IT-enabled strategic supply chain management : an in-depth case study in a US Fortune 500 enterprise

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IT-enabled strategic supply chain management : an in-depth case study in a US Fortune 500 enterprise

 

Author: Tang, Kwok-shing Eric
Title: IT-enabled strategic supply chain management : an in-depth case study in a US Fortune 500 enterprise
Year: 2000
Subject: Business logistics -- China -- Hong Kong -- Data processing -- Case studies
Information technology -- China -- Hong Kong -- Case studies
Hong Kong Polytechnic University -- Dissertations
Department: Dept. of Computing
Pages: vi, 127 leaves : ill. ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1539523
URI: http://theses.lib.polyu.edu.hk/handle/200/3175
Abstract: Today's turbulent environment requires businesses to modify and extend their traditional approach to change. IT has been viewed as an enabler in organizational change [Davenport & Short 1990, Laudon & Laudon 1996] and acted as strategic change agent [Venkatraman 1994, Applegate 1995, Parker 1996, Kettinger, Teng & Guha 1997, Hsiao & Ormerod 1998]. In order o achieve competitive advantage, organizations with supply chain operations have widely used IT to help in SCM [Porter 1980, Porter 1985, Porter & Millar 1985, Stallaert, Kalakota & Whinston 1995, Kalakota & Whinstron 1996]. To support SCM, IT-enabled SSCMS is the most effective way. In developing time-based capabilities of SCM, organizations that harness IT to their advantage can convey critical data to the right people in less time, permitting quick decision-making and quicker response to problems throughout the entire value chain. Moreover, the proliferation of new tele-communications and computer technology has made real-time, online communications throughout the entire value chain a reality. These systems are now being linked from suppliers, manufacturers, distributors, retail outlets, and ultimately, customers or consumers. A number of researchers had been studied on SCM, including, value chain analysis [Porter 1985], supply chain process models [Kalakota & Whinston 1996], opportunities and threats [Logistics Consulting Services 1994], total industry benefits [Coopers & Lybrand 1996], supply chain issues [Graham & Kilduff 1995], and the Official SCM Scorecard [Coopers & Lybrand 1998]. Apart from cases of Dell Computer [Dell1999] and Wal-Mart Stores [Bill1998], not much work has been done on how an organization can implement an IT-enabled SSCMS successfully, as well as its contribution with regards to the alignment to the Official SCM Scorecard from HKSCMB, in achieving competitive advantage. Therefore, an in-depth case study in an US Fortune 500 enterprise is carried out to examine and analyze: How IT-enabled SSCMS can be implemented successfully, as well as its contribution to the alignment to the Official SCM Scorecard, in achieving competitive advantage. Findings of this research proved that all hypotheses are supported: (H1.) Success Implementation of IT-enabled SSCMS has a positive impact on the organization in achieving competitive advantage; (H2.) Success implementation of IT-enabled SSCMS has a positive impact on the organization to the alignment to the Official SCM Scorecard from HKSCMB; and (H3.) Alignment to the Official SCM Scorecard from HKSCMB has a positive impact on the organization in achieving competitive advantage. In addition, several CSFs for success implementation of IT-enabled SSCMS are noted as follows: (1) Strong management commitment; (2) Proper style of implementation; (3) Sound IT/IS infrastructure; (4) Good reengineering leadership; (5) Strong project team ability; (6) Adequate project team willingness; (7) Good user ability; (8) Adequate user commitment; (9) Cooperative user receptive to change; (10) Supportive organizational culture; and (11) Supportive virtual supply chain integration. As the studied organization is an organization that has main strategic concern on SCM and under a global environment, the following considerations must be taken when an organization decide to implement its own IT-enabled SSCMS. They are: (1) Have high degree of CSFs as mentioned above; (2) Evaluate the impact of SCM in its own organizational context; and (3) Select its suitable timeline and scope for implementation, and (4) Consider total SCM benefits with is BPs rather than its own benefits. In fact, the Official SCM Scorecard is able to provide a practical guideline for an organization to evaluate its SCM position and see what they should do so as to maximize its own benefits as well as total SCM benefits by moving to well implementation stages. Moreover, there are some directions of future research as follows: (1) More case studies to validate these research hypotheses; (2) Questionnaire survey to validate the CSFs for success implementation of IT-enabled SSCMS; and (3) Study in other industry context. Finally, research can only be refined through continuous applications and studies. Therefore, the researcher sincerely hopes that this dissertation can provide direct benefits to both researchers and practitioners for their continuous researches and applications.

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