Standardized CFA path loadings and reliabilities for supply chain integration constructs
| Item | Internal integration α = 0.860 | Demand integration α = 0.847 | Supply integration α = 0.838 |
|---|---|---|---|
| INT1: Functional teams are aware of each other's responsibilities | 0.660 | ||
| INT2: Functional teams have a common prioritization of clients in case of supply shortages and how allocations will be made | 0.714 | ||
| INT3: Supply decisions are based on plans agreed upon by all functional teams | 0.754 | ||
| INT4: All functional teams use common metrics of performance while coming up with supply chain operations plans | 0.772 | ||
| INT5: Operational and tactical information is regularly exchanged between functional teams | 0.799 | ||
| INT6: Performance metrics promote rational trade-offs among customer service and operational costs | 0.651 | ||
| DEM1: We pursue client relationships and involvement that go beyond service transactions | 0.662 | ||
| DEM2: Our plans address individual client requirements | 0.723 | ||
| DEM3: We have clearly defined roles and responsibilities for managing client relationships | 0.810 | ||
| DEM4: We are constantly exploring new ways of utilizing client input in our operations | 0.792 | ||
| DEM5: We synchronize our internal activities so that we can serve to clients in need in a timely fashion | 0.701 | ||
| SUP1: We pursue supplier relationships and involvement that go beyond daily operational transactions | 0.577 | ||
| SUP2: Our plans address individual suppliers' capabilities | 0.780 | ||
| SUP3: We synchronize our activities with those of key suppliers | 0.796 | ||
| SUP4: We exchange operational information with suppliers on a regular basis | 0.779 | ||
| SUP5: We occasionally exchange operational information with suppliers | 0.545 | ||
| SUP6: We are constantly exploring new working relationships with suppliers | 0.612 |
| Item | Internal integration | Demand integration | Supply integration |
|---|---|---|---|
| INT1: Functional teams are aware of each other's responsibilities | 0.660 | ||
| INT2: Functional teams have a common prioritization of clients in case of supply shortages and how allocations will be made | 0.714 | ||
| INT3: Supply decisions are based on plans agreed upon by all functional teams | 0.754 | ||
| INT4: All functional teams use common metrics of performance while coming up with supply chain operations plans | 0.772 | ||
| INT5: Operational and tactical information is regularly exchanged between functional teams | 0.799 | ||
| INT6: Performance metrics promote rational trade-offs among customer service and operational costs | 0.651 | ||
| DEM1: We pursue client relationships and involvement that go beyond service transactions | 0.662 | ||
| DEM2: Our plans address individual client requirements | 0.723 | ||
| DEM3: We have clearly defined roles and responsibilities for managing client relationships | 0.810 | ||
| DEM4: We are constantly exploring new ways of utilizing client input in our operations | 0.792 | ||
| DEM5: We synchronize our internal activities so that we can serve to clients in need in a timely fashion | 0.701 | ||
| SUP1: We pursue supplier relationships and involvement that go beyond daily operational transactions | 0.577 | ||
| SUP2: Our plans address individual suppliers' capabilities | 0.780 | ||
| SUP3: We synchronize our activities with those of key suppliers | 0.796 | ||
| SUP4: We exchange operational information with suppliers on a regular basis | 0.779 | ||
| SUP5: We occasionally exchange operational information with suppliers | 0.545 | ||
| SUP6: We are constantly exploring new working relationships with suppliers | 0.612 |
Sharing content requires targeting cookies to be enabled. Please update your cookie preferences to use this feature.