Supply chain oriented performance in accordance with business and marketing procedures of the electrical sector in bogota
DOI:
https://doi.org/10.18270/rt.v17i1.2955Keywords:
Supply chain orientation, marketing strategy, organizational performance, supply chain performance, marketing performance, market orientation, financial performance.Abstract
This article offers a descriptive analysis about the performance factor of supply chain orientation (SCOP) based on the harmonization between marketing strategies in several companies in the electrical and electronic sector, through the evaluation of three fundamental constructs: the alignment of the marketing strategy, the performance of the orientation to the supply chain and the organizational performance, fundamental components for the optimal flow of the operational processes in order to satisfy the needs of the stakeholders. An instrument was applied as a survey to 121 people with different macro environments and positions within their organizations. In the research process, there was a misalignment between the logistics and marketing strategies due to the lack of articulation between the functional processes in addition to their respective areas, from the strategic, tactical and operational plans.
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References
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[44] Wilson, I. (1995). Distribution control systems within the supply chain. Logistics Information Management. https://doi.org/http://dx.doi. org/10.1108/09576059510091689
[2] Bt, Y., Yusoff, M., Ashari, H. Bin, Najib, M., & Salleh, B. (2016). The Impact of Supply Chain Management as Mediator between Strategic Orientations and Supply Chain Performance, 5(2), 101–107.
[3] Carbonell, Rodríguez, & E. (2010). The effect of market orientation on innovation speed and new product performance. Journal of Business and Industrial Marketing, 25(7), 501–513.
[4] Cavinato, J. L. (1992). A total cost/value model for supply chain competitiveness. Journal of Business Logistics, 13(2), 285–301.
[5] Chen, I. J., & Paulraj, A. (2004). Towards a theory of supply chain management: The constructs and measurements. Journal of Operations Management, 22(2), 119–150.
[6] Chopra, S & Meindl, P. (2013). supply chain management. Supply Chain Management,fifth edition (5th ed.). New york: Pearson Prentice Hall.
[7] Daugherty, P., Chen, H., Mattioda, D., & Grawe, S. (2009). (2009). Marketing/Logistics Relationships: Influence on capabilities and performance. Journal of Business Logistics, 30, 30, 1–18.
[8] Duesing, R. (2013). Integrating market and stakeholder orientation theory. International Journal of Business, Humanities and Technology.
[9] Eskerod, P., Huemann, M., & Savage, G. (2015). Project Stakeholder Management—Past and Present. Project Management Journal, 46(6), 6–14. https://doi.org/10.1002/pmj.21555
[10] Eskerod, P., & Vaagaasar, A. (2014). Stakeholder Management Strategies and Practices During a Project Course, 45(5), 71–85. https://doi. org/10.1002/pmj
[11] Flynn, B. B., Huo, B., & Zhao, X. (2010). The impact of supply chain integration on performance: A contingency and configuration approach. Journal of Operations Management, 28(1), 58–71. https:// doi.org/10.1016/j.jom.2009.06.001
[12] Gligor, D. M., & Esmark, C. L. (2015). Supply chain friends: The good, the bad, and the ugly. Business Horizons, 58(5), 517–525. https://doi.org/http:// dx.doi.org/10.1016/j.bushor.2015.05.005
[13] Green, K. W., Whitten, D., & Inman, R. A. (2012). Aligning marketing strategies throughout the supply chain to enhance performance. Industrial Marketing Management, 41(6), 1008–1018. https://doi.org/10.1016/j.indmarman.2012.02.003
[14] Greis, N & Kasarda, J. (1997). Enterprise logistics in the information era. California Management Review (39) (4), 39.
[15] Gunasekaran, A., Patel, C., & Tirtiroglu, E. (2001). (2001). Performance measures and metrics in a supply chain environment. International Journal of Operations & Production Management, 21(1/2), 71–87. Retrieved from http://dx.doi. org/10.1108/01443570110358468
[16] Gunasekaran, A. Patel, C. and McGaughey, R. E. (2004). (2004). “A framework for supply chain performance measurement”,. International Journal of Production Economies, 87, Pp., 87, 333–347.
[17] H.Silva. (2011). Comportamiento de las superficies de Retail en Colombia.
[18] Hamid, A. B. A., & Sukati, I. (2011). The relationship between firm integration and supply chain orientation. Jurnal Kemanusiaan,Faculty of Management and Human Resource Development Universiti Teknologi Malaysia, 17.
[19] Hult, G; Tomas, M; Ketchen, Jr; David, J, Garry, L; J, Mena, J. (2008). Supply Chain Orientation and Balanced Scorecard. Journal of Managerial Issues, 20.
[20] Hurley, R.F. and Hult, G. T. M. (1998). Innovation, market orientation, and organizational learning: An integration and empirical examination,. Journal of Marketing, 62(3), 42–64.
[21] Juettner, U., Christopher, M., Godsell, J., Jüttner, U., & Martin, C. (2010). A strategic framework for integrating marketing and supply chain strategies. International Journal of Logistics Management, 21(1), 104–126. https://doi. org/10.1108/09574091011042205
[22] Kadir Ertogral, F. S. Ö. (2019). An integrated production scheduling and workforce capacity planning model for the maintenance and repair operations in airline industry. Computers & Industrial Engineering, 127, 832–840.
[23] Kleber, R. et al. (2002). continuous time inventory model for a product recovery system with multiple options. Internal Journal of Production Economics.
[24] Kozlenkova, I. V., Hult, G. T. M., Lund, D. J., Mena, J. A., & Kekec, P. (2015). The Role of Marketing Channels in Supply Chain Management. Journal of Retailing, 91(4), 586–609. https://doi. org/10.1016/j.jretai.2015.03.003 [25] Lambert, D.M. and Pohlen, T. L. (2001). (2001). “Supply Chain Metrics”, International Journal of Logistics Management, Vol. 12, No. 1, pp. International Journal of Logistics Management, 12, 1–19.
[26] Maestrini, L., & Maccarone, & C. (2017). Supply chain performance measurement systems: A systematic review and research agenda. Int. J. Production Economics 183 (2017), 183, 299–315.
[27] Matsuno, Ken, & Mentzer, J. T. (2000). The effects of strategy type on the market orientation–performance relationship. Journal of Marketing, 64(4), 1–16.
[28] Mendoza Martha, A. J. y O. P. (2016). Modelo Metodologico para la Articulación y Armonización de Sistemas de Gestión de Calidad IS0 9001:2008 y logistica de empresas industriales. In Modelo Metodologico para la Articulación y Armonización de Sistemas de Gestión de Calidad IS0 9001:2008 y logistica de empresas industriales (p. 26).
[29] Mentzer, J. T. (2000). The role of marketing in supply chain management. International Journal of Physical Distribution and Logistics Management, 30(9), 765–787. International Journal of Physical Distribution and Logistics Management, 30(9), 765–787.
[30] Min, S., Mentzer, J. T., & Ladd, R. T. (2007). A market orientation in supply chain management. Journal of the Academy of Marketing Science, 35(4), 507–522. https://doi.org/10.1007/s11747- 007-0020-x
[31] Miocevic, D., & Crnjak-Karanovic, B. (2012). The mediating role of key supplier relationship management practices on supply chain orientation-The organizational buying effectiveness link. Industrial Marketing Management, 41(1), 115–124. https:// doi.org/10.1016/j.indmarman.2011.11.015
[32] Moicevic, D & Karanovic, B. (2011). the mediating role of key supplier relationship management practices on supply chain orientation—the organizational buying effectiveness link. University of Split, Faculty ofEconomic Marketing Department.
[33] Natarajan, R., & Weinrauch, J. D. (1990). JIT and the marketing interface. Production and Inventory Journal, 31(3), 42–46.
[34] ocampo & Prada. (2018). Handbook of Research on Intrapreneurship and Organizational Sustainability in SMEs. In Handbook of Research on Intrapreneurship and Organizational Sustainability in SMEs (p. 392).
[35] Ocampo, P & Prada, R. (2018). Bibliographic Analysis Between the Theory of the Supply Chain Orientation With Different Interactions in the Value Network of Small an Medium-Sized Enterprises. In Handbook of Research on Intrapreneurship and Organizational Sustainability in SMEs (pp. 391–411). IGI GLOBAL.
[36] Patel, P. C., Azadegan, A., & Ellram, L. M. (2013). The effects of strategic and structural supply chain orientation on operational and customer-focused performance. Decision Sciences, 44(4), 713–753. https://doi.org/10.1111/deci.12034
[37] ROTHE, J. & BENSON, L. (1974). (1974). Intelligent Consumption: An Attractive Alternative to the Marketing Concept. MSU Business Topics, 29–34.
[38] Saleh, Z. M., & Roslin, R. M. (2015). Supply Chain Integration Strategy: A Conceptual Model of Supply Chain Relational Capital Enabler in the Malaysian Food Processing Industry. Procedia - Social and Behavioral Sciences, 172, 585–590. https://doi. org/10.1016/j.sbspro.2015.01.406
[39] Schulze-Ehlers, B., Steffen, N., Busch, G., & Spiller, A. (2014). Supply chain orientation in SMEs as an attitudinal construct: conceptual considerations and empirical application to the dairy sector. Supply Chain Management: An International Journal, 19(4), 395–412. https://doi.org/10.1108/ SCM-07-2013-0241
[40] Slater, S. F., & Narver, J. C. (1994). Market Orientation, Customer Value, and Superior Perfomance. Business Horizons, 37(March-April),. Business Horizons, 37, 22–28.
[41] Stanley& Fawcett. (2014). The definitive guide to order fulfillment and customer service. In The definitive guide to order fulfillment and customer service (p. 117). pearson.
[42] Tellefsen, B. (1999). (1999). Constituent Market Orientation. Journal of Market Focused Management, Vol 4 No 2(2), 103–124.
[43] Tucker, T. R. (2011). Supply Chain Orientation : Refining a Nascent Construct by.
[44] Wilson, I. (1995). Distribution control systems within the supply chain. Logistics Information Management. https://doi.org/http://dx.doi. org/10.1108/09576059510091689
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2020-04-27
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