Logistics-Production, Logistics-Marketing and External Integration: Their Impact on Performance

By Cristina Giménez, E. Ventura. 2003

393 citations recorded by the source corpus.

Highly competitive environments are leading companies to implement Supply Chain Management (SCM) to improve performance and gain a competitive advantage. SCM involves integration, co-ordination and collaboration across organisations and throughout the supply chain. It means that SCM requires internal (intraorganisational) and external (interorganisational) integration. This paper examines the Logistics-Production and Logistics- Marketing interfaces and their relation with the external integration process. The study also investigates the causal impact of these internal and external relationships on the company’s logistical service performance. To analyse this, an empirical study was conducted in the Spanish Fast Moving Consumer Goods (FMCG) sector.

Subfields: Computer Science Applications, Management Information Systems

View Paper: https://www.semanticscholar.org/paper/d8c1660ec1d1ecf81266a563e5817377bc440cb5

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In Computer Science Applications

Baofeng Huo

In Management Information Systems

Citations in the corpus

Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective (2014, background): “However, Gimenez and Ventura (2005) assumed a bidirectional effect, meaning that internal integration facilitates external integration and vice versa.”
The impact of supply chain integration on company performance: an organizational capability perspective (2012, background): “Some stage theories have indicated that II is a prerequisite for EI (Morash and Clinton, 1998) and a number of recent studies have found a positive relationship between internal and EI (Gimenez and Ventura, 2005; Koufteros et al., 2005; Carr and Kaynak, 2007; Ward and Zhou, 2006; Braunscheidel and S”
The impact of supply chain integration on performance: A contingency and configuration approach (2010, background): “Although some authors found no direct relationship between internal integration and operational performance (Koufteros et al., 2005; Gimenez and Ventura, 2005), others found a positive relationship between internal integration and operational performance, including process efficiency (Saeed et al.”
Sustainable supplier development practices: Drivers and enablers in a global context (2015, background): “This entails, for example, the sharing of information about stock levels between both parties (Gimenez and Ventura, 2005).”
Effect of firm characteristics, supplier relationships and techniques used on Supply Chain Risk Management (SCRM): an empirical investigation on French industrial firms (2014, background): “That means SCM requires integration, coordination, cooperation and collaboration between organisations in the supply chain, of both internal (intra-organisational) and external (inter-organisational) elements (Gimenez and Ventura 2005).”
The Impact of Supply Chain Integration on Responsiveness: the Moderating Effect of Using an International Supplier Network (2013, background): “Finally, besides external integration, several studies consider also internal integration, which focuses on integration of activities within a firm (Narasimhan and Kim, 2002; Pagell, 2004; Campbell and Sankaran, 2005; Gimenez and Ventura, 2005; Zailani and Rajagopal, 2005).”
Developing and analyzing framework for understanding the effects of GSCM on green and economic performance (2018, background): “Internal coordination and teamwork may improve the firm’s capability to coordinate, interact and solve problems with external partners (Koufteros et al., 2005; Gimenez and Ventura, 2005; Zhang and Zhao, 2011).”