Supply chain alignment for improved business performance: an empirical study

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dc.contributor.author Skipworth, Heather
dc.contributor.author Godsell, Janet
dc.contributor.author Wong, Chee
dc.contributor.author Saghiri, Soroosh
dc.contributor.author Julien, Denyse
dc.date.accessioned 2019-12-19T18:06:41Z
dc.date.available 2019-12-19T18:06:41Z
dc.date.issued 2015-08-10
dc.identifier.citation Skipworth H, Godsell J, Wong CY, et al., Supply chain alignment for improved business performance: an empirical study. Supply Chain Management, Volume 20, Issue 5, pp. 511-533 en_UK
dc.identifier.issn 1359-8546
dc.identifier.uri https://doi.org/10.1108/SCM-06-2014-0188
dc.identifier.uri http://dspace.lib.cranfield.ac.uk/handle/1826/14870
dc.description.abstract This study aims to explain how supply chain alignment, which remains a major challenge for supply chains, can be achieved and its implications for business performance (BP) by testing the strengths of the relationships between previously identified enablers, supply chain alignment and BP. Design/methodology/approach A literature review develops hypotheses on the relationships between enablers, alignment and BP. A survey of medium-to-large UK manufacturing companies was conducted where the sample comprised 151 randomly selected companies, and the response rate was 56 per cent. Partial least square regression was used to test the hypothesis. Findings Two types of supply chain alignment are defined – shareholder and customer – but only customer alignment (CA) has a direct positive impact on BP, while shareholder alignment (SA) is its antecedent. Top management support was shown to be an enabler of both shareholder and CA, while organisation structure, information sharing and performance measurement system enabled SA, while internal relational behaviour enabled CA. Research limitations/implications Supply chain management research lacks knowledge on exactly how supply chain alignment can be achieved and what BP implications it has. This research provides a tested conceptual model to address this gap. Practical implications The refined conceptual model provides precise guidance to practitioners on how to improve BP through supply chain alignment. Originality/value Whilst the strategic management literature emphasizes the importance of SA, this study reveals another crucial alignment – CA – and shows its direct positive impact on BP. en_UK
dc.language.iso en en_UK
dc.publisher Emerald en_UK
dc.rights Attribution-NonCommercial 4.0 International *
dc.rights.uri http://creativecommons.org/licenses/by-nc/4.0/ *
dc.subject supply chain en_UK
dc.subject business performance en_UK
dc.subject alignment en_UK
dc.subject enablers en_UK
dc.subject shareholder en_UK
dc.subject customer en_UK
dc.title Supply chain alignment for improved business performance: an empirical study en_UK
dc.type Article en_UK


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