Analysis of BSC perspectives as related to the alignment of environmental uncertainty and supply chain strategy

Aligning the risk hedging strategy with supplier collaboration and manufacturing competitiveness: a resource-based and contingency approach

Purpose

The purpose of this study is to examine the alignment between the risk hedging strategy and supplier collaboration and its effect on manufacturing competitiveness.

Design/methodology/approach

Building on the resource-based view (RBV) and contingency theory (CT), this study is guided by a positivist philosophy and employs a survey strategy to investigate both the direct relationship between the risk hedging strategy and manufacturing competitiveness and the moderating role of supplier collaboration using data collected from 397 respondents of manufacturing firms. Partial least squares structural equation modeling (PLS-SEM) technique is used to analyze collected data and to present the research findings.

Findings

Consistent with the RBV and CT, study findings indicate that a significant positive relationship exists between the risk hedging strategy and manufacturing competitiveness and that this relationship becomes stronger when supplier collaboration is interactively aligned. Study findings provide important insights on the role of the risk hedging strategy in promoting manufacturing competitiveness. Furthermore, supplier collaboration as a moderator accounts for a significant proportion of the relationship between the risk hedging strategy and manufacturing competitiveness.

Research limitations/implications

Internal resources provide an explanation of the competitive differences among firms employing the risk hedging strategy. However, the environment presents opportunities for firms to acquire additional resources to fulfil the unique collaborative requirements of the risk hedging strategy. This study has used the moderation perspective to explain the interaction between the risk hedging strategy and supplier collaboration and its effect on manufacturing competitiveness. Future studies could incorporate other alignment concepts such as mediation and systems approach and compare the results to improve the theory.

Originality/value

This study can be considered as its kind in the supply chain management literature and both practitioners and researchers can benefit from the experience of resource-based and contingency analysis research and the results of aligning the risk hedging strategy with supplier collaboration for higher levels of manufacturing competitiveness.

Dyadic alignment in capital goods companies

Purpose

The purpose of this paper is to identify the main factors of the dyadic alignment in the supply chain of capital goods companies.

Design/methodology/approach

A survey was conducted among 159 respondents (53 supplier companies, 53 manufacturers and 53 clients).

Findings

Using structural equation modelling, no evidence of alignment between suppliers and manufacturers was identified. However, for the manufacturers, there is a partial mediation effect of the operational capabilities in the relationship between supply chain management and business performance.

Originality/value

This research investigates whether there is a dyadic alignment among supplier–manufacturer, manufacturer–customer and supplier–customer from the capital goods manufacturers’ perspective.