Business Process Integration Along Global Supply Chains
Type
fundamental research project
Start Date
January 1, 2015
End Date
September 30, 2015
Status
completed
Keywords
Business Process Orientation
Supply Chain Management
Governance
Sub-suppliers
Headquarters-Subsidiary Relationships
Description
Business processes in supply chain management integrate activities both within a company across business functions and subsidiaries as well as externally with downstream customers and upstream suppliers, forming global supply chains. Multinational companies frequently report that business processes following the same objectives vary substantially across subsidiaries. They follow the strategy of globally integrating these heterogeneous business processes to increase efficiency. This research project investigates the factors driving or retarding global integration of supply chain management business processes and analyzes how these business processes are globally integrated. While integration of direct customers and suppliers has a long tradition in supply chain management research, this research project extends its reach, looking at how multinational companies integrate distant supply chain partners that are not in a direct relationships with the company (e.g., sub-suppliers)?
Integration is "the degree to which a firm can strategically collaborate with its supply chain partners and collaboratively manage the intra- and inter-organizational processes [...]" (Zhao et al., 2008:374). Research on global integration of headquarters with subsidiaries has a long tradition in international business literature but theory and business practice report little knowledge on globally integrating supply chain management business processes. The extensive literature on supplier integration has only recently started to include upstream sub-suppliers.
This research project comprises of two studies:
Study 1 investigates global integration of subsidiaries' individual supply chain management business processes in multinational companies (i.e., intra-company perspective). We contribute to theory as well as business practice by identifying factors drawing toward global integration of business processes. We also recommend mechanisms for effective global integration of specific business processes. This quantitative research is done in collaboration with Prof. Dr. Anthony Goerzen, Queen's University.
Study 2 examines integration of sub-suppliers along global supply chains (i.e., inter-company perspective). Based on exploratory case study research we describe practices to integrate sub-suppliers dependent on diverse relationship constellations and test the feasibility of contractual agreements with direct suppliers as a tool to integrate sub-suppliers. This qualitative research is run in collaboration with Prof. Dr. Joseph Sarkis, Worcester Polytechnical Institute.
Integration is "the degree to which a firm can strategically collaborate with its supply chain partners and collaboratively manage the intra- and inter-organizational processes [...]" (Zhao et al., 2008:374). Research on global integration of headquarters with subsidiaries has a long tradition in international business literature but theory and business practice report little knowledge on globally integrating supply chain management business processes. The extensive literature on supplier integration has only recently started to include upstream sub-suppliers.
This research project comprises of two studies:
Study 1 investigates global integration of subsidiaries' individual supply chain management business processes in multinational companies (i.e., intra-company perspective). We contribute to theory as well as business practice by identifying factors drawing toward global integration of business processes. We also recommend mechanisms for effective global integration of specific business processes. This quantitative research is done in collaboration with Prof. Dr. Anthony Goerzen, Queen's University.
Study 2 examines integration of sub-suppliers along global supply chains (i.e., inter-company perspective). Based on exploratory case study research we describe practices to integrate sub-suppliers dependent on diverse relationship constellations and test the feasibility of contractual agreements with direct suppliers as a tool to integrate sub-suppliers. This qualitative research is run in collaboration with Prof. Dr. Joseph Sarkis, Worcester Polytechnical Institute.
Leader contributor(s)
Member contributor(s)
Funder
Topic(s)
Business Process Orientation
Supply Chain Management
Governance
Sub-suppliers
Headquarters-Subsidiary Relationships
Method(s)
Literature review
qualitative exploratory research
quantitative confirmatory research
Range
Institute/School
Range (De)
Institut/School
Division(s)
Eprints ID
239660