Supplier integration—Finding an optimal configuration

By R. Narasimhan, Srinivas (Sri) Talluri. 2006

588 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0d8292c1067edd7f2a230d9214507d8f606665a2

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In Management Information Systems

In Strategy and Management

Citations in the corpus

The Impact of Supply Chain Integration on Responsiveness: the Moderating Effect of Using an International Supplier Network (2013, background): “…their analysis only on integration with customers (Closs and Savitskie, 2003; Fynes et al., 2005; Sahin and Robinson, 2005) or suppliers (Humphreys et al., 2004; Corsten and Felde, 2005; Scannell et al., 2000; Das et al., 2006) in order to ascertain their distinct contribution to performance.”
Viable supply chain model: integrating agility, resilience and sustainability perspectives—lessons from and thinking beyond the COVID-19 pandemic (2020, background): “…sustainable, resilient, and digital SC) (Altay et al. 2018; Bier et al. 2020; Blackhurst et al. 2011; Brandenburg and Rebs 2015; Choi et al. 2018; Das et al. 2006; Dolgui et al. 2018; Dubey et al. 2015; Govindan et al. 2016; DuHadway et al. 2019; Hosseini et al. 2019a; Ivanov 2018b; Ivanov and…”
Revealing interfaces of supply chain resilience and sustainability: a simulation study (2018, background): “Organisations extensively incorporate sustainability metrics into their supply chain management practices and supplier selection concepts (Das, Narasimhan, and Talluri 2006; Bai et al. 2012; Choi 2013; Ahi and Searcy 2015; Nair, Jayaram, and Das 2015).”
Contingency research in operations management practices (2008, methodology): “Second, OM PCR scholars may readily draw on work such as Venkatraman’s (1989), which provides an overview of analytical methods that can be used to test system forms of fit, including profile deviation approaches (Venkatraman and Prescott, 1990), which have been employed in other areas of OM (e.g., ”
On the relationship between supplier integration and time-to-market (2013, background): “The integration of suppliers is also associated with transaction costs, such as contracting, monitoring, and enforcement (Dyer and Singh, 1997; Williamson, 1985), as well as other related costs, such as coordination costs (Das et al., 2006).”
The impact of supply chain integration on company performance: an organizational capability perspective (2012, background): “This finding is similar to that of Das et al. (2006), where SI improves FP through cost, quality, delivery, and flexibility performance.”