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I nterfirm Demand Integration: A Case Study of Supply Chain Integration

I nterfirm Demand Integration: A Case Study of Supply Chain Integration. Teresa M. McCarthy Lehigh University. Research Process Models. Miles and Huberman (1991) Pre-data collection work Conceptual framework Research questions Instrumentation Sampling Analysis during data collection

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I nterfirm Demand Integration: A Case Study of Supply Chain Integration

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  1. Interfirm Demand Integration:A Case Study of Supply Chain Integration Teresa M. McCarthy Lehigh University

  2. Research Process Models • Miles and Huberman (1991) • Pre-data collection work • Conceptual framework • Research questions • Instrumentation • Sampling • Analysis during data collection • Within-case analysis • Conclusion & verification • Across-case analysis • Conclusion & verification

  3. Technology IDIInfrastructure HumanResource PerformanceMeasurement IDI Process EffectiveRelations Supply ChainPerformance Demand Management CollaborativeForecasting Demand Planning Interfirm Demand Integration

  4. IDI Process Demand Management CollaborativeForecasting Demand Planning Purpose • To explore the IDI Process model from a true supply chain context capturing the perspectives of several trading partners within a supply chain. (DM) (CF) (DP)

  5. Research Questions • RQ1: Why do firms to choose to integrate DM, CF, and DP activities with trading partners versus executing these activities autonomously? • Do perceptions of and attitudes toward integration with trading partners vary based on a firm’s role in the supply chain? • Which trading partner initiates the move toward integration and why? • Do trading partners tend to engage in all three IDI Process activities (DM, CF, DP), or are one or two activities more commonly integrated than others? • RQ2: How do firms integrate DM, CF, and DP activities with trading partners? • Is there a particular pattern of these activities that typically occurs in a business cycle? • Is integration of DM, CF, and DP practiced in a sequential, iterative, or concurrent manner?

  6. Methodology Stuart et al. (2002) Best-in-Class Multiple-Case Study Design

  7. Sampling Focal Firm(Manufacturer) Supplier Retailer ConsumerElectronics Apparel CPG Pharmaceutical Travel to 12-18 sites

  8. Instrumentation • Semi-Structured Research Protocols (Miles and Huberman 1991) • Focal firm – supply and demand • Customer – supply and demand • Supplier – supply and demand • Additional data collection includes • Direct observation • Field notes • Documents • Websites • Popular press • Plant tours • Create Node List

  9. Informants • 8-10 informants per focal firm • 6-7 informants per supplier • 6-7 informants per retailer • 3 supply chains, 4 companies per supply chain • Number of informants ranges from 51-72 Data Collection • 4-person research team • 2 researchers for each supply chain – visit sites, conduct interviews, collect data • Interviews are tape-recorded and transcribed verbatim • Protocol is revised as the data dictates

  10. Case Data Analysis • Coding will be completed independently by each of the two researchers present during the interview • Interviewers begin coding from Node List using NVivo software to identify selected passages of text to the node created for the coding. • Coding is compared using Merge to reconcile coding and resolve discrepancies by consensus between two interviewers • A third member of the team will review the reconciled transcripts to verify reliability of the codes Pattern-Matching Logic • Three members of the team meet to identify patterns and themes that emerge from the data for that case. • Patterns and themes are documented as nodes and coded by original two researchers. • Coding is compared to reconcile coding and resolve discrepancies by consensus between two interviewers • Remaining two researchers review the reconciled transcripts to verify reliability of the codes

  11. Cross-Case Data Analysis • All members of the team meet to identify patterns and themes that emerge from the data across cases. • Maps and matrices are constructed to document patterns and themes identified across cases • Conclusions

  12. Contributions • Managerial Contributions: results will help firms understand how, when, and with whom to integrate supply and demand activities in order to deliver superior customer value and achieve differential advantage • Theoretical contribution: gaining insights into how and why relationships are forged and maintained from the perspective of multiple supply-chain trading partners will broaden our understanding of choices and outcomes in governance structure. • Methodological Contributions: The present study answers the calls for qualitative research in the supply chain context by adopting a qualitative case study approach. In doing so, the research will contribute to the body of knowledge by triangulating results from McCarthy’s (2003) quantitative study while gaining a deeper, richer understanding of the complex phenomenon of IDI.

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