Supply chain flexibility and customer satisfaction revisted Results from higher order construct considerations and Rasch analyses Jorieke Manders Jorieke Manders and and Paul Ghijsen Paul Ghijsen , , IPSERA, Maastricht, IPSERA, Maastricht, april april 12 12 th 2011 th 2011
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Supply chain flexibility and customer satisfaction revisted
Results from higher order construct considerations and Rasch analyses
Jorieke MandersJorieke Manders andand Paul GhijsenPaul Ghijsen, , IPSERA, Maastricht, IPSERA, Maastricht, april april 1212th 2011th 2011
Overview
• Introduction
• Framework and problem statement
• Results of further analyses on supply chain flexibility and customer satisfaction
• Conclusion
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Introduction
• To cope with uncertainty, a fast changing environment and globalisation firms aim for flexibility (Upton 1994; 1995, Zhang et al. 2002a; 2002b; 2006).
• To achieve the level of flexibility in relation to satisfy customers, firms must look beyond the organizational boundaries (supply chain- or value chain perspective)(Day 1994; Schmenner and Tatikonda 2005; Slack 2005b)
• Starting point: Value chain model Zhang et al. (2002), Zhang, Vonderembse and Lim/Cao (2002, 2003, 2005, 2006 en 2009).
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Framework 2010 and problem statement
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Study 2010
• Which capabilities of flexibility have an effect on customer satisfaction when used in combination?
• From a comprehensive view only product modification-, physical distribution and strategy development flexibility show a significant impact.
• No indication of multicollineairity. The condition index becomes higher but remains under the value of 30 (28,7)
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p < 0,05 and t > 1,98
Comments• Is it possible to make an index of the degree of flexibility to benchmark
between organizations (IBEC)?
• Why not expand this study with the relationship between flexibility and more countable data like profit, turnover, etcetera (IBEC).
• There are different sectors in the sample, so control the effect of these sector in the sample (IPSERA) and/or maybe you can add the sector as a dummy coded variable in the model (AoM)
• Why not model the higher level construct as such? (IPSERA)
• Consider the different dimensions of customer satisfaction and the difference between customer satisfaction on the short and long term in relation to the flexibility dimensions (IPSERA and AoM).
• Go for a more detailed and rigid approach with more than only the managers perspective about flexibility and customer satisfaction (AoM).
• Standard deviations decrease as the questionnaire progress. Further analyses?! (IPSERA and AoM)
• Check for multicollineairity (IPSERA and AoM)• Work out the check for non respons bias
and common method bias (IPSERA and AoM)• Increase the number of surveyed companies (IPSERA and AoM)
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Furtheranalyseshigher order construct level
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Results higher order construct level
• From a comprehensive view logistics and spanning flexibility show a significant impact.
• Questionnaire (Zhang et al. 2002, 2003, 2005, 2006)
• Responses (83 usable)
senior managers, including presidents/CEO, vice presidents, (general) managers, directors, production managers, logistics managers and others, i.e. purchasing managers, marketing managers, supply chain managers and -specialists