Table 3. Commercial SCD constructs and...

Table 3.

Commercial SCD constructs and select definitions

Commercial SCD constructs	Select definitions
CODP	Separates forecast and order-driven activities (Mason-Jones et al., 2000b)
Competitive priorities	Manufacturers’ choice of tasks or key competitive capabilities (Chen and Paulraj, 2004)
Cost	Logistics costs, infrastructure, inventory (Schnetzler et al., 2007)
Delivery/Lead-time	Delivery-times, high fill rate (Schnetzler et al., 2007)
Dependability	Punctuality, delivery reliability rate (Schnetzler et al., 2007)
Flexibility	Managing changes and uncertainties (Schnetzler et al., 2007)
Quality	Meeting higher customer demands (Schnetzler et al., 2007)
External contingencies	Product/market requirements (exogenous variables) in SCD (Basnet and Seuring, 2016)
Demand variability/uncertainty	The inability to forecast product demand accurately (Basnet and Seuring, 2016)
Desired customer lead-time	The importance placed by the customer on quick delivery (Basnet and Seuring, 2016)
Product variety	Products may be characterised as standardised (low variety) or customised (high variety) (Basnet and Seuring, 2016)
Supply uncertainty/risk	Disruptions by various causes, such as natural disasters, yield losses, quality issues, etc. (Basnet and Seuring, 2016)
SC strategies	Specifies how a company can achieve its competitive advantage through its competitive priorities (Qi et al., 2011)
Agility	The ability to respond rapidly to unpredictable changes in demand or supply (Christopher and Peck, 2004)
Efficiency	Distinguished by longer production lead-times, high set-up costs and larger batch sizes that allow the efficient firm to produce at a low unit cost but often at the expense of market responsiveness (Randall et al., 2003)
ETO, BTO, MTO, ATO, PTO, STO, MTF/MTS	Involves postponement of design (ETO), purchasing (BTO), manufacture (MTO), assembly (ATO), packaging (PT0) and/or shipment (STO) or pure speculation (MTF/MTS) (Yang et al., 2004)
Full (pure) postponement	Both manufacturing and logistics activities are customer order initiated (Pagh and Cooper, 1998)
Full (pure) speculation	Based on forecasts involves full speculation of all manufacturing and logistics activities (Pagh and Cooper, 1998)
Leagility	Judicious selection and integration of appropriate aspects of lean and agile (Christopher et al., 2006)
Leanness	Means developing a value stream to eliminate all waste, including time, and to ensure a level schedule (Naylor et al., 1999)
Logistics postponement	Direct distribution of finished goods from centralised inventory (Pagh and Cooper, 1998)
Manufacturing postponement	Final manufacturing activities performed downstream in the SC (Pagh and Cooper, 1998)
Responsiveness	Distinguished by short production lead-times, low set-up costs and small batch sizes that allow the responsive firm to adapt quickly to market demand but often at a higher unit cost (Randall et al., 2003)
Risk-hedging	Aimed at pooling and sharing resources to enable risk sharing in supply disruption (Lee, 2002)

Commercial SCD constructs	Select definitions
CODP	Separates forecast and order-driven activities (Mason-Jones et al., 2000b)
Competitive priorities	Manufacturers’ choice of tasks or key competitive capabilities (Chen and Paulraj, 2004)
Cost	Logistics costs, infrastructure, inventory (Schnetzler et al., 2007)
Delivery/Lead-time	Delivery-times, high fill rate (Schnetzler et al., 2007)
Dependability	Punctuality, delivery reliability rate (Schnetzler et al., 2007)
Flexibility	Managing changes and uncertainties (Schnetzler et al., 2007)
Quality	Meeting higher customer demands (Schnetzler et al., 2007)
External contingencies	Product/market requirements (exogenous variables) in SCD (Basnet and Seuring, 2016)
Demand variability/uncertainty	The inability to forecast product demand accurately (Basnet and Seuring, 2016)
Desired customer lead-time	The importance placed by the customer on quick delivery (Basnet and Seuring, 2016)
Product variety	Products may be characterised as standardised (low variety) or customised (high variety) (Basnet and Seuring, 2016)
Supply uncertainty/risk	Disruptions by various causes, such as natural disasters, yield losses, quality issues, etc. (Basnet and Seuring, 2016)
SC strategies	Specifies how a company can achieve its competitive advantage through its competitive priorities (Qi et al., 2011)
Agility	The ability to respond rapidly to unpredictable changes in demand or supply (Christopher and Peck, 2004)
Efficiency	Distinguished by longer production lead-times, high set-up costs and larger batch sizes that allow the efficient firm to produce at a low unit cost but often at the expense of market responsiveness (Randall et al., 2003)
ETO, BTO, MTO, ATO, PTO, STO, MTF/MTS	Involves postponement of design (ETO), purchasing (BTO), manufacture (MTO), assembly (ATO), packaging (PT0) and/or shipment (STO) or pure speculation (MTF/MTS) (Yang et al., 2004)
Full (pure) postponement	Both manufacturing and logistics activities are customer order initiated (Pagh and Cooper, 1998)
Full (pure) speculation	Based on forecasts involves full speculation of all manufacturing and logistics activities (Pagh and Cooper, 1998)
Leagility	Judicious selection and integration of appropriate aspects of lean and agile (Christopher et al., 2006)
Leanness	Means developing a value stream to eliminate all waste, including time, and to ensure a level schedule (Naylor et al., 1999)
Logistics postponement	Direct distribution of finished goods from centralised inventory (Pagh and Cooper, 1998)
Manufacturing postponement	Final manufacturing activities performed downstream in the SC (Pagh and Cooper, 1998)
Responsiveness	Distinguished by short production lead-times, low set-up costs and small batch sizes that allow the responsive firm to adapt quickly to market demand but often at a higher unit cost (Randall et al., 2003)
Risk-hedging	Aimed at pooling and sharing resources to enable risk sharing in supply disruption (Lee, 2002)

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