Data sharing between supply chain members [electronic resource]
說明
102 p
附註
Source: Dissertation Abstracts International, Volume: 63-11, Section: A, page: 4009
Adviser: J. Wayne Patterson
Thesis (Ph.D.)--Clemson University, 2002
As competition intensifies for both domestic and international firms, the need to increase operating and production efficiency and the achievement of cost reductions becomes more important. In this quest, firms have examined, adopted, or incorporated several methodologies. These have included, TQM, JIT, Kanban, Theory of Constraints (TOC), lean production, cell technologies, supply chain management (SCM) and variations on the postponement of final assembly (Svensson, 2000; Sillince and Sykes, 1993; Landry and Duguay, 1997; Hyer and Brown, 1999; Krajewski et al., 1987; Levary, 2000). Recently, the focus on integrating functional internal processes addresses the need for integrating these with external processes of business partners (Edwards et al., 2001). The purpose of this study is to examine the state of the practice of data sharing between companies within a supply chain configuration and to assess the pervasiveness with which data transcends company boundaries
Several conclusions may be drawn from this study. The adoption of SCM methods appears to have a positive effect on firm performance in the areas of raw material levels, shorter cycle times, but no direct effect on a firm's financial performance. Data sharing correlated significantly with firm performance but this sharing is treated differently depending on whether the partner is a customer or supplier. The sharing of data was most profound with adjacent supply chain partners. However, it is not uncommon for data to be shared directly with a non-adjacent supply chain member. Finally, the length of time a supply chain initiative has been implemented impacts the firm's performance
