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Benchmarking: An International Journal
Coordination and responsiveness issues in SMEs supply chains: a review
Ravinder Kumar Rajesh Kumar Singh
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Ravinder Kumar Rajesh Kumar Singh , (2017)," Coordination and responsiveness issues in SMEs supply chains: a review ",
Benchmarking: An International Journal, Vol. 24 Iss 3 pp. -
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http://dx.doi.org/10.1108/BIJ-03-2016-0041
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Coordination and responsiveness issues in SMEs supply
chains: a review
1. Introduction
In all countries small and medium enterprises are considered as backbone of economic
growth.
They contribute in providing job opportunities, act as supplier of goods and services
to large organizations. Majority of SMEs have simple systems and procedures, which allows
flexibility, immediate feedback, short decision-making chain, better understanding and
quicker response to customer needs than larger organizations (Singh et al., 2008). Tambunan
(2011) have observed that SMEs have been the main player in domestic economic activities
as they account for more than 99.9 percent of all firms and employ 96.2 percent of the
Indonesian workforce. In spite of these significant characteristics of SMEs, they have not got
due support from government and are on tremendous pressure to sustain their
competitiveness in domestic as well as global markets. Effective coordination strategies may
help in managing inter-dependencies and reducing uncertainties. Soroor et al. (2009) have
observed that supply chain coordination strategy plays a critical role in integrating different
actors along the supply chain to enhance performance. Singh (2015) observed that top
management commitment, strategy development, resource development, use of technology,
risk and reward sharing are major drivers for responsive SC.
This study will try to synthesize different issues related with the coordination and
responsiveness of supply chain management in SMEs, through review of literature. Further
authors try to identify the directions for future research in this area. Remaining part of this
study is as follows. In section 2 review methodology and classification of different issues
have been discussed. Different coordination and responsiveness issues of supply chain
management like problems and risks for SMEs in supply chain (Section 2.2.1), priorities for
forming supply chain strategies (Section 2.2.2), coordination of supply chain (Section 2.2.3),
responsiveness of supply chain (Section 2.2.4) and performance analysis of SMEs in supply
chain (Section 2.2.5) have been discussed. In section 3 authors have discussed the research
gaps and concluding remarks.
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2. Review Methodology and Classification of different issues
To face challenges and to avail benefits of globalization, SMEs must have effective
coordination and responsiveness strategies to make a proper balance among all supply chain
members.
2.1 Sources and search methods
In order to systematically review the literature related to coordination and responsiveness of
SCM in SMEs, our first step is to develop a framework for including papers in this review
based study. To find the literature related to framework issues, the database mainly from
Science Direct, Emerald, Taylor and Francis, Sage and Inderscience publications have been
searched. Year wise selection of paper for review is shown in Figure 1.
<Please Insert Figure 1.Here>
On Science Direct an initial search of keyword “SCM in SMEs” revealed that there were
about 361 articles. The key word search was subsequently changed to the phrase, ‘‘Supply
Chain Management in SMEs”. This search revealed 3367 articles (as on Dec., 2015). The key
word search was subsequently limited to the exact phrase, ‘‘Coordination and
Responsiveness issues of Supply Chain Management in SMEs”. This particular search
revealed 288 articles. On Emerald an initial search of keyword “SCM in SMEs” revealed that
there were about 235 articles. The key word search was subsequently changed to the phrase,
‘‘Supply Chain Management in SMEs”. This search revealed 1971 articles (as of Dec.,
2015). The key word search was subsequently limited to the exact phrase, ‘‘Coordination and
Responsiveness issues in SMEs of Supply Chain”. This particular search revealed 193
articles. Similar approach was followed for other sources to identify the papers. To
comprehend the evolution of the multilevel concept in recent times, search was limited to
Year 2000 onward publications. The aim of the review was to capture a snapshot of the
diversity of research being conducted on coordination and responsiveness of SCM in SMEs.
In this regard one hundred and sixteen research papers were reviewed.
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<Please Insert Figure 2 Here>
To make the review multi perspective, papers were sorted out from fifty two journals. Details
of name of journals with number of papers selected have been given in Table 1.
<Please Insert Table 1 Here>
Control over quality was achieved by limiting the search to peer-reviewed publications &
conferences. Research papers from different sectors (Figure 2) and countries (Figure 3) are
selected on different issues as specified in framework.
<Please Insert Figure 3.Here>
According to Duriau et al., (2007) by involving several researchers into content analysis,
validity and reliability of (literature) sampling and data analysis may be broadly enhanced.
Therefore Reliability and content analysis was also done for all major issues included in this
study by involving researchers in this area and it was found beyond satisfactory limit.
2.2 Framework of Literature Review
Different coordination and responsiveness issues of SCM in context of SMEs are selected for
analysis from literature. Criteria for selecting these issues are mainly literature availability
and experts’ opinion in selecting these issues. These issues are problems and risks for SMEs
in supply chain, priorities for forming supply chain strategies, coordination and
responsiveness of supply chain, and finally performance analysis of SMEs in supply chain.
Based on literature review and experts opinion, authors have finalized a framework for study
as shown in Figure 4. This framework is adopted from study made by Kumar et al. (2014). It
explains that problems and risks help in setting priorities for SC (Supply Chain) strategies.
Priorities for SC strategies further leads to better coordination and responsiveness strategies
and finally improved performance. Figure 5 shows the no. of papers selected from literature
(percentage) on different issues of current framework.
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<Please Insert Figure 4. Here>
2.2.1 Problems and risks for SMEs in supply chain
SMEs face different problems and risk while working in supply chain. SMEs face different
pressures such as price reduction, improvement in product quality and features (Corbett and
Campbell-Hunt, 2002). SMEs faces different challenges like up gradation of technology
(Kleindl, 2000), human resource development (Hudson et al., 2001), new product
development (Sonia and Francisca, 2005). Managing collaboration with customers, suppliers,
distributors and other consulting firms is also a challenge for SMEs (Soh and Roberts, 2005;
Bennett and O’ Kane, 2006). Vos (2005) has found that managers of SMEs have constraints
due to the scarcity of resources, flat organizational structure, lack of technical expertise,
paucity of innovation, occurrence of knowledge loss, etc. Sener et al. (2014) observed that
financing obstacles in small firms are reported to have almost twice the effect as obstacles in
large firms. Inadequate technologies and limitation of resources are the main problems SMEs
faces while meeting the challenges of global competition (Kumar and Routroy, 2014; Loader,
2015). Faisal et al. (2007) observed that there are barrier to risk management in supply chain
of SMEs. Johnson (2001) stated that supply chain is exposed to market risks like seasonality,
volatility of fads, new product adoptions, and short product life. Gill and Biger (2012)
observed that lack of financing, market challenges, and regulatory issues are perceived as
barriers to small business growth in Canada. Ramanathan et al. (2011) stated that the
collaborating members in the supply chain are not able to visualize all possible benefits
of collaboration. However, measuring the benefits of collaboration is still a big
challenge.
Punniyamoorthy et al. (2013) classified over all supply chain risks in six categories such as
supply side risk, manufacturing side risk, demand side risk, logistics risk, environment risk
and information risk. Sharma and Routroy (2016) observed that risk factors such as
information security, information leakages and reluctance toward information sharing
have influence on a company’s revenue. Kumar et al. (2014) observed that uncertainty of
customer order/demand, insufficient knowledge of SCM and involvement of middlemen in
supply chains are the main problems. Fluctuating prices of raw materials, sharing of sensitive
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information and seasonality of demand are main risks which SMEs feel while working in
supply chain (Singh et al., 2012). Baporikar et al. (2016) observed that access to finance,
appropriate marketing strategies, lack of skilled manpower and poor customer service
hinder Nambian SMEs business growth.
<Please Insert Figure 5. Here>
2.2.2 Priorities for forming supply chain strategies
SMEs need to develop effective SCM strategies to excel in global competition. Developing
countries’ SMEs adopt followers’ strategy to achieve financial and non-financial
performance while developed countries’ SMEs adopted innovative strategy and customer-
oriented strategy (Syed and Kamel, 2014). Soni and Kodali (2011) observed that strategic
planning is required for competitiveness and supply chain management in Indian
manufacturing industries. Singh et al. (2008) have observed that SMEs have to benchmark
their assets, processes and performance with the best in industry for sustaining
competitiveness. According to Corbett and Campbell-Hunt (2002), companies should focus
their energy and resources on innovative products and its processes.
Developing country’s organizations faces more difficulties than developed one (Gulsoy et al.,
2013). Gorane and Kant (2016) observed that SC practice like, outsourcing,
information sharing, just in time manufacturing, green supply chain management are
moderately preferred practices, while the practices, like, reverse logistics,
postponement, vendor managed inventory, radio frequency are least preferred
practices in Indian manufacturing organizations. Ciasullo and Troisi (2013) have
observed that ethics and value systems play a significant role in devising sustainable
corporate strategy for SMEs. Kumar et al. (2014) have observed that quality improvements,
delivery on time and cost reduction are the major priorities for SMEs while forming supply
chain strategies. For Indian SMEs of auto sector, top management commitment, long-term
vision for survival and growth, devoted resources for supply chain and development of
effective SCM strategy are the main critical success factors of SC (Kumar et al., 2015).
2.2.3 Coordination of supply chain for SMEs
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Collaboration, information sharing, involvement of suppliers and customers in decision
making will help in better coordination of supply chain. Arshinder et al. (2009) have
observed that coordination may help in managing inter dependencies and reducing
uncertainties. Supply chain coordination relies on the availability of prompt and accurate
information that is visible to all actors in the supply chain (Arshinder et al., 2008).
Collaborative processes include joint decision-making (Stank et al., 2001) and joint-problem-
solving as a natural extension of sharing information among independent supply chain
partners (W. Nix and G. Zacharia, 2014).
Coordination plays a critical role in integrating different departments of an organization
along the supply chain to enhance performance (Soroor et al., 2009 and Sawik, 2009).
Mortensen and Arlbjorn (2012) have stressed on the importance of considering suppliers’
interest and motivation when implementing development initiatives. Ponis et al. (2012)
observed that in clothing SMEs, innovative e-collaboration, new manufacturing and supply
chain practices can improve the competitiveness. Ferreira et al. (2012) have observed that
business collaboration will help partners in the network to build valuable trust, cooperation
and coordination. Mello et al. (2015) observed that both the integration of engineering
and production and the production capability are the most critical factors influencing
coordination in an engineering to order (ETO) supply chain. The ability to effectively
coordinate cross-business activities is essential to avoid delays, cost overruns and
quality problems.
Liu et al. (2013) have observed that operational coordination effects both operational and
business performance. Singh (2013) has observed that top management commitment has
highest importance among strategic factors of coordinated supply chain. Basnet (2013) have
identified three dimensions of integration such as, labeled coordination, communication, and
affective relationship. Kumar et al. (2015) have observed that cost effectiveness, commitment
to quality and on time delivery capability are important factors for selection and evaluation of
suppliers in Indian SMEs. Various coordination issues identified from the literature by
researchers for various SMEs and countries have been tabulated in Table 2.
<Please Insert Table 2 Here>
2.2.4 Responsiveness of supply chain
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To effectively compete in the global market, small scale organizations should focus on
improving the effectiveness of operational functions with coordinated supply chains (Singh
et al., 2010). According to Catalan and Kotzab (2003) responsiveness is the ability to “read”
and understand actual market signals in real time. Goyal (2012) observed that information
systems (ISs) and business operations are closely integrated with each other. Enterprise
resource planning (ERP), electronic data interchange (EDI), and the internet improves
responsiveness of supply chain (Gunasekaran et al., 2008). Francesca et al. (2008) have
stated that availability of point of sales (POS) data is important for a responsive supply chain.
Many technologies such as electronic data interchange (EDI), radio frequency identification
(RFID), and internet marketplaces (Wang et al., 2007; Alamgir, 2014) are more costly and
complex for SMEs. Unlike large enterprises, SMEs do not have sufficient budgets to acquire
tools and platforms necessary to build their own electronic commerce (Taylor et al., 2004).
Ghobakhloo et al. (2011) have stated that adoption of electronic commerce in SMEs depends
on CEO’s innovativeness, information availability, customer/supplier supports, support from
technology vendors and competition. Bhadouria et al. (2011) have observed that enterprise
resource planning (ERP) is commonly used by large firms and these days SMEs are also
implementing ERP systems for bringing in an efficient and coordinated operations. Sahu et
al. (2016) observed that in today’s dynamic business environment there is need for
greater agility in supply chains, which increases both the importance and frequency of
supplier/partner evaluation and benchmarking decision making.
Gunasekaran et al.
(2016) stated that information and communication technologies (ICT) are critical and
valuable resources for the success of global supply chain networks. Internet of things
plays a major role in the twenty-first century global supply chain design, operations
and performance. The evolution and changes in ICT are inevitable due to emerging
organizational performance objectives and the role of ICT.
Chang et al. (2013) have observed that e-procurement can improve partner relationships,
information sharing, supply chain integration and over all supply chain performance.
Moriones et al. (2013) have observed that there is a positive relationship between ICT
adoption and all the measures of perceived performance in SMEs. Kumar et al. (2015) have
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observed that interacting with customers, product design and development and interacting
with suppliers are the preferred area of IT implementation for Indian SMEs. Top
management commitment, strategy development, devoted resources, use of technology, risk
and reward sharing are major drivers for responsive SC (Singh, 2015). Some of research
finding on different issues of responsiveness of SC of SMEs reported by various researchers
are summarized in Table 3.
<Please Insert Table 3 Here>
2.2.5 Performance analysis of SMEs in supply chain
Development of the literature on performance measurements can be divided into two distinct
phases. The first phase relates to the period until the 1980s and concentrated on financial
measures such as profit, return on investment and productivity. The second phase, which
commenced in the late-1980s, corresponds to the emergence of new management concepts
such as SCM (Kaplan and Norton, 1992). Sundram et al. (2016) observed that the
relationship of supply strategic partnership, customer relation management,
information sharing with supply chain performance (SCP) allow managers to
effectively utilize the different components of supply chain management practices
(SCMPs) for supply chain integration (SCI) and performance. The balanced scorecard
approach has four components (Kaplan and Norton, 1992): Financial measures, customer
perspective measures, internal business perspective measures and innovation and learning
perspective measures. Hossain and Kauranen (2016) stated that adopting open
innovation (OI) by SMEs improves their overall innovation performance. Different
issues of performance as reported by various researchers as been summarized in Table 4.
<Please Insert Table 4 Here>
3. Research Gaps and Concluding Remarks
In this study, an attempt has been made by authors to review the literature on the issues
related with coordination and responsiveness of SMEs supply chains (as per framework
shown in Figure 4) in globalised market. In this regard one hundred and sixteen research
papers are reviewed. It is observed that in most of studies researchers have focused on an
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individual issue such as quality management, technology management, competitive priorities,
leadership issues, constraints and challenges in isolation. As discussed earlier coordination
and responsiveness are broad areas and needs holistic approach. On the basis of this
extensive literature review, the following research gaps are identified.
• There has been lack of empirical research on strategy development by SMEs for
coordination and responsiveness particularly in developing countries. Most of the
studies are modeling or case studies based.
• Even in developed countries, most of the studies related to coordination and
responsiveness have been devoted to large scale enterprises (LSEs), SMEs have not
got equal focus by researchers.
• IT applications have been observed as a major driver in supply chain coordination but
studies on successful implementation of IT tools in SMEs are limited.
• Limited studies on impact of cultural and service quality issues on supply chain
coordination are found for SMEs as well as for larger organizations.
• Most of the studies have considered the relationship of a particular coordination issue
with certain financial parameters only, not with all the issues of performance
simultaneously i.e. holistic approach is lacking.
• Lack of dimensions related to coordination and responsiveness in performance
frameworks and strategy formulation for supply chains have been observed.
• Impact of uncertainties and unplanned incidents on coordination have been analysed
by very few researchers.
• Responsive supply chain can get benefit in terms of inventory management, lead
time reduction and agility but most of the studies not discussed holistically the
responsiveness issue for SMEs.
• In different studies from developing countries, holistic approach is lacking on the
effect of problems, risks and strategic priorities of SMEs on improving coordination
& responsiveness in broader aspect.
• Information and communication technologies are very vital resources for the
success of global supply chain networks. ITC issues for SMEs need broader
aspect of research.
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• Most of the frameworks have not followed holistic approach rather they have focused
on a specific functional area. Current framework will helps SMEs in improving
coordination and responsiveness by focusing on functional areas related to it.
• The collaborating members in the supply chain are not able to visualize all
possible benefits of collaboration. However, measuring the benefits of
collaboration is still a big challenge for SMEs. There is need of holistic research
on benefits of collaboration for SMEs of different fields.
• Major problems for SMEs in coordination of supply chain as reported by
various researchers are uncertainty of customer order/demand, insufficient
knowledge of SCM and involvement of middlemen in supply chain are the main
problems faced by SMEs.
• Major risks for SMEs in coordination of supply chain as reported by various
researchers are fluctuating prices of raw materials, sharing of sensitive
information and seasonality of demand are main risks which Indian SMEs feel
while working in supply chain.
• Major emerging areas of research for coordination in SMEs as reported by various
researchers are networking with suppliers & customers, information sharing with all
members, agreed vision & goals of members, supply chain risk/reward sharing,
development of reliable suppliers, follow-up with customers etc. (Table 2) .
• Major emerging areas of research for responsiveness in SMEs as reported by various
researchers are information sharing, information system, use of modern technologies
like RFID, EDI, ASNs, etc., forecasting of demand on point of sale (POS), enterprise
resource planning ERP/SCM software etc. (Table 3).
SMEs mainly from manufacturing sectors have been analysed but role of logistic providers
which may be in SMEs categories need to be analysed from coordination perspectives. The
reviewed literature reveals that most of the strategies have been formulated for short-term
goals as most of them are localized in their functioning. Present research has tried to identify
different areas of strategy development by SMEs and existing gaps. On the basis of gaps
identified, further studies need to focus on these emerging areas of research. Findings of the
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11
paper will be mainly limited in context to SMEs and would be highly useful for researchers
to give directions for future research.
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Figure 1.Year wise reviewed papers
Figure 2. Reviewed paper from different sectors
2
3
7 7
3
8
2
7
5
7
3
8
10
14
9 9
12
0
2
4
6
8
10
12
14
16
Brassware cluster
5%
Auto parts
manufacturer
29%
Auto small
assembly
9%
IT firm
12%
Construction
8%
Jwellery
5%
Fashion Industries
6%
Toy industries
13%
Electrical/Electronic
parts
10%
Plastics
3%
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Figure 3.Research papers reviewed based on research from different countries
Figure 4. Framework for Study
Singapore
4%
India
19%
Pakistan
4%
Italy
8%
Canada
12%
Spain
16%
Malaysia
6%
China
8%
US
7%
German
4%
U.K.
8%
Turkey
4%
Problem
s
Risks
Performance
Issues
Priorities
for SC
Strategies
Coordination
&
Responsiveness
issues
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Figure 5. Numbers of papers (%) on different issues of framework
Priorities while
forming SC
strategies
18%
Problems & risk
in SC
17%
Coordination of
SC
31%
Responsiveness
of SC
26%
Performance
Issues 8%
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Table 1. Distribution of Papers based on Journals
Sr.
No.
Journal Title No. of papers
from each
Journal
1 Global Journal of Flexible Systems Management, Harvard Business Review, Industrial
Marketing Management, International Journal of Productivity & Performance
Management, Journal of Management Studies, Journal of Small Business and
Enterprise Development, Computer and Industrial Engineering an International
Journal, Asia Pacific Journal of Marketing and Logistics, International Journal of
Retail & Distribution Management, Industrial Marketing Management, International
Marketing Review, Journal of Management Development, The TQM Journal,
Organizational Research Methods, International Journal of management and
Enterprise Development, Journal of Universal Computer Science, Management
Research news, International Journal of Quality & Reliability Management, Applied
Mathematic Modeling, California Management Review, Journal of developmental
Entrepreneurship, Journal of Advances in Management Research, IIMB Management
Review, Competitiveness Review, Assembly Automation Journal, International Small
Business Journal, International Journal of Globalisation and Small Business,
International Journal of Manufacturing Research, International Journal of Enterprise
Network Management, IEEE Transactions on Engineering Management, International
Journal of Entrepreneurial Behaviour and Research, Journal of Business and
Industrial Marketing, Electronic Commerce Research and Application, Industrial
Marketing Management, Logistics and Transportation Review, International Journal
of Information Management, Global Business Review, Journal of Strategy and
Management,
Journal of Science and Technology Policy Management.
01 from each
Journal
2 Benchmarking: An International Journal 07
3 Business Process Management Journal 03
4 Industrial Management & Data Systems 07
5 International Journal of Business Information Systems 06
6 International Journal of Logistics Management 05
7 International Journal of Operations & Production Management 07
8 International Journal of Physical Distribution & Logistics Management 03
9 International Journal of Production Economics 02
10 International Journal of Production Research 02
11 Internet research: Electronic Networking Applications and Policy, 02
12 Journal of Business Logistics 02
13 Journal of Enterprise Information Management 05
14 Journal of Operations Management 02
15 Management Research Review 02
16 Measuring Business Excellence 03
17 Omega 02
18 Supply Chain Management: An International Journal 09
19 Technovation 02
20 Journal of Small Business and Enterprise Development 03
21 Journal of Manufacturing Technology Management 02
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Table 2: Different Issues of Coordination of SC for SMEs
S.No. Coordination issues References
1. Networking with suppliers & customers Quayle(2003), Barratt (2004), Sanders and Premus
(2005),Whipple et al.(2010), Ferreira et al.(2012), , Soroor
et al.(2009), Singh (2013), Kumar and Banerjee(2012),
Wiengarten (2013), W. Nix and G. Zacharia (2014).
2. Information sharing with all members
Ponis et al.(2012), Arshinder et al.(2008), Liu et al.(2013),
Stank et al.(2001),, Li et al.(2005),Chao et al.(2015),
William et al. (2016).
3. Agreed vision & goals of members Stank et al.(2001), Huang et al.(2003),Hoyt and Huq
(2000),Singh (2013a), Singh (2013b),
Blackburn et al.
(2013),
Awheda et al. (2016).
4. Supply chain risk/reward sharing
Sandberg (2007), Liu et al.(2013), Simatupang and
Sridharan (2002), Huang et al.(2003), Singh (2013),
Singh(2015), Govindan & Chaudhuri (2016).
5. Development of reliable suppliers Jain et al.(2009),Mortensen and Arlbjorn (2012), Morrissey
and Pittaway (2006), He et al.(2009), Mortensen and
Arlbjorn (2012).
6. Follow-up with customers for feedback Hardy et al. (2003), Singh (2013), Kumar et al. (2014),
Kumar et al. (2015a), Hilmola et al. (2015)
7. Data integration among internal functions
through networking
Arshinder et al.(2009), Soroor et al.(2009), Sawik (2009),
Kumar et al. (2015), Kumar et al. (2016).
8. Supply chain contracts with members Whipple et al.(2010), Power (2005), Basnet (2013), Sener et
al.(2014).
9. Periodic interdepartmental meeting
Soroor et al.(2009),Sawik (2009), Basnet (2013), Kumar et
al.(2014)
10. Reliable logistic system
Lajara & Lillo (2004), Morrissey & Pittaway (2004), Singh
et al.(2012), Thakkar et al.(2008)
11. Development of flexible production
system
Ponis et al.(2012), Wiengarten et al. (2013),Olhager & West
(2002), Arshinder et al.(2007)
12. Implementation of joint replenishment &
forecasting decisions
Simatupang & Sridharan (2002), Ferreira et al.(2012),
Huang et al.(2003), Bianchi & Saleh (2010), Chang et
al.(2013),
Lussier and Sonfield (2015)
13. Integrated inventory management Hardy et al. (2003), Power (2005), Liu et al. (2013), Singh
(2013), Basnet (2013), Kumar et al. (2013)
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Table 3: Different issues of Responsiveness of supply chain
S.No. Responsiveness Issues References
1. Information sharing
Catalan & Kotzab (2003), Mehrjerdi (2009), Taylor (2004),
Singh et al.(2012), Liu et al.(2013), Singh (2013), Moriones et
al.(2013), Singh(2015), William et al. (2016)
2. Information system Jacks et al.(2011), Thakurta & Roy (2012),Singh et al.(2010),
Goyal (2012), Gunasekaran et al.(2008), Kumar et al.(2015),
Peng et al. (2016).
3. Use of modern technologies like
RFID, EDI, ASNs, etc.
Jun and Cai (2003), Gunasekaran et al.(2008), Wang et
al.(2007), Jacks et al.(2011), Azevedo & Carvalho (2012),
Taylors et al.(2004), Garg & Goyal(2011), Evangelista et
al.(2012), Thakurta & Roy (2012), Alamgir (2014), Chao et
al.(2015), William et al. (2016).
4. Forecasting of demand on point of
sale (POS)
Francesca et al.(2008), Chang et al.(2013), Moriones et
al.(2013), Singh (2011)
5. Enterprise resource planning
ERP/SCM software etc.
Petroni (2002), Quayle (2002), Jutla et al.(2002), Wagner et
al.(2003), Muscatello et al. (2003), Buonanno et al. (2005),
Harland (2007), Arshinder et al.(2007), Arshinder et al. (2008),
Thakkar et al.(2008), Gunasekaran et al.(2008), Garg and Goyal
(2011), Ghobakhloo et al. (2011), Bhadouria et al. (2011), Shatat
and Udin (2012), Chang et al. (2013), Moriones et al. (2013),
Chao et al.(2015).
Table 4: Different issues of Performance
S.No. Issues Addressed References
1.
Performance analysis of SMEs in
SC
Customer service & satisfaction,
Innovation & growth perspective,
Financial measures,
Internal business measures
Kaplan and Norton (1992), Sharma et al. (2005), Koh et al.(2007),
Chavan (2009), Taticchi et al. (2012), Franceschini et al. (2013),
Shatat and Udin (2012), Moriones et al. (2013),
Ates et al. (2013),
Blackburn et al. (2013),
Awais and Kamel (2014),Shahin et
al.(2014), Perkins et al. (2014), Kumar et al.(2015), Valmohammadi
and Ahmadi (2015), Kumar et al.(2016), Jorge et al.(2015), Hilmola
et al. (2015), Hossain and Kauranen (2016),
Sundram et al. (2016).
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