A typology for strategic supply-chain management : bridging the gap between operations and strategy
Citation:
Kate Phillips Connolly, 'A typology for strategic supply-chain management : bridging the gap between operations and strategy', [thesis], Trinity College (Dublin, Ireland). Trinity Business School, 2007, pp 311Download Item:
Connolly TCD THESIS 8264 A typology.pdf (PDF) 157.7Mb
Abstract:
Over the last decade, supply-chain management (SCM), a field that emerged from the operational areas of purchasing and logistics, has become a focal area in business studies. However, efforts to move SCM from an operational to a more strategic perspective typically stop at the design, or operations strategy level, and it has proven difficult to move SCM to a strategic perspective. Led by operations and operations strategy researchers and practitioners, tremendous efforts have been made to develop management tools for the strategic adoption of SCM. However, despite findings of substantial benefits accruing to those firms that do develop their SCM capabilities, researchers report very low take-up of strategic SCM. This research explores the apparent paradox of the poor take-up of a strategic tool that has had high- profile success, and attempts to fiirther the evolution of SCM theory.
Author: Connolly, Kate Phillips
Advisor:
Brennan, LouisQualification name:
Doctor of Philosophy (Ph.D.)Publisher:
Trinity College (Dublin, Ireland). Trinity Business SchoolNote:
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Full text availableKeywords:
Business, Ph.D., Ph.D. Trinity College DublinLicences: