Power and dependency barriers to supply chain integration: A New Zealand case investigation

Authors

Tillmann Boehme, University of WollongongFollow
Paul Childerhouse, University of Waikato
James Corner, University of Waikato
Ron Garland, University of Waikato
Richard Varey, University of Waikato

RIS ID

37466

Publication Details

Boehme, T., Childerhouse, P., Corner, J., Garland, R. & Varey, R. (2006). Power and dependency barriers to supply chain integration: A New Zealand case investigation. Proceedings of the 41st Annual ORSNZ Conference (pp. 303-312). Christchurch, New Zealand: Operational Research Society of New Zealand.

Abstract

Integration along the supply chain in order to improve performance and competitiveness is one of the main themes in supply chain management (Childerhouse & Towill, 2003; Frohlich & Westbrook, 2001; van der Vaart & van Donk, 2004). Frohlich and Westbrook (2001) showed in their study that organisations with the greatest level of external integration had the largest rates of performance improvements. However, supply chain integration is a major challenge to the operations management discipline, especially with external entities when taking the existence of power and dependency with suppliers and customers into account. The article focuses on how well New Zealand organisations are externally integrated with their key suppliers. First, prior studies in supplier relationships are presented. Next, the development of the research model is discussed, then a synopsis of the research method used in this study follows, finally research findings, and conclusions are presented.