s.

no Title Author Year

1 Using Delvon B. 2008

Electronic Parker,
Procurem Larry C.
ent to Giunipero
Facilitate , Dawn H
Supply pearcy
Chain
Integratio
n: An
Explorato
ry Study
of US-
based
Firms
2 Making Alison 2012
connectio Ashby,
ns: a Mike Leat
review of and
supply Melanie
chain Hudson-
managem Smith
ent and
sustainabi
lity
literature

3 Acquiring Liqun Du 2007

competiti
ve
advantag
e
in
industry
through
supply
chain
integratio
n: a case
study of
Yue
Yuen
Industrial
Holdings
Ltd
4A Premarat 2005
conceptu ne
al Samarana
framewor yake
k for
supply
chain
managem
ent: a
structural
integratio
n
5 Performa THEODOR 2001
nce E P.
Benefits STANK,
of Supply SCOTT B.
Chain KELLER
Logistical and
Integratio DAVID J.
n CLOSS
6 Linking Gioconda 2008
order Quesada,
winning Ram
and Rachama
external dugu,
supply Marvin
chain Gonzalez,
integratio Juan Luis
n Martinez
strategies

7 the Fawcett, 2002

rhetoric S. E., &
and Magnan,
reality of G. M.
supply
chain
integratio
n
8 Process Peter 2007
approach Trkman,
to supply Mojca
chain Indihar
integratio Sˇtember
n ger, Jurij
Jaklicˇ
and Alesˇ
Groznik
9 Reexamin Huang, 2014
ing supply M.-C.,
chain Yen, G.-F.,
integratio & Liu, T.-
n and the C.
supplier’s
performa
nce
relation
ships
under
uncertain
ty
10 Arcs of Frohlich, 2001
integratio M. T., &
n: an Westbroo
internatio k, R.
nal study
of supply
chain
strategies
.
11 eBusiness Alan 2008
and Smart
supply
chain
integratio
n
12 DEFINING Chen, H., 2009
AND Daughert
OPERATI y, P. J., &
ONALIZIN Roath, A.
G SUPPLY S.
CHAIN
PROCESS
INTEGRAT
ION
13 Relative Sezen, B. 2008
effects of
design,
integratio
n and
informati
on
sharing
on supply
chain
performa
nce
14 supply suhaiza 2005
chain zailani
integratio and
n and premkum
performa ar
nce: us vs rajagopal
East Asian
15 Relations Won Lee, 2007
hip C., Kwon,
between I. G., &
supply Severanc
chain e, D.
performa
nce and
degree of
linkage
among
supplier,
internal
integratio
n, and
customer
Hypothesis
h1: The use of less integrative eprocurement
applications will
be more prevalent among the
sample firms than the use ofeprocurement
applications that
facilitate integration across
departments and/or firms, H2: A significant
relationship will
exist between firm sector and
the use of integrative e-procurement
applications.
Methodology
One thousand, twentyfive surveys
were mailed to purchasing/supply
management professionals with a
cover letter explaining the
objective of the research and a
postage-paid return envelope.
Follow-up
postcards were sent to all potential
participants two weeks later in an
attempt to increase the response
rate.
How has sustainability been represented in
supply chain
research to date?
global supply chain strategy should target
timeline improvements in product
development and
procurement to produce optimal effects in
terms of cost and quality
How has sustainability been
represented in supply chain
research to date?
Based on classical works on supply
chain management, a
detailed eight part questionnaire, on
supplier and customer relationship
management, was designed.
The main purpose of this paper is to – The framework is described along
document the research on development of a with illustrated numerical examples
conceptual framework for the supply chain. in the manufacturing and
The aims of distribution enviroments.
the research were to develop an integrated
framework, and to provide a methodology
for planning of many components in the
supply chain such as
suppliers, materials, resources, warehouses,
activities and customers
1:the supply chain logistics capabilities The questionnaire designed for the
represent the 1995
concepts associated with the six integration World Class Logistics Research at
competencies as portrayed in the Bowersox, Michigan
Closs, and Stank (1999) framework? 2:re the State University is the basis for our
supply chain logistics competencies instrument
related to overall firm performance? 3:What (Global Logistics Research Team at
is the relative influence of the supply hain MSU,
logistics integration competencies on 1995). The measures were
individual elements of firm performance? developed from a
pilot survey completed by almost
3,700 respon
dents in North America, Europe, and
the
Pacific Rim. Subsequent refinements
through
in-depth interviews with 111 top
logistics firms
established a tool for assessing
logistical profi
ciency across a ra
H1a. Price is higher for HIGHINT than for
LOWINT.
H1b. (Corollary to H1) Price for CUSTINT or
SUPINT is
lower than HIGHINT but higher than
LOWINT. H2a. Delivery is higher for HIGHINT
than for LOWINT.
H2b. (Corollary to H2) Delivery for CUSTINT
or SUPINT
is lower than HIGHINT but higher than
LOWINT, H3a. Customer service is higher for
HIGHINT than for
LOWINT.
H3b. (Corollary to H3) Customer service for
CUSTINT or
SUPINT is lower than HIGHINT but higher
than
LOWINT
do defination of scm vary across functional
areas? Do defination of scm vary by channel
position?
Data from the International
Manufacturing Strategy Survey II
(IMSS II) was used to test the
research model. The data collection
was
conducted using a mail survey
administered in 23 countries. The
response
rate for the total sample was
approximately 20 per cent, for a
total of 703 responses, from which
646 valid responses were used in the
analysis presented in this paper
1: cross functional mail survey. 2.
case study innterviews
– Business renovation, the effective
utilisation of information technology and the
role of business process modelling and
simulation, are all
vital in supply chain integration projects
SCI produces a positive impact on a
supplier’s
performance, H2. Demand uncertainty
weakens the positive relationship
between SCI and a supplier’s performance,
H3. Technological uncertainty strengthens
the positive
relationship between SCI and a supplier’s
performance.
Most of the items that were used to
build the scale that was
utilized in this investigation were
adapted from previous
studies, and all indicators were
measured on a seven-point
scale on which higher values
indicated a stronger agreement
than lower values
h1 Companies with the greatest arcs of
supplier and customer integration will have
the largest
rates of performance improvement.
Data from the 1998 round of the
International
Manufacturing Strategy Survey
(IMSS) were used to
test the arc of integration
hypothesis
(1) to identify the business drivers for the
eBusiness implementation undertaken
by these firms; and
(2) to define the level of supply chain
integration achieved in each of the cases
examined, using integration frameworks
from the literature as a point of
reference
The principal method of data
collection was through interviews
with senior
managers in the selected
organisations
 the current study was undertaken to Dillman’s (2000) total design
provide clarification regarding the approach was followed to develop
conceptualization of both and administer a questionnaire.
internal and external integration, and to
develop a more straight-forward way to
operationalize integration
– The aim of this study is to empirically
investigate the relative effects of supply
chain integration, supply chain information
sharing and
supply chain design on supply chain
performance.
Most of the items used for the
measurement of the constructs
were adopted from previous studies
in the supply chain
literature, except for the supply
chain design questions.
H1. A higher level of information sharing
improves
performance of supply chain, H2. Overall
improvement in internal integration across
the
supply chain directly improves performance
of supply
chain, H3. Increased external integration
with suppliers improves
performance of supply chain, H4. Increased
external integration with suppliers improves
performance of supply chain
This article was
carried out in three phases. In the
first phase, a number of
operations management related
journals were flipped to select
about thirty research articles related
to supply chain concepts
and practices. This was to identify
major independent
variables that attributed to success
of supply chain
management. In the second phase,
investigation efforts
narrowed down to supply chain
management research
conducted in East Asia and the US.
With that, the team
was able to sieve out the current
research variables. In the
third phase, comparisons were
made between East Asian and
US companies’ indicators of supply
chain integration and
performance.
H1. A strong linkage with three stakeholders A survey instrument was designed
enhances based on the constructs for
overall supply chain performance. the research model. ansmittal
H2. A strong linkage with three stakeholders process.
enhances A total of 400 questionnaires with
supply chain performance in cost- an introductory letter
containment. were distributed in the Midwest
H3. A strong linkage with three stakeholders region by regular mail, email, and/or
enhances fax. Two mailings and two follow-up
supply chain performance in performance e-mails
reliability. resulted in 140 responses (35
H4a. A strong customer linkage enhances percent). Among them, 122
supply chain were considered valid
performance in cost-containment.
H4b. A strong supplier linkage enhances
supply chain
performance in cost-containment.
H4c. A strong internal linkage enhances
supply chain
performance in cost-containment.
H5a. A strong customer linkage enhances
supply chain
performance in performance reliability.
H5b. A strong supplier linkage enhances
supply chain
performance in performance reliability.