1. OSCM Publications
  2. Volume 9, Issue 3, 2016

Volume 9, Issue 3, 2016

  1. Adding Value to Logistic Delivery through Package Marketing
    • Chiung-Lin Liu
    • Chun-Wei Chiang
    Abstract Full PDF Cite DOI: 10.31387/oscm0250169
    The objective of this study was to evaluate whether package marketing can add value to logistic delivery and to discuss how package marketing influences customers’ purchase intention. A survey of 184 consumers in Taiwan was carried out using structural equation modelling. A direct positive relationship between attitude toward package marketing and attitude toward advertising was identified. Specifically, it was confirmed that attitude toward advertising plays a mediating role between attitude toward package marketing and purchase intention. Overall, when companies attach marketing advertisements in a package in the future, the key is to include advertisement contents that could result in consumers’ positive attitude and influence their purchase intention.
    @article{chiung-linliu-2016-1391,
  title={Adding Value to Logistic Delivery through Package Marketing},
  author={Chiung-Lin  Liu and Chun-Wei  Chiang},
  journal={Operations and Supply Chain Management: An International Journal},
  year={2016},
  volume={9},
  number={3},
  pages={154--160},
  doi={10.31387/oscm0250169}
}
    Chiung-Lin  Liu, Chun-Wei  Chiang (2016). Adding Value to Logistic Delivery through Package Marketing. Operations and Supply Chain Management: An International Journal, 9(3), 154-160. https://doi.org/10.31387/oscm0250169
  2. Self-Inflicted Supply Risk: An Empirical Investigation
    • Sam K. Formby
    • Manoj K. Malhotra
    Abstract Full PDF Cite DOI: 10.31387/oscm0250170
    This study seeks to better understand how internal firm decisions and the design of procurement processes affect supply risks and supply lead times. An in-depth field study was conducted through an interview process with experienced professional buyers from an integrated procurement, logistics, and materials management organization of approximately 300 staff members who manage $350 million annually in procurement spending. This organization serves a large manufacturing complex with seven manufacturing centers. Empirical lead-time data on approximately 58,000 procurement transactions completed in a six-month period were collected and analyzed. Results of the field study interviews and mixed effects multi-level analysis of procurement data found that supply decisions made by the plant operations staff before the procurement requests ever reach the buyer organization are a major driver of supply risks and extended lead-times. In addition, the most significant supply risks may not be related to the direct production inputs, but to the procurement of infrequently purchased direct and indirect material supplies needed to maintain factory reliability.
    @article{samk.formby-2016-1392,
  title={Self-Inflicted Supply Risk: An Empirical Investigation},
  author={Sam K.  Formby and Manoj K.  Malhotra},
  journal={Operations and Supply Chain Management: An International Journal},
  year={2016},
  volume={9},
  number={3},
  pages={161--171},
  doi={10.31387/oscm0250170}
}
    Sam K.  Formby, Manoj K.  Malhotra (2016). Self-Inflicted Supply Risk: An Empirical Investigation. Operations and Supply Chain Management: An International Journal, 9(3), 161-171. https://doi.org/10.31387/oscm0250170
  3. Framework of Stakeholder Reactions on Sustainability Risk Mitigation Practices and Sustainability Performance in Supply Chains
    • Sirpa Multaharju
    Abstract Full PDF Cite DOI: 10.31387/oscm0250171
    Stakeholder expectations and interest in supply chain (SC) sustainability is increasing and hence, environmental and social performance of upstream suppliers may cause sustainability risks for a focal company. Different stakeholders weight environmental and social aspects of sustainability differently and also, adequate level of sustainability is viewed differently in the sense, how far beyond legal requirements a company should extend its sustainability demands for the suppliers. Respectively, stakeholders’ reactions to the investments in sustainable supply chain management (SSCM) may vary. Therefore, companies need to balance between the key stakeholders’ interests and appropriate sustainability practices in mitigating sustainability risks from suppliers and avoiding losses from various stakeholders’ reactions, which may affect the business performance. Also for further research, this paper develops a conceptual framework of how sustainability performance of a focal company and its SC may influence stakeholder reactions. With regards to SSCM, it suggests making a difference between the plain compliance with the law and market-driven sustainability practices beyond legislation.
    @article{sirpamultaharju-2016-1393,
  title={Framework of Stakeholder Reactions on Sustainability Risk Mitigation Practices and Sustainability Performance in Supply Chains},
  author={Sirpa  Multaharju},
  journal={Operations and Supply Chain Management: An International Journal},
  year={2016},
  volume={9},
  number={3},
  pages={172--183},
  doi={10.31387/oscm0250171}
}
    Sirpa  Multaharju (2016). Framework of Stakeholder Reactions on Sustainability Risk Mitigation Practices and Sustainability Performance in Supply Chains. Operations and Supply Chain Management: An International Journal, 9(3), 172-183. https://doi.org/10.31387/oscm0250171
  4. The Changing Business Landscape in Iran: Establishing Outsourcing Best Practices
    • Mohammadreza Akbari
    • John L. Hopkins
    Abstract Full PDF Cite DOI: 10.31387/oscm0250172
    During an evolutionary period for Iran the aim of this paper is to identify a set of success factors, to inform enterprises who are now able to engage in the practice of outsourcing after the recent removal of long-standing US and UN sanctions, and contribute towards the formulation of a set of guidelines to assist these organisations and help deepen the understanding of recent economic developments in the Middle East. Primary research data was collected using a self-administered survey which required senior/executive managers from enterprises in Tehran to assess a set of outsourcing factors established by academic literature. The most important factors for achieving outsourcing success in Iran were found to be having a clear strategic vision and plan, understanding the intended use of outsourcing, and understanding how outsourcing aligns with organizational goals and objectives. The primary driver for adopting outsourcing is access to operational expertise and the sectors experiencing the greatest level of outsourcing success were the construction and IT industries. With little literature available on outsourcing in Iran this research addresses a clear gap in the current body of knowledge and contributes toward a deeper understanding of potential supply chain opportunities in this unique region. The findings will assist academic researchers, and contribute towards policy formation, and there are clear implications for Iranian enterprises who might be considering adopting outsourcing now that barriers permitting them from doing so have been removed.
    @article{mohammadrezaakbari-2016-1394,
  title={The Changing Business Landscape in Iran: Establishing Outsourcing Best Practices},
  author={Mohammadreza  Akbari and John L.  Hopkins},
  journal={Operations and Supply Chain Management: An International Journal},
  year={2016},
  volume={9},
  number={3},
  pages={184--197},
  doi={10.31387/oscm0250172}
}
    Mohammadreza  Akbari, John L.  Hopkins (2016). The Changing Business Landscape in Iran: Establishing Outsourcing Best Practices. Operations and Supply Chain Management: An International Journal, 9(3), 184-197. https://doi.org/10.31387/oscm0250172
  5. Optimal Pricing Strategies for Bundled Channel in a Smart Phone Supply Chain
    • Pradipta Patra
    Abstract Full PDF Cite DOI: 10.31387/oscm0250173
    We consider a smart phone supply chain in which customers purchase handsets and service as a bundled package. In this bundled channel, we consider three power structures- manufacturer Stackelberg leader, service operator Stackelberg leader, both manufacturer and service operator decide simultaneously. For each power structure, we study optimal decision of the manufacturer – retail price of smart phone and optimal decision of telecom service operator – service price of smart phone. Previous studies have assumed that “service price” is fixed, and service operator decides “subsidy amount” to be paid to the manufacturer. In our work, we relax this assumption and present some new insights. If the subsidy amount (paid by service operator to manufacturer) and service cost (incurred by service operator) are high, the manufacturer sets low retail price for smart phone hand set. If primary demand (for smart phones), subsidy amount and service cost are high, the service operator sets high service price.
    @article{pradiptapatra-2016-1395,
  title={Optimal Pricing Strategies for Bundled Channel in a Smart Phone Supply Chain},
  author={Pradipta  Patra},
  journal={Operations and Supply Chain Management: An International Journal},
  year={2016},
  volume={9},
  number={3},
  pages={198--204},
  doi={10.31387/oscm0250173}
}
    Pradipta  Patra (2016). Optimal Pricing Strategies for Bundled Channel in a Smart Phone Supply Chain. Operations and Supply Chain Management: An International Journal, 9(3), 198-204. https://doi.org/10.31387/oscm0250173
  6. Motivation Behind Reshoring Decisions in Manufacturing
    • William White
    • Andrew Borchers
    Abstract Full PDF Cite DOI: 10.31387/oscm0250174
    Manufacturing location decisions have significant business strategy implications and are often a contested political point (Tate, Ellram, Schoenherr and Petersen, 2013, Jensen, Malesky and Jensen, 2015). Firms are increasingly considering reshoring work either to their home or other countries (Tate, et al 2013). More importantly, many firms are now considering the design of their supply chains, including manufacturing locations, as a dynamic capability (Arlbjorn, 2014). This study investigates the factors firms consider in making decisions to reshore the location of manufacturing work. Ellram, Tate, and Petersen (2013) previously explored the factors involved in companies’ decisions on where to locate manufacturing and identified 29 motivational factors. This study seeks to identify the factors considered most important and of greatest risk to manufacturers in making their decisions. These questions led to two propositions dealing with importance and risk. Based on a sample of 300 supply chain professionals the researchers tested these propositions using a fuzzy analytical hierarchy process (FAHP). The research suggests that, consistent with the literature, labor cost is in fact the most important factor in making relocation decisions. Contrary to the literature, however, currency stability (and not country risk) was the factor considered to provide the greatest risk.
    @article{williamwhite-2016-1396,
  title={Motivation Behind Reshoring Decisions in Manufacturing},
  author={William  White and Andrew  Borchers},
  journal={Operations and Supply Chain Management: An International Journal},
  year={2016},
  volume={9},
  number={3},
  pages={205--209},
  doi={10.31387/oscm0250174}
}
    William  White, Andrew  Borchers (2016). Motivation Behind Reshoring Decisions in Manufacturing. Operations and Supply Chain Management: An International Journal, 9(3), 205-209. https://doi.org/10.31387/oscm0250174
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