Supply Chain as a Collaborative Virtual Network Based on LARG Strategy
The structure, organization and integration it is crucial to improve global supply chains performance and help them to achieve strategic and operational goals. Literature suggests that agile, resilient and sustainable supply chains strategies enable them
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Supply Chain as a Collaborative Virtual Network Based on LARG Strategy Ana Rolo, António Ramos Pires and Margarida Saraiva
Abstract The structure, organization and integration it is crucial to improve global supply chains performance and help them to achieve strategic and operational goals. Literature suggests that agile, resilient and sustainable supply chains strategies enable them to be more competitive in order to adapt to the dynamic and unstable scenario. This paper aims to present a model for implementing a strategy based on LARG paradigms (Lean philosophy, Agility, Resilience and sustainability—“Green”), used to denote the necessary strategy for competitiveness in an international automotive supply chain. Using “building theory approach”, supported by a case study, conducted in four companies that integrated automotive supply chains, three hypotheses were defined to be validated through an explanatory model and Key Performance Indicators (KPI’s) were defined to measure supply chain overall performance. This study brings contributes to management knowledge by empirically investigate the main effects of LARG strategy on supply chain performance, proposing a process approach applied to a collaborative virtual network structure, in order to improve network efficiency. Data analysis supports some interesting conclusions, as the more important KPI’s to measure LARG strategy, and the evolution from Supply chain to Supply Network. Keywords Supply chain green supply chain
· Collaborative network · Lean · Agile · Resilient and
A. Rolo (B) Department of Economics and Management, College of Business Administration, Polytechnic Institute of Setúbal, 2910-508 Setúbal, Portugal e-mail: [email protected] A. R. Pires UNIDEMI-FCT, New University of Lisbon, 2829-516 Caparica, Portugal M. Saraiva BRU-UNIDE/ISCTE-IUL, University of Évora, 7000 Évora, Portugal
J. Xu et al. (eds.), Proceedings of the Eighth International Conference on Management Science and Engineering Management, Advances in Intelligent Systems and Computing 280, DOI: 10.1007/978-3-642-55182-6_61, © Springer-Verlag Berlin Heidelberg 2014
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61.1 Introduction Presently, the economic activities are global, so companies are aware that they cannot compete alone, being much easier to join up and do it [13]. This reality has led companies to develop new models of relationship, for example, cooperation management network model, that aims the effectiveness and efficiency of investments in resources, production and distribution of products or services, which allows them the ability to work as a single unit in real time on a planetary scale [4]. These networks are strong business alliances whose approach involves the integration of business and strategy, with the purpose of increasing the collective competitiveness, which requires a great coordination of activities and internal and external processes. This paper presents the results of a case study in automotive industry, from the perspective of the inter-organizational network relationship
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