Advertisement

Supply Chain Strategies

  • Mikihisa NakanoEmail author
Chapter

Abstract

There are three types of supply chain strategies: efficiency-oriented, responsiveness-oriented, and both efficiency- and responsiveness-oriented (hybrid). This chapter explains the differences in these three strategy types.

References

  1. Bucklin, L. P. (1966). A theory of distribution channel structure. CA: Institute of Business and Economic Research, University of California.Google Scholar
  2. Businessweek. (2013). Knitting a supply chain (November 18).Google Scholar
  3. Christopher, M. (2000). The agile supply chain: Competing in volatile markets. Industrial Marketing Management, 29, 37–44.CrossRefGoogle Scholar
  4. Cohen, S., & Roussel, J. (2013). Strategic supply chain management, 2nd ed., NY: McGraw-Hill.Google Scholar
  5. Ferdows, K., Lewis, M., & Machuca, J. A. D. (2003a). Case study Zara. Supply Chain Forum: An International Journal, 4(2), 62–67.CrossRefGoogle Scholar
  6. Ferdows, K., Lewis, M., & Machuca, J. A. D. (2003b, November). Rapid-fire fulfillment. Harvard Business Review, 104–110.Google Scholar
  7. Fisher, M. L. (1997, March/April). What is the right supply chain for your product? Harvard Business Review, 105–116.Google Scholar
  8. GAP annual report. (2013, 2017).Google Scholar
  9. Ghemawat, P., & Nueno, J. L. (2003). Zara: Fast fashion, HBS Case# 703-497, Harvard Business School Publishing.Google Scholar
  10. Goldman, S. L., Nagel, R. N., & Preiss, K. (1995). Agile competitors and virtual organizations: Strategies for enriching the customer. NY: Van Nostrand Reinhold.Google Scholar
  11. Hallgren, M., & Olhager, J. (2009). Lean and agile manufacturing: External and internal drivers and performance outcomes. International Journal of Operations & Production Management, 29(10), 976–999.CrossRefGoogle Scholar
  12. Hara, Y. (2008). Should all supply chain architectures be modular? The power of ZARA’s integrality. The Bulletin of the Faculty of Commerce, Meiji University, 90(2), 21–36. (in Japanese).Google Scholar
  13. H&M annual report. (2013, 2017).Google Scholar
  14. Ikura, Y. (2011). Spain’s fast fashion, Zara. Operations Research, 56(7), 400–402. (in Japanese).Google Scholar
  15. Inditex annual report 2013, 2017.Google Scholar
  16. Mason-Jones, R., Naylor, B., & Towill, D. R. (2000). Lean, agile or leagile? Matching your supply chain to the marketplace. International Journal of Production Research, 38(17), 4061–4070.CrossRefGoogle Scholar
  17. Minami, C. (2003). Fashion business no ronri: ZARA ni miru speed no keizai. Journal of Marketing & Distribution, 6(1), 31–42. (in Japanese).CrossRefGoogle Scholar
  18. Moreno, J. J., & Carrasco, O. R. (2016). Efficiency, internationalization and market positioning in textiles fast fashion: The Inditex case. International Journal of Retail & Distribution Management, 44(4), 397–425.CrossRefGoogle Scholar
  19. Naim, M. M., & Gosling, J. (2011). On leanness, agility and leagile supply chains. International Journal of Production Economics, 131, 342–354.CrossRefGoogle Scholar
  20. Naylor, J. B., Naim, M. M., & Berry, D. (1999). Leagility: Integrating the lean and agile manufacturing paradigms in the total supply chain. International Journal of Production Economics, 62, 107–118.CrossRefGoogle Scholar
  21. Neher, A. (2005). The configurational approach in supply chain management. In H. Kotzab, S. Seuring, M. Müller, & G. Reiner (Eds.), Research methodologies in supply chain management (pp. 75–89). NY: Physica-Verlag.CrossRefGoogle Scholar
  22. Nikkei Business. (2012). Zara: Essence of the high-speed management (November 5).Google Scholar
  23. Pine, B. J., II. (1993). Mass customization: The new frontier in business competition. MA: Harvard Business School Press.Google Scholar
  24. Qi, Y., Boyer, K. K., & Zhao, X. (2009). Supply chain strategy, product characteristics, and performance impact: Evidence from Chinese manufacturers. Decision Sciences, 40(4), 667–695.CrossRefGoogle Scholar
  25. Stavrulaki, E., & Davis, M. (2010). Aligning products with supply chain processes and strategy. International Journal of Logistics Management, 21(1), 127–151.CrossRefGoogle Scholar
  26. Tokatli, N. (2008). Global sourcing: Insights from the global clothing industry-the case of Zara, a fast fashion retailer. Journal of Economic Geography, 8(1), 21–38.CrossRefGoogle Scholar
  27. Tomino, T. (2012). Seisan shisutemu no sijou tekiou ryoku: Jikan o meguru kyousou (Adaptability to market fluctuation of production system: Tine-based competition). Tokyo: Dobunkan shuppan. (in Japanese).Google Scholar
  28. Treville, S., Shapiro, R. D., & Hameri, A.-P. (2004). From supply chain to demand chain: The role of lead time reduction in improving demand chain performance. Journal of Operations Management, 21, 613–627.CrossRefGoogle Scholar
  29. Walters, D. (2008). Demand chain management + response management = increased customer satisfaction. International Journal of Physical Distribution & Logistics Management, 38(9), 699–725.CrossRefGoogle Scholar
  30. Womack, L., & Jones, D. (1996). Lean thinking: Banish waste and create wealth in your corporation. NY: Simon and Schuster.Google Scholar

Copyright information

© Springer Nature Singapore Pte Ltd. 2020

Authors and Affiliations

  1. 1.Kyoto Sangyo UniversityKita-kuJapan

Personalised recommendations