O estudo consiste em analisar as diferenças do supply chain de moda entre as coleções tradicionais e o fast fashion, identificando os desafios e ações empreendidas pelas empresas têxteis que atuam no início da cadeia produtiva de moda. Tomando como base a literatura sobre as gestões da cadeia produtiva de moda e as mudanças ocorridas no mercado, identificou-se a contradição no tempo de aprovisionamento no que diz respeito às etapas de produção entre a moda tradicional e o fast fashion, termo em inglês, traduzido como moda rápida. As análises e comparações entre as gestões da cadeia produtiva de moda compreendem como esses dois sistemas atuam no mercado. Por um lado, existem as empresas de moda programada tradicional que pelo conceito e o tempo utilizado para o desenvolvimento de suas coleções funcionam como uma forma de imposição do consumo de seus produtos, já o modelo fast fashion pode ser interpretado como uma resposta do mercado consumidor. Com isso, a necessidade de diminuir o time to market para reduzir o risco exige encontrar soluções produtivas adequadas. A partir de uma revisão de literatura e de uma pesquisa exploratória, foi possível identificar como o setor têxtil, que atua no início da cadeia produtiva de moda, corresponde às diferenças de supply chain entre as coleções tradicionais e o fast fashion / This study consists on analyzing the supply chain differences between the traditional collections and the fast fashion, identifying the challenges and the undertaken actions by textile companies that act in the beginning of fashion productive chain. Taking as a base the literature on fashion productive chain management and the market changes, the contradiction on provision time was identified about the production levels between the traditional fashion and the fast fashion. The analysis and comparisons between fashion productive chain management comprehend on how theses both methods act on market. On the one hand there are the scheduled traditional fashion companies that through conception and the used time to develop their collection, it works as imposition consumption for their products, whereas the fast fashion way can be seen as the customer reply. Therewith, there is a need to reduce the time to market to decrease the risk new productive solutions must be found. From a literature review and a deep research, it was possible to identify how the textile sector, which operates at the beginning of the production chain fashion, corresponds to the supply chain differences between traditional collections and the fast fashion

A Gestão da Cadeia de Suprimentos (GCS) vem sendo um tema em evidência nos dias atuais para a busca de vantagens competitivas, as quais não se limitam mais nos limites das empresas, mas sim no escopo de cadeia de suprimentos (CS), através de iniciativas interempresariais que se estendem desde controles e reposição de estoque conjuntos até uma gestão colaborativa na CS. Um dos grandes desafios na GCS é desenvolver uma coordenação da cadeia de suprimentos (CCS) que, além de atender os níveis de serviço desejados com os estoques controlados, também seja capaz de lidar com as variáveis cada vez mais complexas, buscando uma racionalização dos recursos, uma melhoria de produtos e processos e, ainda, lidar com as possíveis ameaças que afetam a vulnerabilidade da CS (VCS). O objetivo geral desta tese é propor um modelo de CCS que inclua atividades de melhoria da CS (MCS) e VCS, para assim auxiliar no desempenho da CS. A fim de alcançar o objetivo geral, foram propostos objetivos específicos, correspondentes aos quatro artigos que compõem esta tese. O primeiro artigo teve como objetivo realizar uma revisão sistemática da literatura, com o propósito de identificar os métodos colaborativos mais disseminados, suas características e desafios de implementação. O segundo artigo também realizou uma revisão sistemática da literatura, mas direcionada à identificação dos métodos de otimização e melhoria em CS implementados atualmente, como e por que são implementados. O terceiro artigo realizou um aprofundamento teórico sobre VCS, entendendo seus componentes e outros elementos relacionados. Após isso, demonstrou a contribuição de métodos colaborativos para mitigá-la. O quarto artigo traz uma retomada dos achados nos três primeiros artigos e consolida os mesmos como bases conceituais para a proposição do modelo de CCS que inclui atividades de MCS e VCS. Os principais resultados da tese iniciaram por mostrar que os métodos colaborativos em CS possuem características puramente de CCS e o CPFR foi encontrado como método colaborativo mais abrangente e mais abordado na literatura pesquisada, cuja estrutura de funcionamento foi utilizada como arcabouço para o modelo de CCS proposto. A literatura mostrou a MCS com foco atualmente em melhoria contínua através do Lean Manufacturing. Outro resultado da tese foi a criação de um framework de VCS, no qual foi possível entender a VCS, seus elementos e constatar que a mesma pode ser mitigada através da utilização de métodos colaborativos. Os resultados finais da tese apresentam um modelo de CCS que inclui atividades de MCS e VCS. Essas atividades inseridas no processo de CCS permitem a identificação de oportunidades de melhoria, pontos restritivos e vulnerabilidades que, se trabalhados de acordo com as prioridades para os objetivos da CCS, podem gerar um aumento de desempenho competitivo da CS. As discussões apresentadas na presente tese mostraram a pertinência e necessidade dessas atividades para um aumento do desempenho competitivo da CS, bem como o fato dessas atividades poderem interagir com outras atividades isoladas de gestão de riscos ou melhorias dentro da CS. / Supply Chain Management (SCM) has been a theme in evidence in the present day in seeking competitive advantages, which are being sought not within the limits of companies, but in the supply chain (SC) scope, through intercompany initiatives, that extend from controls and inventory replenishment to a collaborative SCM. One of the major challenges in SCM is to develop a Supply Chain Coordination (SCC) that in addition to meeting the desired service levels with inventory levels controlled should also be able to handle the variables, increasingly complex, seeking a resource reduction, products and process improvement and also deal with possible threats to the Supply Chain Vulnerability (SCV). The overall objective of this thesis is to propose a SCC model that includes improvement activities in SC (SCI) and SCV, so as to help improve the SC performance. In order to achieve the overall goal, specific objectives have been proposed, corresponding to the four articles that make up this thesis. The first paper aimed to perform a systematic literature review in order to identify the most widespread collaborative methods, their characteristics and implementation challenges. The second paper also held a systematic literature review, but directed in identifying the optimisation and improvement methods currently implemented, how and why they are implemented. The third paper conducted a theoretical study on SCV, understanding of its components and other related elements and analyzed the contribution of collaborative methods to mitigate it. The fourth article brings a resume of the findings in the three previous papers and consolidates them as conceptual basis for the SCC model proposition that includes SCI and SCV activities. The main thesis results began to show that the SC collaborative methods have features purely as CCS and CPFR was found as most comprehensive and further discussed collaborative methods in the literature, which its operating structure was used as a framework for the proposed SCC model. The literature showed the SCI currently focusing on continuous improvement through Lean Manufacturing. Another result of the thesis was to create a SCV framework in which it was possible to understand the SCV, in its entirety and find that it can be mitigated through the use of collaborative methods. The final results of the thesis presented a SCC method that includes SCI and SCV activities, which generated discussions and showed the relevance and necessity of these activities to increase the SC competitive performance. The pointed competitive performance increase is towards increasing its operating reliability, rationalize resources and improve restrictive points, linked to priorities stated during SCC process. This fact may interact with other isolated activities of risk management or improvements in the CS.

O Gerenciamento da Cadeia de Suprimentos tem exercido um caratér estratégico para as empresas que queiram se manter competitivas. Percebe-se que é necessário ser eficiente tanto interna quanto externamente às fronteiras da empresa. Neste cenário, diversas empresas vêm obtendo bons resultados com a aplicação de práticas e iniciativas colaborativas que buscam estreitar os relacionamentos entre os parceiros comerciais ao longo da cadeia, gerando ganhos como redução de estoques, aumento do nível de serviço, aumento de vendas, redução de custos, entre outros. O objetivo desta dissertação é a identificação do atual nível de colaboração entre empresas de uma cadeia de suprimentos. A metodologia de estudo está baseada na aplicação de uma pesquisa survey na cadeia automotiva do Rio Grande do Sul e foi realizada através de questionários que foram aplicados pela internet e através de entrevistas presenciais. A pesquisa utilizou informações disponibilizadas pelo Instituto Gaúcho de Estudos Automotivos, que forneceu ainda um suporte tecnológico para o gerenciamento das informações. Os resultados revelaram que ainda são poucas as empresas que aplicam as iniciativas de supply chain, porém a expectativa é grande em relação às empresas que demonstraram interesse em aplicar diversas iniciativas nos próximos dois anos. Verificou-se ainda que o maior percentual de utilização está concentrado nas grandes empresas e as iniciativas mais utilizadas atualmente são o EDI, a Seleção e Desenvolvimento de Fornecedores e o Desenvolvimento Conjunto de Produtos. Portanto, os resultados demonstram que as empresas da cadeia automotiva gaúcha apresentam um nível de colaboração modesto, mas possuem plenas condições de otimizar os seus processos e alavancar o desempenho da cadeia como um todo a partir de uma maior aplicação das iniciativas de supply chain apresentadas neste trabalho. / The supply chain management has recently become a major concern for competitive companies. Managers recognize it is necessary for companies to be efficient both internally and externally to their boundaries. On this scenario, several companies have been achieving good results applying practices and collaborative initiatives that lead to straight the relationship between the partners along the chain. This effort also directs to reducing stock, increasing level of service, increasing in sales, reducing in costs, among others. The purpose of this study is the identification of the actual collaboration level among supply chain companies. The methodology of study is based on the application of a survey on the automotive chain of Rio Grande do Sul and was conducted using questionnaires applied online and trough appointments. This study used knowledge provided by IGEA (Instituto Gaúcho de Estudos Automotivos) that also helped offering technologic support to information management. The results shown that it is still incipient among companies the applicability of supply chain initiatives. However, there is a great expectation related with companies that are willing to use the initiatives for the next two years. In addition, the greatest utilization is concentrated on the big companies and the most utilized initiatives are EDI, supplier’s selection and development and cooperative product development. Therefore, the data suggest that automotive chain companies from RS have a moderate level of collaboration; nevertheless these companies demonstrate a great infrastructure to optimize their processes and increase general chain results with the adoption of the initiatives proposed on this project.

A introdução efetiva da sustentabilidade em empresas exige ações que extrapolam os limites organizacionais, abarcando o ambiente interorganizacional. Dessa maneira, as empresas deixam de ser consideradas isoladamente e passam a ser analisadas de acordo com suas cadeias de suprimentos, compostas por organizações que contribuem para o alcance dos mesmos objetivos de desempenho. Nesse sentido, uma cadeia de suprimentos é considerada mais sustentável quando insere as dimensões econômica, ambiental e social em suas operações, nas estratégias e na tomada de decisão, possuindo bons níveis de desempenho em tais dimensões. A adoção de práticas de sustentabilidade em cadeias de suprimentos pode ser analisada em um contínuo, formado por dois extremos: a resposta reativa e proativa. Nesse contexto, a proatividade de práticas sustentáveis pode ser definida como a adoção de ações, realizadas voluntariamente por empresas, com a finalidade de melhorar o desempenho ambiental e o desempenho social, além das exigências legais. A empresa proativa afirma sua preocupação e seu compromisso com a sociedade e o ambiente natural, em que está inserida. Diante dessas considerações, tem-se a premissa dessa pesquisa: a postura proativa de empresas em relação a práticas sustentáveis estimula melhor articulação com os elos de sua cadeia de suprimentos, o que colabora para a introdução da sustentabilidade nessa cadeia. O objetivo desta pesquisa é analisar a contribuição da articulação de uma empresa proativa com seus elos para a introdução da sustentabilidade na sua cadeia de suprimentos. Para tanto, foi realizada uma pesquisa qualitativa, distribuída em duas etapas (exploratória e descritiva), envolvendo uma empresa focal proativa e parceiros de sua cadeia de suprimentos. Ressalta-se que, em virtude da complexidade e da extensão de cadeias de suprimentos, optou-se por analisar a cadeia à montante, isto é, foram entrevistados colaboradores da empresa focal (Mercur S.A.) e de empresas fornecedoras (LKC Transportes; PAMF Indústria e Comércio de Confecções; Caeté Embalagens; e, Artecola Química). Primeiramente, foi analisada a proatividade de práticas sustentáveis da Mercur. Os resultados indicam que a Mercur pode ser considerada uma empresa proativa, em função da implantação total de 37 ações em prol da sustentabilidade ao core business da organização e da implantação parcial de seis práticas. Em segundo lugar, investigou-se a articulação e o relacionamento da empresa proativa com os elos de sua cadeia de suprimentos. Verificou-se que os entrevistados consideram que os elos estão em processo de integração. Diante disso, pode-se observar que existem diferentes níveis de articulação na cadeia de suprimentos, envolvendo a Mercur e seus fornecedores. Em seguida, averiguou-se a existência de práticas sustentáveis ao longo da cadeia de suprimentos estudada, as quais foram descritas a partir de cinco categorias de análise (orientação estratégica, continuidade da cadeia de suprimentos, colaboração, gestão de risco, proatividade). Incentivos foram identificados para que práticas pró-sustentabilidade passem a ser concebidas e implantadas por todos os membros da cadeia, colaborando para um desenvolvimento mais sustentável. Nessa perspectiva, diante dos resultados encontrados, assume-se que a premissa de pesquisa foi confirmada, uma vez que a postura proativa de práticas sustentáveis da Mercur estimula maior articulação com os parceiros de sua cadeia de suprimentos, contribuindo para a inserção da sustentabilidade nessa cadeia. Entretanto, a articulação da Mercur com os parceiros também pode incentivar que posturas proativas em benefício da sustentabilidade sejam incorporadas pelas empresas da cadeia de suprimentos. / The effective introduction of sustainability in business requires actions that go beyond organizational boundaries, encompassing the inter-organizational environment. Thus, companies are no longer considered individually; they are analyzed according to their supply chains, composed by organizations that contribute to the achievement of the same performance goals. A supply chain is considered more sustainable when it enters the economic, environmental and social dimensions in their operations, strategies and decision making, possessing good levels of performance on these dimensions. The incorporation of sustainability practices in supply chain can be analyzed in a continuous, formed by two extremes: reactive and proactive response. The sustainable proactivity can be defined as the adoption of actions, performed voluntarily by companies, in order to improve the environmental and social performance beyond legal requirements. A proactive company states its concern and commitment to society and the natural environment in which it operates. Given these considerations, this research premise is: the proactive approach of companies towards sustainable practices encourages better integration with the partners in their supply chain, which contributes to the incorporation of sustainability in the supply chain. In this context, this research aims to analyze the contribution of proactive company integration with its partners to the introduction of sustainability in their supply chain. Therefore, a qualitative research was performed, composed by two phases (exploratory and descriptive), involving a proactive focal company and its supply chain partners. It is emphasized that, because of the complexity and the extent of supply chains, we chose to analyze the upstream chain, i.e., focal company (Mercur S.A.) and supplier firms (LKC Transportes; PAMF Indústria e Comércio de Confecções; Caeté Embalagens; and Artecola Química). The employees of these companies were interviewed. First, it was analyzed the proactivity of sustainable practices of Mercur. The results indicate that Mercur can be considered a proactive company, due to the full adoption of 37 actions for sustainability in the core business of the organization and the partial implementation of six practices. Secondly, it was investigated the integration and the relationship of a proactive company with its supply chain partners. It was found that the interviewees consider that the supply chain is in process of a complete integration. Thus, it can be observed that there are different levels of integration in the supply chain, involving the Mercur and their suppliers. Thirdly, it was examined the existence of sustainable practices throughout the supply chain. These practices were described considering five categories of analysis (strategic orientation, supply chain continuity, collaboration, risk management, and proactivity). Incentives were identified for the design and the implementation of sustainable practices by all supply chain members, contributing to a more sustainable development. From this perspective, given the results, it is assumed that the research premise was confirmed, since the proactive sustainable practices Mercur encourages greater integration with partners in the supply chain, contributing to the sustainable supply chain. However, the integration of Mercur with partners can also encourage that proactive practices in favor of sustainability be incorporated in the supply chain.

<p><strong>Purpose</strong> - To analyze the relationship between supply chain management maturity, supply chain performance and financial performance in small and medium-sized enterprises (SME:s).</p><p><strong>Design/methodology/approach</strong> - The data comprises 15 SME:s that participated in a local logistic study in Gävleborgs län. The levels of supply chain mature within these firms were based upon an interview study and the financial performance of the firms was then examined using financial reports-based data.</p><p><strong>Findings</strong> -The results of this study indicate that there is a strong relationship between SCM maturity and SC performance in SMEs, some relationships between SCM maturity and financial performance, as well as some relationships between SC performance and financial performance. This means that if firms use maturity indicators in the SCOR areas to improve their processes, they will most likely achieve a positive effect on supply chain performance and probably also on financial performance. The result implies that the supply chain maturities in these firms are higher than expected with no one at the adHoc level.</p><p>While this study is based on a rather small number of participating firms, it would be valuable to further test the significance of the indicated correlations between SCM maturity and performance in a large-scale survey.</p><p><strong>Research limitations/Implications</strong> - The research is an attempt to understand supply chain maturity and it´s implication on financial performance. Developing supply chain maturity is an opportunity for a company to gain superior performance. The use of this approach has been validated in several previous research studies. The research limitation of this study is the small number of participating firms.</p><p><strong>Practical implication</strong> - Maturity models could be valuable frameworks for corporate management. This study provides statistical evidence that a SME firm that has achieved a higher maturity level in their supply chain management also can achieve higher SC performance and financial performance as well. The study further confirms the maturity model from Lockamy and McCormack (2004) as a very reliable tool for this purpose, even in extremely small firms.</p><p><strong>Originality/Value</strong> - This study is one of very few to focus on supply chain maturity of SME:s and analyze the linkage between financial performance and supply chain maturity in SME:s. This is particularly significant since earlier research implicate that SME:s has a very low maturity and in addition to that a high potential of improvements in this area. Maybe the findings of this study can be a starting point for these SME:s to take their maturity to a higher level and improve their financial performance. These findings might be valuable for further research in the linkage between maturity and superior performance in SME:s.</p><p><strong>Key words</strong> - Supply Chain Management, Supply Chain Performance, Supply Chain Maturity, Financial Performance, Logistic Performance.</p><p><strong>Paper type</strong> - Thesis/research paper</p>

In current business global society, every food industry company is making efforts to provide high quality of products and satisfaction to customers. Balancing the low cost but with high efficiency when undertaking cold chain logistics becomes competitiveness in business market. This thesis is mainly to study cold chain management in food logistics by a multiple case study on food industry. The purpose of the paper is to advance the understanding of the cold chain management in food industry, aim to find how an efficient way to combine the logistics cost and the effectiveness of cold chain logistics and the challenges of the cold chain logistics in food industry. In this multiple case study, qualitative method was used to describe findings. The data collected can be divided into two types, the primary data and the secondary data. Primary data indicates the face-to-face interview with the managers and employees working for customer service in the selected companies. The secondary data are resources from archives, websites and other printed materials. To improve the validity, related literature were reviewed by authors to find the research questions. The reliability can be guaranteed because the theory part of the thesis abstracted from the publications, which have been approved for many years. The authors give the overview and practice in cold chain logistics of the three case companies, also mention the challenges both in developing and developed countries. The study finds the way to improve the utilization in cold chain logistics, fill the gap of logistics in food industry and give some advices for food industry.

Purpose - To analyze the relationship between supply chain management maturity, supply chain performance and financial performance in small and medium-sized enterprises (SME:s). Design/methodology/approach - The data comprises 15 SME:s that participated in a local logistic study in Gävleborgs län. The levels of supply chain mature within these firms were based upon an interview study and the financial performance of the firms was then examined using financial reports-based data. Findings -The results of this study indicate that there is a strong relationship between SCM maturity and SC performance in SMEs, some relationships between SCM maturity and financial performance, as well as some relationships between SC performance and financial performance. This means that if firms use maturity indicators in the SCOR areas to improve their processes, they will most likely achieve a positive effect on supply chain performance and probably also on financial performance. The result implies that the supply chain maturities in these firms are higher than expected with no one at the adHoc level. While this study is based on a rather small number of participating firms, it would be valuable to further test the significance of the indicated correlations between SCM maturity and performance in a large-scale survey. Research limitations/Implications - The research is an attempt to understand supply chain maturity and it´s implication on financial performance. Developing supply chain maturity is an opportunity for a company to gain superior performance. The use of this approach has been validated in several previous research studies. The research limitation of this study is the small number of participating firms. Practical implication - Maturity models could be valuable frameworks for corporate management. This study provides statistical evidence that a SME firm that has achieved a higher maturity level in their supply chain management also can achieve higher SC performance and financial performance as well. The study further confirms the maturity model from Lockamy and McCormack (2004) as a very reliable tool for this purpose, even in extremely small firms. Originality/Value - This study is one of very few to focus on supply chain maturity of SME:s and analyze the linkage between financial performance and supply chain maturity in SME:s. This is particularly significant since earlier research implicate that SME:s has a very low maturity and in addition to that a high potential of improvements in this area. Maybe the findings of this study can be a starting point for these SME:s to take their maturity to a higher level and improve their financial performance. These findings might be valuable for further research in the linkage between maturity and superior performance in SME:s. Key words - Supply Chain Management, Supply Chain Performance, Supply Chain Maturity, Financial Performance, Logistic Performance. Paper type - Thesis/research paper

This study shows that the supply chain management of a company                                    using the fast fashion strategy is where the company combines their traditional supply chain with the modern demand driven Quick Response and Agile supply chain. In theory so far fast fashion is described only in terms of demand driven supply chain management however according to this research the fast fashion strategy is shown to be applied by fashion companies characterized by a mix of the traditional and modern demand driven supply chain.

<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>

Supply chain management plays an important role in contemporary enterprises and its operations include materials procurement, manufacturing, logistics, sales and service. Good supply chain management relies on information technologies that facilitate the sharing of process and production-related information. Hence, information technology plays a key role in supply chain management. In order for information sharing to be effective, standardizationand integration are important. The purpose of this study is to examine how standardization and integration of information technologies in a supply chain may affect its performance. Four dimensions of information technology standardization and integration are defined: business process, data, technology infrastructure, and application system. We also include supply chain capability as a mediating variable. This study used questionnaire to collection date, and used SmartPLS and SPSS to analyze data. The results indicate that: (1) IT standardization has significant influences on supply chain capability, but IT integration does not; (2) supply chain capability has significant positive impacts on supply chain performance; and (3) IT standardization and IT integration do not have direct influences on supply chain performance.