Constructs and measurement items
| Constructs | Measurement items | Sources |
|---|---|---|
| Organisational culture | GC1. Your supervisors encourage employees to work as a team | Braunscheidel et al. (2010), Pinho et al. (2014), Cao et al. (2015), Gambi et al. (2015), Schilke and Cook (2015), Lee et al. (2016), Porter (2019), Rizzi et al. (2022), Taha et al. (2022) |
| GC2. Your supervisors encourage employees to exchange opinions and ideas | ||
| GC3. Your supervisors frequently hold group meetings for discussion among employees* | ||
| DC1. Your firm pursues long-term programs for manufacturing capabilities in advance of needs | ||
| DC2. Your firm tries to anticipate the potential of new manufacturing practices and technologies | ||
| DC3. Your firm stays at the leading edge of new technology in the industry* | ||
| DC4. Your firm is constantly thinking of the next generation of manufacturing technologies | ||
| Supply chain collaboration | Internal collaboration | Alfalla-Luque et al. (2015), Ralston et al. (2015), Shou et al. (2018), Thai and Jie (2018), Birasnav and Bienstock (2019), Porter (2019), Um and Kim (2019), Alzoubi et al. (2020), Shukor et al. (2021), Taha et al. (2022), Hendijani and Norouzi (2023), Zhou et al. (2023) |
| IC1. The functional departments in your firm regularly conduct joint operational meetings* | ||
| IC2. The functional departments in your firm achieve common goals collectively | ||
| IC3. The functional departments in your firm understand the mutual responsibility | ||
| IC4. The functional departments in your firm mutually share operational information | ||
| IC5. The functional departments in your firm conduct joint planning to anticipate and resolve operational problems | ||
| External collaboration | ||
| CC1. Your firm shares operational information (procurement, inventory, forecasting …) with major customers | ||
| CC2. Your firm shares the information with major customers through information technologies | ||
| CC3. Your firm and major customers jointly plan on product assortment* | ||
| CC4. Sharing benefits and risks is a primary principle of your firm’s relationships with major customers* | ||
| CC5. Your firm and major customers dedicate personnel to manage the collaboration processes* | ||
| SC1. Your firm shares operational information (procurement, inventory, forecasting …) with major suppliers | ||
| SC2. Your firm shares operational information with major suppliers through information technologies | ||
| SC3. Firm conducts joint planning with major suppliers to maintain a rapid-response ordering process* | ||
| SC4. Sharing benefits and risks is a primary principle of your firm’s relationships with major suppliers* | ||
| Competitive advantage | Cost | Porter (1985), Danese et al. (2013), Jitpaiboon et al. (2013), Zhang and Huo (2013), Wong et al. (2015), Kumar (2018), Al-Doori (2019), Porter (2019), Um and Kim (2019), Alzoubi et al. (2020), Hendijani and Norouzi (2023), Buranasiri et al. (2024) |
| PR1. Your firm can provide prices as low or lower than that of your competitors | ||
| PR2. Your firm manufactures similar products at a lower cost than your competitors | ||
| Differentiation | ||
| DS1. Your firm delivers customer order on time to be compared with your competitors | ||
| DS2. Your firm’s delivery is more reliable than that of your competitors* | ||
| DS3. Your firm’s order fulfillment lead time is shorter than that of your competitors* | ||
| QL1. Your firm provides high-performance products that meet customer needs to be compared with your competitors* | ||
| QL2. Your firm produces consistent quality products with low defects to be compared with your competitors* | ||
| PF1. Your firm has ability to respond to changes in delivery requirements to be compared with your competitors | ||
| PF2. Your firm has ability to customize products to be compared with your competitors | ||
| PF3. Your firm has ability to produce a range of products to be compared with your competitors | ||
| PF4. Your firm has ability to rapidly change production volumes to be compared with your competitors |
| Constructs | Measurement items | Sources |
|---|---|---|
| Organisational culture | GC1. Your supervisors encourage employees to work as a team | |
| GC2. Your supervisors encourage employees to exchange opinions and ideas | ||
| GC3. Your supervisors frequently hold group meetings for discussion among employees* | ||
| DC1. Your firm pursues long-term programs for manufacturing capabilities in advance of needs | ||
| DC2. Your firm tries to anticipate the potential of new manufacturing practices and technologies | ||
| DC3. Your firm stays at the leading edge of new technology in the industry* | ||
| DC4. Your firm is constantly thinking of the next generation of manufacturing technologies | ||
| Supply chain collaboration | ||
| IC1. The functional departments in your firm regularly conduct joint operational meetings* | ||
| IC2. The functional departments in your firm achieve common goals collectively | ||
| IC3. The functional departments in your firm understand the mutual responsibility | ||
| IC4. The functional departments in your firm mutually share operational information | ||
| IC5. The functional departments in your firm conduct joint planning to anticipate and resolve operational problems | ||
| CC1. Your firm shares operational information (procurement, inventory, forecasting …) with major customers | ||
| CC2. Your firm shares the information with major customers through information technologies | ||
| CC3. Your firm and major customers jointly plan on product assortment* | ||
| CC4. Sharing benefits and risks is a primary principle of your firm’s relationships with major customers* | ||
| CC5. Your firm and major customers dedicate personnel to manage the collaboration processes* | ||
| SC1. Your firm shares operational information (procurement, inventory, forecasting …) with major suppliers | ||
| SC2. Your firm shares operational information with major suppliers through information technologies | ||
| SC3. Firm conducts joint planning with major suppliers to maintain a rapid-response ordering process* | ||
| SC4. Sharing benefits and risks is a primary principle of your firm’s relationships with major suppliers* | ||
| Competitive advantage | ||
| PR1. Your firm can provide prices as low or lower than that of your competitors | ||
| PR2. Your firm manufactures similar products at a lower cost than your competitors | ||
| DS1. Your firm delivers customer order on time to be compared with your competitors | ||
| DS2. Your firm’s delivery is more reliable than that of your competitors* | ||
| DS3. Your firm’s order fulfillment lead time is shorter than that of your competitors* | ||
| QL1. Your firm provides high-performance products that meet customer needs to be compared with your competitors* | ||
| QL2. Your firm produces consistent quality products with low defects to be compared with your competitors* | ||
| PF1. Your firm has ability to respond to changes in delivery requirements to be compared with your competitors | ||
| PF2. Your firm has ability to customize products to be compared with your competitors | ||
| PF3. Your firm has ability to produce a range of products to be compared with your competitors | ||
| PF4. Your firm has ability to rapidly change production volumes to be compared with your competitors |
Note(s): *Items that have been deleted due to the low loading
Source(s): Authors’ own work
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