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Value-based supply chain innovation

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Abstract

Supply chain innovation (SCI) is a concept that has been increasingly invoked in practice as well as academic circles in recent years. Extant research has proposed a model of SCI that consists of three interacting components: network structure, technology, and business processes. Based on four explorative case studies, this paper explores how SCI contributes to value creation, value delivery and value capture of a company. The cases have been selected based on their triggers to SCI (top-down vs. bottom-up) and their product clockspeed. Detailed analyses of the cases suggest an interaction between network structure, technology, and business processes to be the appropriate model for describing the SCIs of the selected case companies. Based on the case studies, it is found that the value created from SCI is primarily cost driven, but the implications leave further potential for value delivery to customers. This paper is the first that investigates the interaction between the three components of SCI and how SCI is related to a company’s business value.

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Authors and Affiliations

  1. Department of Entrepreneurship and Relationship Management, University of Southern Denmark, Kolding, Denmark

    Kristin Balslev Munksgaard, Jan Stentoft & Antony Paulraj

Authors
  1. Kristin Balslev Munksgaard
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  2. Jan Stentoft
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  3. Antony Paulraj
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Corresponding author

Correspondence to Jan Stentoft.

Appendix 1: Interview guide

Appendix 1: Interview guide

  1. 1.

    Background information

    1. 1.1

      Type of company

      • Manufacturing to order

      • Manufacturing to stock

      • Service

      • Retail

    2. 1.2

      Localizations of the company (sales organizations, manufacturing sites etc.)

    3. 1.3

      Number of employees

    4. 1.4

      Annual turnover

    5. 1.5

      Which industry does the company belongs to?

    6. 1.6

      What makes your company special compared with your competitors? (e.g. Special core skills, technology leadership, R&D capability, special trained staff, access to raw material, innovation).

  2. 2.

    The supply chain

    Can you please describe/map the company’s supply chain?

    • Customer segments (number, importance, customer value)

    • Manufacturing sites

    • Distribution channels

    • Suppliers (number, location, types)

    • Company position in the supply chain

  3. 3.

    The supply chain innovation/development

    1. 3.1

      Please describe the supply chain innovation/development project

      • What was the project about?

      • How has the initiative/project improved the company’s customer value propositions? (see figure)

      • What has initiated the project? What triggered the change?

      • When was the project/development carried out? (time horizon)

      • Scope of the project

      • Resources involved in the project

      • Supply chain member participating in the project? What were their roles?

      • Results of the project—what has been achieved?

      • Changes in Supply Chain Network, Technology and Business Processes (internal/external partners)

      • Have the project lead to new recognitions of needed changes in other elements of the supply chain? Is a new project been sketched/initiated?

    2. 3.2

      How has the project made changes in customer values in terms of value delivery and value capture?

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Munksgaard, K.B., Stentoft, J. & Paulraj, A. Value-based supply chain innovation. Oper Manag Res 7, 50–62 (2014). https://doi.org/10.1007/s12063-014-0092-y

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