Outline
- Abstract
- Purpose
- Design/methodology/approach
- Findings
- Research Limitations/implications
- Practical Implications
- Originality/value
- Keywords
- Paper Type
- Introduction
- Methodology
- Literature Review I
- Literature Review II
- Literature Review III
- Resulting Framework
- Interview Study
- Defining Scm Integration
- Discussion
- References
- Further Reading
- Corresponding Author
رئوس مطالب
- چکیده
- کلید واژه ها
- مقدمه
- روش
- هدف ادغام
- نواحی ادغام
- سطح ارتباط
- پیشینه پژوهش
- کدام ادغام ؟
- نحوه ادغام
- کسی که ادغام با او انجام می شود
- دلیل ادغام
- چارچوب حاصله
- مطالعه مصاحبه
- تعریف ادغام SCM
- بحث
Abstract
Purpose
The purpose of this paper is to examine various aspects of integration in order to structure and define the concept of supply chain management integration.
Design/methodology/approach
The study is based on an extensive literature review in three steps and a series of interviews with leading supply chain management (SCM) consulting firms.
Findings
The authors found limited empirical research discussing SCM integration beyond the dyadic level and there is a lack of empirical evidence supporting the claimed benefits of supply chain management integration, especially beyond the dyadic level. There is also a lack of detailed frameworks and concrete recommendations for how supply chains can become more integrated. In fact, there is significant confusion regarding the term SCM integration and thus the paper proposes a definition of supply chain management integration.
Research limitations/implications
In terms of limitations, it is feasible that an extended literature review could have provided additional information. Similarly, additional interviews would have been preferable, yet given the level of expertise; and the access granted, the authors believe the current number of respondents is sufficient.
Practical implications
The findings, and the authors’ effort to structure and define the term supply chain management integration, can facilitate organizational developments in this area.
Originality/value
Academic literature suggests that integration is a requirement for supply chain management. However, integrated supply chain management is difficult to define and it seems hard to operationalize in practice. It could also be argued that there has been a significant amount of hype regarding the potential as well as the results of SCM integration.
Discussion
Based on literature review, we developed an initial framework depicting the main aspects of the concept of SCM integration in three categories, scope of integration, areas to integrate, and level of relationship. This framework was then utilized for further analysis of SCM integration as presented in leading SCM journals. Our review highlights the limited number of articles addressing integration of the extended supply chain. Second, current level of SCM integration, as presented in these articles, mainly covers internal or dyadic integration with significant emphasis on integration at the operational/transactional level. Third, although academics state that organizations should embrace integration since it can lead to enhancements in both efficiency and effectiveness, our findings show that there is a lack of empirical evidence to confirm these benefits. Fourth, there is a need for an overall supply chain framework, a systematic approach that would serve as a specific guideline, and normative recommendations for practitioners on what, how, who and why to integrate. Our findings were also supported by the results of the interview study. One aspect to highlight is the general confusion concerning the terminology. Another aspect is the lack of integration (and sharing/collaboration), even internally, inside organizational boundaries. The respondents discussed the importance of process orientation almost as a prerequisite for SCM integration. Despite significant efforts, it still seems difficult for organizations to become process oriented. One can therefore not help but speculate how difficult it will be for organizations to integrate across the organizational boundaries. Another aspect is the important role of information technology. Currently, technology acts both as a barrier and a driver of integration.
Since the issue of generalization is a controversial aspect for qualitative research, the criterion “transferability” is often applied instead. The criterion of transferability refers to the extent to which a study’s findings apply to other contexts. By clearly presenting the research process, as well as aspects such as Unit of Analysis, authors can facilitate the evaluation of the transferability of the findings. Given the in depth approach to our literature review and level of expertise of the respondents, we believe our findings are transferable. A potential weakness of our study in the second and third review is the limitation to five leading logistics/SCM journals. In future research it would be contributing to conduct an analysis of other leading journals such as Journal of Operations Management, Production and Operations Management, and Decision Sciences.
In conclusion, while many authors write about the benefits of SCM integration, and while most SCM definitions emphasize the importance of integration, the two main results from our literature review and interview study suggest that there is limited empirical research studying integration beyond the dyadic level and a lack of empirical evidence supporting the claimed benefits of SCM integration. Similarly, the results indicate that SCM integration beyond the dyadic level is rare in practice. I was also interesting to note that few concrete recommendations or frameworks exist in order to facilitate increased levels of SCM integration. Thus, our proposed definition and the developed framework that structures the concept of SCM integration is an attempt to contribute to this area. SCM integration is a research area which needs more empirical research, or we will have to reconsider the stated potential benefits of SCM integration.