3.2. Del individuo y de los intereses individuales
3.2.4. Individuo y persona
It is required adopting SCM strategies and practices to cope with nowadays supply chain competitive scenario. Moreover, the size and flexibility of SMEs, its ability to innovate, the shorter manufacturing lead time, the capability for dealing with customers’ particular requirements, the involvement of managers in operational decisions, and the new accessible information technologies have been recognized as factors that stimulate SCM practices among these group of firms (Hudson et al. 2001; Thakkar et al. 2008). Moreover, the flexibility of a firm depends on its network relationships and strategies structures (Hua et al. 2009; Gligor and Holcomb 2012) and the international scenario on which the firm is doing business or willing to do so. Therefore, although SMEs are flexible by nature, this may be affected while interacting in a supply chain. For this reason, SMEs need to include SCF as part of their strategy to remain flexible as they growth internationally (Novillo and Haasis 2017).
Fawcett et al. (2009) proposed a theoretical framework for assessing the feasibility of SCM strategies and practices. They surveyed small, medium and large firms, as well as conducted in-depth interviewed with small firms to benchmark the feasibility of ‘collaborative supply chain business models’ (CSCBMs) by using a contingency-RBV approach. The benchmarking the feasibility of CSCBMs among small ventures exposed a curios contradiction. Although improved supply chain collaboration seems to be attainable for many SMEs, only a few of them are promoting SCM as a source of strategic advantage. Both, interviews and surveys responses pointed out that the emerging competitive and aggressive business environment demands higher levels of dependence on CSCBMs. Indeed, the small firms’ managers affirmed that their firms were accomplishing higher performance due to supply chain collaboration and that the barriers to implement SCM did not threaten them. Nevertheless, small firms are not actively pursuing the development of collaborative enablers
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and further SCM strategies to gain a competitive advantage. Adopting that managerial approach places small firms in a vulnerable position in a fluctuating competitive scenario. The growth strategy of the small firm will determine the level vulnerability. Therefore, to enhance the growth strategy and survive in nowadays global supply chain environment, small businesses need to generate collaborative capabilities endorsed by SCM. Finally, Table 2-15 presents the three alternative SCM strategies based on the growth strategy of the small firm suggested by the authors.
Table 2-15 Alternative small-usiness approaches to CSCBMs
Source: Fawcett et al. (2009)
In a further study, Hsu et al. (2011) surveyed 165 suppliers of automotive manufacturers located in five ASEAN (Association of Southeast Asia Nations) countries to analyze the relationship of entrepreneurial management competences and SMEs’ performance. First, they identified from the literature a new construct termed the ‘entrepreneurial supply chain management competences’ defined as “multidimensional concept that reflects the extent to which firms adopt a bundle of SCM competences to compete in a supply chain”. This notion point toward the processes and intangible capabilities owned by the SME and that are necessary for its SCM achievement, which as a consequence will lead to higher performance. Multiple dimensions are included in the competences such as the adaptation of SMEs to new
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supply chain channels by developing broader interactions with providers and customers, and gaining knowledge about the environment of the supply chain. The entrepreneurial SCM competences were measured with respect to five constructors of first-order i.e. proactiveness orientation, coordination capability, relational capital, innovation orientation, and risk-taking characteristics. Further, from the data collected in the survey, the authors found that the five constructs are relevant to the entrepreneurial SCM competence, and they have a positive indirect impact on SMEs performance through the SCM strategies of the firm. Additionally, this study also revealed how the intangible, fundamental resources of manufacturing SMEs such as proactiveness, innovativeness, risk-taking behavior, relational capital skills and coordination capabilities, provide a leverage to overcome the lack of tangible resources and financial support to succeed in competitive international and global markets. The findings also showed that the performance of manufacturing SMEs’ relies on well-conceived developed and management of specific SCM competencies as well as on the quality of the management team. The uniqueness of the social structure, the causal relationships and the particular circumstances inside each manufacturing SME’s management team leads to reach distinctive competencies on each firm. Therefore, the entrepreneurial SCM competences constitute a unique and inimitable resource that involves a set of specific capabilities owned by the firm.
Regarding a supply chain framework, Awais Ahmad Tipu and Fantazy (2014) studied the relationship between flexibility, strategy, and performance through a quantitative research by using a survey among Canadian manufacturing SMEs. From the review of literature, the author identified constructs to be tested with the path analysis technique. From the results, it was recognized a direct impact of strategy on flexibility and from flexibility to supply chain performance. The firms have to invest resources and time to improve delivery and new product flexibility dimensions to enhance their innovative strategy. On the other hand, the firms require to heavily investing to enhance the flexibility dimensions of product, sourcing, and delivery when adopting a customer-oriented strategy. Firms adopting a follower strategy do not require investing in any particular flexibility dimension. Finally, the results revealed the important role of IMCs to improve IS flexibility dimension to enhance the overall performance of the supply chain. An important remark made by the authors is the managers’ duty to consider carefully which flexibility dimensions should be developed as not all of them contribute to the improvement of the overall performance. In the case of SMEs with limited resources, it is crucial that managers evaluate cautiously the flexibility requirements
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according to their strategic needs; if not the consequences should be competitively counterproductive.
Considering the aforesaid, manufacturing SMEs need to develop the appropriate set of capabilities and competences to achieve SCM strategies which will result in a competitive advantage. Therefore, it is critical to align and coordinate the internationalization strategies, operations, and commitment across the whole business network. It is also necessary a functional frame to manage this coordination, and the development of unique capabilities to reach the intended outcomes.