The strategic value of supply chain visibility: increasing the ability to reconfigure
- 1 April 2010
- journal article
- Published by Informa UK Limited in European Journal of Information Systems
- Vol. 19 (2), 238-249
- https://doi.org/10.1057/ejis.2010.10
Abstract
To understand the role of supply chain visibility in creating strategic value, this study uses the dynamic capabilities view to uncover the nature of supply chain visibility. The study identifies four important constructs of supply chain visibility that are helpful in driving supply chain reconfigurability and thus improving supply chain strategic performance. They are visibility for sensing, visibility for learning, visibility for coordinating, and visibility for integrating. The results show that visibility for sensing has direct impact on supply chain strategic performance. Empirical evidence also supports that visibility for learning, visibility for coordinating, and visibility for integrating are important for enhancing supply chain reconfigurability, thus creating strategic value in supply chains. Supply chain visibility therefore enables firms to reconfigure their supply chain resources for greater competitive advantage. Implications of the results regarding the nature and the role of supply chain visibility in enhancing supply chain strategic performance are provided.Keywords
This publication has 63 references indexed in Scilit:
- Competitive and Cooperative Positioning in Supply Chain Logistics Relationships*Decision Sciences, 2007
- Data exchange in interorganizational relationshipsACM SIGMIS Database: the DATABASE for Advances in Information Systems, 2005
- Organizational learning as a strategic resource in supply managementJournal of Operations Management, 2003
- The role of trust and relationship structure in improving supply chain responsivenessIndustrial Marketing Management, 2002
- Time Flies When You're Having Fun: Cognitive Absorption and Beliefs about Information Technology UsageMIS Quarterly, 2000
- The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive AdvantageAcademy of Management Review, 1998
- Antecedents of leadtime competitiveness in make-to-order manufacturing firmsInternational Journal of Production Research, 1995
- Integration and Dynamic Capability: Evidence from Product Development in Automobiles and Mainframe ComputersIndustrial and Corporate Change, 1994
- Core capabilities and core rigidities: A paradox in managing new product developmentStrategic Management Journal, 1992
- Evaluating Structural Equation Models with Unobservable Variables and Measurement ErrorJournal of Marketing Research, 1981