Direct and indirect effects of the supply chain integration on performance and operations resource and capabilities: study in the electronics/electrical, chemical and automotive industries

• Grant number: 11/20341-1
• Support Opportunities: Regular Research Grants
• Start date: March 01, 2012
• End date: December 31, 2014
• Field of knowledge: Applied Social Sciences - Administration
• Principal Investigator: Eliciane Maria da Silva
• Grantee: Eliciane Maria da Silva
• Host Institution: Escola de Administração de Empresas de São Paulo (EAESP). Fundação Getúlio Vargas (FGV). São Paulo , SP, Brazil
• Associated researchers: Ely Laureano Paiva ; Mário Sacomano Neto ; Silvio Roberto Ignácio Pires

Abstract

This purpose of the current project is two-fold: (a) develop and validate the concepts of supply chain integration (SCI) and operational resources and capabilities, and (b) analyze the direct and indirect relationships between SCI, resources, capabilities and chain performance. Following a theoretical review, research gaps have been indentified, the conceptual model developed and hypotheses proposed. As consequence, ten steps have been devised: (a) theoretical review, (b) classification of the resources and capabilities originated in the SCI, (c) development of the questionnaire for survey, (d) collection, (e) analysis of data, (f) conclusions of cases studies, (g) improvement of survey questionnaire, (h) collection, (i) analysis of data, (f) conclusions of the survey. The empiric research will involve three cases studies in the electronics electrical, chemical and automotive industries. The interview will be carried out with supply chain managers considering both upstream and downstream sides of the supply chain. The results of cases studies will be used to develop of the survey questionnaire. The confirmatory factorial analysis technique will be employed to validate the SCI, resource, capabilities and performance constructs. The hypothesis will be tested using structural equation modelling. This study will contribute to provide a greater understanding of the SCI construct, particularly with regard to the vertical and horizontal degrees of the supply chain, since this construct has only been partially explored in the literature. The more appropriated classification of the operational capabilities and resources concepts to SCI will be provided, as such concepts have been widely studied, but have not been analysed under the SCI perspective. Additionally, the analysis of the role of the SCI on supply chain performance and operational capabilities and resources could lead to a greater discernment of these concepts, leading a better understanding of the importance of the SCI practices in the firms surveyed. (AU)