The impact of supply chain complexity on manufacturing plant performance

By Cecil C. Bozarth, Donald P. Warsing, Barbara B. Flynn, E. Flynn. 2009

791 citations recorded by the source corpus.

Subfields: Management Information Systems, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2c897edfd8c093aae8ebe37342d8517b94d29fc3

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In Management Information Systems

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Citations in the corpus

Impact of supply base structural complexity on financial performance: Roles of visible and not‐so‐visible characteristics (2017, background): “Multiple connections between suppliers not only reduce information asymmetry but also allow connected firms to extract “useful” information that aids decision-making, especially when considering the fact that organizations often “do not know what they know” (Brown and Duguid, 1991).”
Leveraging fitness and lean bundles to build the cumulative performance sand cone model (2015, methodology): “Quality and cost performance were each measured using a single item, using the same items as Bozarth et al. (2009). Single-item perceptual measures are acceptable when the object of the construct is concrete, uniformly imagined (Bozarth et al., 2009) and when it is sufficiently narrow and unambiguou”
The strength of long ties and the weakness of strong ties: Knowledge diffusion through supply chain networks (2016, background): “Knowledge diffusion through buyer-supplier relations has been tested extensively in the empirical literature, in which an improvement in measures of productivity and innovation capability associated with such relations is considered to reflect knowledge diffusion.”
Global sourcing and quality recalls: An empirical study of outsourcing-supplier concentration-product recalls linkages (2014, background): “A supply chain that spans several international boundaries can be more complex than a chain concentrated in one country, for a given number of suppliers (Bozarth et al. 2009; Craighead et al., 2007).”
A model of supply chain and supply chain decision‐making complexity (2011, background): “It is clear that one needs to be careful in using buffers as they can be an expensive waste of limited resources if made available in the wrong form (Horman and Thomas, 2005; Bozarth et al., 2009).”
Too Much of a Good Thing: The Impact of Product Variety on Operations and Sales Performance (2012, background): “…performance has mainly been examined for manufacturing firms, while its impact on sales (marketing) performance has generally been studied for retailers (Bozarth et al., 2009; Duray et al., 2000; Hess and Swaminathan, 2006; Ramdas et al., 2003; Ton and Raman, 2010; Xia and Rajagopalam, 2009).”
Data-driven supply chains, manufacturing capability and customer satisfaction (2017, methodology): “Accordingly, following the work of Bozarth et al. (2009), customer satisfaction was measured using five perceptual items, which focused on reflecting customer satisfaction with the firm’s responsiveness, quality levels and ability to satisfy or exceed customers’ requirements.”
The performance impact of supply chain agility and supply chain adaptability: the moderating effect of product complexity (2015, background): “Other researchers have similarly suggested that product complexity may not only result in negative performance effects (Bozarth et al. 2009; Blome, Schoenherr, and Eckstein 2014).”
Operational Slack and Venture Survival (2013, background): “For instance, operational slack in the form of raw material and finished goods inventory has been shown to reduce the effects of demand- or supply-related shortages whether they are the result of supplier, raw materials, or internal production matters (Bozarth et al. 2009).”