Business processes in supply chain management integrate activities both within a company across business functions and subsidiaries as well as externally with downstream customers and upstream suppliers, forming global supply chains. Multinational companies frequently report that business processes following the same objectives vary substantially across subsidiaries. They follow the strategy of globally integrating these heterogeneous business processes to increase efficiency. This research project investigates the factors driving or retarding global integration of supply chain management business processes and analyzes how these business processes are globally integrated. While integration of direct customers and suppliers has a long tradition in supply chain management research, this research project extends its reach, looking at how multinational companies integrate distant supply chain partners that are not in a direct relationships with the company (e.g., sub-suppliers)?
Integration is “the degree to which a firm can strategically collaborate with its supply chain partners and collaboratively manage the intra- and inter-organizational processes [...]” (Zhao et al., 2008:374). Research on global integration of headquarters with subsidiaries has a long tradition in international business literature but theory and business practice report little knowledge on globally integrating supply chain management business processes. The extensive literature on supplier integration has only recently started to include upstream sub-suppliers.
This research project comprises of two studies:
Study 1 investigates global integration of subsidiaries' individual supply chain management business processes in multinational companies (i.e., intra-company perspective). We contribute to theory as well as business practice by identifying factors drawing toward global integration of business processes. We also recommend mechanisms for effective global integration of specific business processes. This quantitative research is done in collaboration with Prof. Dr. Anthony Goerzen, Queen's University.
Study 2 examines integration of sub-suppliers along global supply chains (i.e., inter-company perspective). Based on exploratory case study research we describe practices to integrate sub-suppliers dependent on diverse relationship constellations and test the feasibility of contractual agreements with direct suppliers as a tool to integrate sub-suppliers. This qualitative research is run in collaboration with Prof. Dr. Joseph Sarkis, Worcester Polytechnical Institute.
Steckbrief:
Laufzeit: Januar - September 2015
Partner und Förderer: Projektförderung des HSG-Grundlagenforschungsfonds (GFF)