performance, while Table 6 shows the critical ratios of the pair-wise differences in the relative strengths of the six mechanisms (RQ2).
Our results indicate that:
•Strategic Alignment (H5) had the strongest positive effect on Supply Chain Performance, compared to all other mechanisms studied.
•Information Acquisition/Processing (H3), S&OP Organization (H1) and S&OP Culture (H6) also had significant
The links between coordinating mechanisms and supply chain performance
Our study has shown that organizations that have achieved a high degree of Strategic Alignment can expect to achieve the greatest improvement to Supply Chain Performance. Some respondents also highlighted that S&OP provides a platform for arriving a consensus based upon “one source of truth” (i.e. avoidance of equivocality). Furthermore, our results suggest that when a firm needs to manage a large variety of products, the value of investing in advanced methods of information acquisition and
Conclusion
S&OP as a process has been established in the industry for decades and is well-known to practitioners, thanks to advocacy by organizations such as APICS. Our study is the first large-scale survey of its kind that is specifically focused on S&OP using a rigorous theoretical framework built upon coordination theory and targeted respondents who are S&OP experts and practitioners from a cross-section of industries and geographies. Beyond establishing the strength of relations between S&OP
Acknowledgments (if applicable)
Not applicable.
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How coordination affects the supply chain performance?
A lack of coordination creates "bullwhip effect" in the supply chain. Due to this effect, fluctuations in sales become larger and larger fluctuations in orders higher stages in the supply chain. This leads to situations wherein large shortages or large surplus capacities are felt in the supply chain cyclically.What is the impact of lack of coordination on the performance of supply chain?
One outcome of the lack of supply chain coordination is the bullwhip effect, in which fluctuations in orders increase as they move up the supply chain from retailers to wholesalers to manufacturers to supplier.What is the bullwhip effect What is impact the impact of coordination on the performance of a supply chain?
What is the bullwhip effect? The bullwhip effect is a phenomenon that represents the instabilities and fluctuations in product and supplier orders throughout various stages of the supply chain. In short, growing or waning customer demand directly impacts a business' inventory.Why is coordination important in the supply chain?
changes that occur in any one of the chain members are likely to affect the performance of the others, coordination is useful for managing interdependent logistics activities in order to mitigate demand variability and unnecessary inventory.