Julian Coleman

Purpose: The purpose of this paper is to investigate and provide in-depth understanding of the relationships between performance, integration and dynamic capabilities in the supply chain domain. The motivation of the study was that their combined relationships have not been explored, although they are closely related. Design/methodology/approach: Using multiple-case study research, data were gathered from practitioners in three distinct supply chains, achieving variation and diversity of cases. Several key grounded theory coding techniques and features were drawn upon for data coding, complementing the interpretive research. Findings: Sustainable performance is a trajectory - a trend believed to be a change catalyst in contemporary supply chain performance management and managing this requires a focused approach to developing integration and dynamic capabilities. The findings also revealed a cyclical approach to achieving robust supply chain performance rather than a purely linear view. Performance was found to depend upon input rather than output, informing the development of integration and dynamic capabilities. Research limitations/implications: Although the research is theoretically substantiated, the relationships of the phenomena can be tested to achieve statistical generalisation. Practical implications: The research provides insights for managers to improve sustainable supply chain performance using targeted integrative efforts while considering a special form of capability. This helps firms capitalise on efficiency while driving innovation, excelling in a changing business environment via an empirically grounded yet practitioner-friendly model. Originality/value: An emerging conceptual framework was developed, contributing to an extension of a middle-range theory. Using explanatory research to uncover the depth and richness of the phenomena under investigation is a novel approach, more common in quantitative studies.

This paper describes a set of guiding principles designed to help supply chain practitioners define inventory and ordering policies collaboratively. An automotive case study illustrates the approach, which requires supplying and buying firms to model their supply chains together. The target is to optimise the chain by maximising the extent to which supply chain processes are synchronised to end customers' demand. The theoretical optimum synchronisation for any chain would be a 'sequenced one-piece flow'. This is often achieved between the Original Equipment Manufacturer (OEM) and Tier 1 through arrangements with co-located 'sequenced suppliers'. However, factors such as decreased proximity and uncertain demand means that this high level of synchronisation rarely extends beyond Tier 1. Therefore synchronisation applies to a relatively low percentage of value-added in the chain. The approach put forward in this paper gives a way to extend the principal of synchronisation upstream, defining the zones of synchronisation (delineated by the 'sequence boundary' and 'synchronisation boundary') that are both possible and beneficial. The findings from the case study show that adopting the guidelines would offer the opportunity to increase synchronisation significantly, thereby reducing inventory and supply chain cycle time.

This paper provides an empirical illustration of the potential of a cross-supply chain information system (CSCIS) in an automotive industry setting. Whilst dramatic reductions in downstream finished goods, work-in-progress and raw materials inventories have taken place in many automotive supply chains, this paper looks at how demand information can be made more transparent in order to improve the efficiency of upstream operations. The paper concentrates on the findings from a case study that used a prototype Internet-based system to convert original equipment manufacturer (OEM) demand into second and third-tier component requirements. A computer-based value analysis illustrates how this information might be used to significantly improve supply chain synchronisation in the lower tiers. The research demonstrates how information systems can be used to improve supply chain performance and provides further motivation for the development of more holistic supply chain planning information systems.

The authors report on an attempt to examine the theory, practical feasibility and benefits of making vehicle build information accessible to second and third-tier component suppliers. A description is provided of a case study used to demonstrate the impact on supply chain performance of sharing vehicle build information with the upstream suppliers of a high-volume vehicle manufacturer. A range of performance measures aggregated in the form of a ''supply chain scorecard'' demonstrated that suppliers are able to synchronise manufacturing more closely with the vehicle manufacturer and make capacity utilisation, lead time and inventory improvements with access to vehicle production schedules.