Purpose: The thesis has two objectives. First, from a theoretical perspective, it investigates the interrelationship between the theory of supply chain flexibility, the notion of leagility and the concept of 4PL. The second and primary objective is to explore the influence 4PLs have on leagile supply chain structures by integrating different types of both vendor and sourcing flexibility to analyse further whether 4PL providers facilitate a novel form of leagility. Design, Methodology & Approach: To suit the exploratory nature of the investigation, the thesis adopts an interpretivist, qualitative approach to research. Three semi-structured interviews were conducted with a sample of purposively selected 4PL providers. Furthermore, the study follows an abductive research approach because the underlying objective is not to test but rather to propose new theory in the field of supply chain management. The empirical findings are analysed based on a template analysis, while the quality of the research design is assessed by the criteria of credibility, transferability, dependability and conformability. Findings: From a theoretical perspective, a 4PL Leagility Framework is proposed that defines nine different types of leagility. These are generally interrelated; consequently, three particular categories were identified that determine the overall leagile configuration of a supply network: the family of sourcing leagility, vendor leagility or supplier leagility. Empirically, however, the framework could not have been tested to its full extent, meaning that none of the nine forms of leagility is validated. The study further concludes that 4PL providers may increase the level of flexibility within a supply network based on their expertise in coordinating and integrating the virtual supply chains and transportation networks. It is also argued that 4PL providers establish both sourcing leagility and leagile supply chain constructs, from the perspective of managing inter-organisational alliances. Limitations & Implications: The proposed framework may generally be applicable, although not without sacrifices. Practitioners would need to limit their service offerings to particular industry sectors and product categories. The framework neglects the coordination of 3PLs. Future research needs extend the sample of 4PLs to the fashion and beverage industry. Originality & Value: The thesis is a first attempt to integrate three different streams of research, namely, supply chain flexibility, the notion of leagility and the concept of 4PL. The thesis proposes a 4PL Leagility Framework that extends the leagility concept beyond the material flow decoupling point principle. Ultimately, the research illustrates potential approaches for 4PLs to facilitate leagile supply chain constructs.

The relaxation of international boundaries has enabled the globalisation of markets making available an ever increasing number of specialised suppliers and markets. Inevitably this results in supply chains sharing suppliers and customers reflected in a network of relationships. Within this context firms buyers configure their supply relationships based on their perception of supply risk. Risk is managed by either increasing trust or commitment or by increasing the number of suppliers. Increasing trust and commitment facilitates collaboration and reduces the propensity for a supplier to exit the relationship. Conversely, increasing the number of suppliers reduces dependency and increases the ease of making alternative supply arrangements. The emergent network of relationships is dynamic and complex, and due in no small part to the influence of inventory management practices, tightly coupled. This critical organization of the network describes a system that contrary to existing supply chain conceptualisation exists far from equilibrium, requiring a different more appropriate theoretical lens through which to view them. This thesis adopts a Complex Adaptive Systems (CAS) perspective to position supply networks as tightly coupled complex systems which according to Normal Accident Theory (NAT) are vulnerable to disruptions as a consequence of normal operations. The consequential boundless and emergent nature of supply networks makes them difficult to research using traditional empirical methods, instead this research builds a generalised supply network agent based computer model, allowing network constituents (agents) to take autonomous parallel action reflecting the true emergent nature of supply networks. This thesis uses the results from a series of carefully designed computer experiments to elucidate how supply networks respond to a variety of market structures and permitted agent behaviours. Market structures define the vertical (between tier) and horizontal (within tier) levels of price differentiation. Within each structure agents are permitted to autonomously modify their prices (constrained by market structure) and collaborate by sharing demand information. By examining how supply networks respond to different permitted agent behaviours in a range of market structures this thesis makes 4 contributions. Firstly, it extends NAT by incorporating the adaptive nature of supply network constituents. Secondly it extends supply chain management by specifying supply networks as dynamic not static phenomena. Thirdly it extends supply chain risk management through developing an understanding of the impact different permitted behaviour combinations on the networks vulnerability to disruptions in the context of normal operations. Finally by developing the understanding how normal operations impact a supply networks vulnerability to disruptions it informs the practice of supply chain risk management.

<p>The purpose of this research is to refine the notion of Supply Chain Orientation (SCO) as originally posited by Mentzer et al. (2001) and Min and Mentzer (2004). Supply chain orientation is defined to be “the extent to which there is a predisposition among chain members toward viewing the supply chain as an integrated entity and on satisfying chain needs in an integrated way” (Hult et al., 2008, p. 527). This orientation (management philosophy), when implemented, manifests as Supply Chain Management (SCM) within and across organizations.</p> <p>The process of ‘refining’ supply chain orientation involved three stages: determining additional SCO factors / indicators beyond those already in existence, refining the total set of factors / indicators through factor analysis techniques, and associating the SCO concept to other SCM-related concepts. Determining additional SCO factors and the vetting of the existing SCO model was done through a qualitative method (structured interviews with industry experts). Analysis of the interview data resulted into two new SCO factors—SCM Capability and Measurement Propensity—being identified. The high accuracy / low generalizability nature of the interview process required an industrywide survey in order to gather su cient quantitative data for a meaningful analysis. The new SCO factors were developed into survey questionnaire measurement items.</p> <p>An invitation to participate in a web-based, quantitative survey was e-mailed to executive at roughly a third of the manufacturing companies in Canada. The results of that data gathering exercise were analyzed in a multi-stage process. First, after removing ‘motherhood statements’ from the indicator set, an exploratory factor analysis (EFA) was conducted to determine the underlying structure of SCO. Three factors—Benevolence (Trust), Internal SCM Focus, and Partner Reliability—emerged through this process. This “refined” SCO construct was then subject to a rigourous confirmatory factor analysis (CFA) process. </p> <p>The CFA process found the SCO factors to be reliable. A dependent variable, Supply Chain Operational Performance (SCOP) was found to be positively influenced by changes in SCO. SCO was found to be a unique strategic orientation through the literature review process and validated as its own construct through a discriminant validity process. SCO was determined to be a second-order reflective latent variable, and top management support was found to be an antecedent to SCO.</p> <p>Of interest to SCM practitioners and academics, SCO was found to be statistically invariable between respondents who were or were not members of a SCM industry association. As well, SCO did not vary outside statistical bounds across the supply chain from ultimate supplier (Earth) to ultimate customer. However, SCO was found to be stronger in companies that employed an “e cient” supply chain strategy (using the taxonomy of Lee (2002)) versus other generic strategies (like “agile” supply chain strategy).</p> <p>The contributions of this research to academics include a parsimonious definition of SCO which meets the criteria of Wacker (1998), an operationalization of the Lee (2002) model, and additional evidence of the power of Parallel Analysis (PA) of Thompson (2004) in determining factors in an EFA. Supply chain orientation is an important theoretical ‘building block’ from which SCM theory can be built and through the refinement process, SCO was tied into the dynamic capabilities area of the larger resource-based view (RBV) theoretical framework.</p> <p>Supply chain orientation was found to positively influence SCOP. The Council of Supply Chain Management Professionals reported that business logistics (SCM) costs in the United States alone in 2009 were 1.3 trillion dollars. Hence, improving upon the understanding of the mechanisms of supply chain management and its components can have substantial economic consequences.</p>

With the rapid development of the global economy, the Chinese market is the largest consumption market in the world. Chinese domestic enterprises as well as global apparel enterprises target at the Chinese market. Enterprises informatization becomes a competition weapon to earn Chinese market shares. Supply chain management (SCM) could play an important role in the supply chain competition at the apparel industry. IT is like a nerve system for supply chain management (SCM). SCM clearly depends upon integrated information systems (IS) for sharing data on the various activities along the supply chain. This thesis focuses on analyzing the application of information technology in the supply chain management in the apparel industry. In total, four cases are studied with an emphasis on their application of IT in SCM. The Gunasekaran model is used to evaluate each case regarding application of IT in SCM. Through the analysis of information technology in supply chain management, we illustrate the development of informatization in the apparel industry, and derive recommendations for small and medium-sized enterprises (SMEs) in the Chinese market regarding appropriation of IT in SCM. / <p>excellent presentation and informative thesis</p>

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