Supply chain process integration: A conceptual and empirical examination.

Abstract

The third paper takes a holistic approach to examining the role of supply chain process integration in the customer orientation-innovation-performance framework. Results of an empirical study indicate that supply chain process integration is the missing link between customer orientation and service innovative capability and that service innovative capability plays a critical role between supply chain process integration and firm performance. This study also empirically confirms the sequential link between internal process integration and external process integration.

The second paper focuses on defining and operationalizing the construct of supply chain process integration. An extensive literature review revealed no consensus in its conceptualization. With empirical support, it is proposed that internal and external supply chain process integration should be treated as two separate constructs, each comprised of two dimensions: connectivity and simplification.

The dissertation follows a three paper format. In the first conceptual paper, it is suggested that supply chain integration should be understood from an internal-external perspective and a process view. A conceptual model is proposed based on the strategy-structure-performance (SSP) framework and the resource based view (RBV) of firms. Firms' strategic orientations and decision-making structures are examined as key factors of supply chain process integration. Furthermore, it is argued that superior performance is likely to be achieved when necessary supply chain capabilities are developed through supply chain process integration.

Through examining supply chain process integration conceptually and empirically, this study makes significant contributions to future research on integration which have important implications for managers.