I CAPÍTULO 9 Proteómica
3. Cuantificación por espectrometría de
Table 5-18 and 5-19 present the construct inter-correlations. At a low level of customisation, a variety control strategy is positively and significantly (p <0.01) correlated with partnership with suppliers, customer relationships, flexibility, agility, cost efficiency, customer service, differentiation and business performance, but not with cost leadership. Cost efficiency and cost leadership are closely correlated. Business performance is correlated most tightly with customer service and differentiation.
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In a high-customisation context, the variety control strategy is positively and significantly (p <0.01) correlated with partnership with suppliers, customer relationships, flexibility, agility, cost efficiency, cost leadership, differentiation and business performance, but not with customer service. Agility and differentiation are closely correlated. Business performance is most closely correlated with close customer relationships and differentiation.
Table 5-18 Correlations among constructs in low customisation contexts
1 2 3 4 5 6 7 8 9 10
1 Partnership with Suppliers 1 2 Customer Relationships .329** 1 3 Variety Control Strategy .372** .288** 1 4 Flexibility .297** .362** .363** 1 5 Agility .395** .406** .429** .624** 1 6 Cost Efficiency .212** .234** .183** .421** .421** 1 7 Customer Service .309** .480** .238** .456** .437** .401** 1 8 Cost Leadership .139* .194** .021 .312** .337** .524** .268** 1 9 Differentiation .295** .456** .251** .466** .521** .385** .427** .324** 1 10 Business Performance .224** .326** .240** .362** .383** .362** .459** .238** .450** 1 * represents significant level p<0.05, ** p<0.01.
Table 5-19 Correlations among constructs in high customisation contexts
1 2 3 4 5 6 7 8 9 10
1 Partnership with Suppliers 1 2 Customer Relationships .398** 1 3 Variety Control Strategy .281** .336** 1 4 Flexibility .367** .447** .341** 1 5 Agility .344** .284** .341** .535** 1 6 Cost Efficiency .267** .263** .203* .383** .338** 1 7 Customer Service .321** .451** .140 .424** .454** .403** 1 8 Cost Leadership .219** .280** .234** .316** .368** .453** .306** 1 9 Differentiation .266** .322** .255** .423** .497** .378** .416** .390** 1 10 Business Performance .093 .374** .176* .231** .169* .431** .434** .225** .370** 1 * represents significant level p<0.05, ** p<0.01.
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5.7. CHAPTER SUMMARY
This chapter presented the results of the data analysis. The chapter began with a general descriptive analysis that included demographic and response rate characteristics. The chapter then presented preliminary concerns regarding the survey research such as normality, missing data, and bias issues.
With regard to data analysis, first, an ANOVA test was conducted to investigate the impact of product variety on business function performance according to the type of customisation. Second, in order to manage these negative impacts of product variety, a proposed SEM was tested. The result of a confirmatory factor analysis CFA using AMOS 18 was presented to assess the dimensionality, reliability, and validity (including convergent and discriminant validity) of the scales employed in the research model. Then SEM was tested according to the level of customisation. Finally, EFA was used to investigate differences in terms of strategies (e.g. variety control strategy, competitive strategy, partnership with suppliers and customer relationships) and performances (e.g. supply chain flexibility, agility, cost efficiency, customer service and business performance) according to the level of customisation. Table 5-20 summarises the major findings and hypotheses testing.
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Table 5-20 Summary of the results of hypotheses testing
Hypothesis 1-1 A high level of customisation has more product variety than
a low level of customisation. Rejected
Hypothesis 1-2
An increase in product variety impacts business function performance differently depending on the degree of customisation.
Partly Supported
Hypothesis 1-3
An increase in product variety impacts business function performance differently depending on the combination of the degree of customisation and the product variety offered.
Partly Supported
Hypothesis 2-1 A variety control strategy improves supply chain flexibility. Supported Hypothesis 2-2 A variety control strategy improves supply chain agility. Supported Hypothesis 2-3 Increased supply chain flexibility improves supply chain
agility. Supported
Hypothesis 2-4 Increased supply chain flexibility increases supply chain cost
efficiency. Supported
Hypothesis 2-5 Increased supply chain agility improves supply chain cost
efficiency. Supported
Hypothesis 2-6 Increased supply chain flexibility improves supply chain
customer service. Supported
Hypothesis 2-7 Increased supply chain agility improves supply chain
customer service. Supported
Hypothesis 2-8
Supply chain agility in a high customisation context has a stronger impact on cost efficiency and customer service than does agility in a low customisation context.
Supported
Hypothesis 3-1 A high customisation cluster is associated with a higher level
of customer service than a low customisation cluster. Rejected Hypothesis 3-2 A high customisation cluster is associated with a higher level
of differentiation than a low customisation cluster. Supported Hypothesis 3-3 A high customisation cluster is associated with a stronger
customer relationships than a low customisation cluster. Supported Hypothesis 3-4 A high customisation cluster is associated with a higher level
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Hypothesis 3-5 A high customisation cluster is associated with a higher level
of supply chain flexibility than a low customisation cluster. Supported Hypothesis 3-6 A high customisation cluster is associated with a higher level
of supply chain agility than a low customisation cluster. Supported Hypothesis 3-7 A low customisation cluster is associated with a higher level
of cost efficiency than a high customisation cluster. Rejected Hypothesis 3-8 A low customisation cluster is associated with a higher level
of cost leadership than a high customisation cluster. Supported Hypothesis 3-9 A low customisation cluster is associated with a stronger
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CHAPTER SIX
COMPARISON BETWEEN THE UK AND KOREA
6.1. INTRODUCTION
The main objective of this chapter is not only to compare the differences between the UK and Korea in terms of the impact of variety, strategy and performance but also to confirm and adapt any research findings by applying them to both countries. This is achieved by evaluating: (1) differences in the prevailing economic and supply chain (SC) characteristics, (2) differences in the impact of variety, strategy and performance between the UK and Korea; (3) differences in the level of customisation and variety. We also examine how differences between the UK and Korea influence the impact of variety, strategy and performance.
This chapter contains three further sections. Section 6.2 presents the relevant general background on economics and the supply chain. Section 6.3 presents the results of the comparison between the two countries through the use of ANOVA, t-tests and correlation analysis. The following parameters are examined: (1) the general characteristics of variety and customisation; (2) the impact of product variety on business function performance; (3) product variety, lead time and the number of competitors according to customisation type; (4) strategies according to the type of customisation; (5) performance according to the type of customisation; (6) overall comparisons across factors; and (7) correlations across factors. Finally, Section 6.4 summarises the results and findings obtained from the comparison.
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