Supply chain tracking: Aligning buyer and supplier incentives

Ville Hinkka, K. Främling, J. Tätilä

    Research output: Contribution to journalArticleScientificpeer-review

    9 Citations (Scopus)

    Abstract

    Purpose – This paper aims to present how the success of inter-organizational systems (IOS) implementation projects can be increased by aligning the different incentives of buyers and suppliers. Design/methodology/approach – The research method employed is case study and its unit of analysis is a network of supplier and wholesaler (buyer) companies acting in the Finnish technical trade industry, which are implementing inter-organizational tracking. The implementation project followed an implementation process model developed to execute the case study. Findings – For a buyer, the challenge in IOS implementation is that suppliers feel the adoption more difficult and have less identifiable benefits. However, in the case study, suppliers were ready to implement tracking solution because they understand that improvements in IOS help to apply common industry data exchange standards and will lead to better supply chain collaboration, which also increases their operational performance in the long run. Research limitations/implications – This paper concentrates on supplier and buyer incentives but also the role of other supply chain members such as logistics providers could be analyzed to examine different factors for IOS implementation. Practical implications – If the buyer takes a cooperative approach to IOS integration, suppliers can be motivated to integrate tracking as a part of their own operations. This high-level integration offers more options to improve the management and hence the performance of the whole supply chain than low-level integration. Originality/value – IOS implementation projects are seldom studied from the perspectives of buyers and suppliers in the supply chain.
    Original languageEnglish
    Pages (from-to)1133-1148
    Number of pages15
    JournalIndustrial Management and Data Systems
    Volume113
    Issue number8
    DOIs
    Publication statusPublished - 2013
    MoE publication typeA1 Journal article-refereed

    Fingerprint

    Supply chains
    Industry
    Electronic data interchange
    Logistics
    Supply chain
    Incentives
    Suppliers
    Buyers
    Interorganizational systems
    System implementation

    Keywords

    • Information and communication technology
    • Inter-organizational systems
    • Purchasing
    • Radio frequency identification
    • Supply chain management
    • Tracking

    Cite this

    Hinkka, Ville ; Främling, K. ; Tätilä, J. / Supply chain tracking : Aligning buyer and supplier incentives. In: Industrial Management and Data Systems. 2013 ; Vol. 113, No. 8. pp. 1133-1148.
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    author = "Ville Hinkka and K. Fr{\"a}mling and J. T{\"a}til{\"a}",
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    Supply chain tracking : Aligning buyer and supplier incentives. / Hinkka, Ville; Främling, K.; Tätilä, J.

    In: Industrial Management and Data Systems, Vol. 113, No. 8, 2013, p. 1133-1148.

    Research output: Contribution to journalArticleScientificpeer-review

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    T2 - Aligning buyer and supplier incentives

    AU - Hinkka, Ville

    AU - Främling, K.

    AU - Tätilä, J.

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    PY - 2013

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    N2 - Purpose – This paper aims to present how the success of inter-organizational systems (IOS) implementation projects can be increased by aligning the different incentives of buyers and suppliers. Design/methodology/approach – The research method employed is case study and its unit of analysis is a network of supplier and wholesaler (buyer) companies acting in the Finnish technical trade industry, which are implementing inter-organizational tracking. The implementation project followed an implementation process model developed to execute the case study. Findings – For a buyer, the challenge in IOS implementation is that suppliers feel the adoption more difficult and have less identifiable benefits. However, in the case study, suppliers were ready to implement tracking solution because they understand that improvements in IOS help to apply common industry data exchange standards and will lead to better supply chain collaboration, which also increases their operational performance in the long run. Research limitations/implications – This paper concentrates on supplier and buyer incentives but also the role of other supply chain members such as logistics providers could be analyzed to examine different factors for IOS implementation. Practical implications – If the buyer takes a cooperative approach to IOS integration, suppliers can be motivated to integrate tracking as a part of their own operations. This high-level integration offers more options to improve the management and hence the performance of the whole supply chain than low-level integration. Originality/value – IOS implementation projects are seldom studied from the perspectives of buyers and suppliers in the supply chain.

    AB - Purpose – This paper aims to present how the success of inter-organizational systems (IOS) implementation projects can be increased by aligning the different incentives of buyers and suppliers. Design/methodology/approach – The research method employed is case study and its unit of analysis is a network of supplier and wholesaler (buyer) companies acting in the Finnish technical trade industry, which are implementing inter-organizational tracking. The implementation project followed an implementation process model developed to execute the case study. Findings – For a buyer, the challenge in IOS implementation is that suppliers feel the adoption more difficult and have less identifiable benefits. However, in the case study, suppliers were ready to implement tracking solution because they understand that improvements in IOS help to apply common industry data exchange standards and will lead to better supply chain collaboration, which also increases their operational performance in the long run. Research limitations/implications – This paper concentrates on supplier and buyer incentives but also the role of other supply chain members such as logistics providers could be analyzed to examine different factors for IOS implementation. Practical implications – If the buyer takes a cooperative approach to IOS integration, suppliers can be motivated to integrate tracking as a part of their own operations. This high-level integration offers more options to improve the management and hence the performance of the whole supply chain than low-level integration. Originality/value – IOS implementation projects are seldom studied from the perspectives of buyers and suppliers in the supply chain.

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