Rights statement: This is an Accepted Manuscript of an article published by Taylor & Francis in Production Planning and Control on 28/04/2022, available online: https://www.tandfonline.com/doi/full/10.1080/09537287.2022.2069058
Accepted author manuscript, 354 KB, PDF document
Available under license: CC BY-NC: Creative Commons Attribution-NonCommercial 4.0 International License
Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - Sales and operations planning culture and supply chain performance
T2 - the mediating effects of five coordination mechanisms
AU - Goh, Shao Hung
AU - Eldridge, Stephen
N1 - This is an Accepted Manuscript of an article published by Taylor & Francis in Production Planning and Control on 28/04/2022, available online: https://www.tandfonline.com/doi/full/10.1080/09537287.2022.2069058
PY - 2024/2/17
Y1 - 2024/2/17
N2 - This paper investigates the role of culture as an antecedent of superior outcomes in Sales and Operations Planning (S&OP). By viewing S&OP coordination mechanisms as an S&OP team’s internal means of coping collectively with challenges to be resolved in a supply chain, five S&OP coordination mechanisms were hypothesised to act as mediators between ‘S&OP Culture’ and Supply Chain Performance in a multiple mediator model. Results from a global survey of S&OP practitioners suggest that while a strong S&OP culture leads to better overall coordination outcomes, the former’s effects are primarily transmitted indirectly via the Strategic Alignment and Information Acquisition/Processing coordination mechanisms. However, S&OP Culture may simultaneously suppress Supply Chain Performance through the S&OP Procedure/Schedule mediator. Organisations implementing S&OP can therefore benefit from a culture of contextual ambidexterity by allowing S&OP teams to make their own judgments to strike a balance between alignment and adaptability during production planning.
AB - This paper investigates the role of culture as an antecedent of superior outcomes in Sales and Operations Planning (S&OP). By viewing S&OP coordination mechanisms as an S&OP team’s internal means of coping collectively with challenges to be resolved in a supply chain, five S&OP coordination mechanisms were hypothesised to act as mediators between ‘S&OP Culture’ and Supply Chain Performance in a multiple mediator model. Results from a global survey of S&OP practitioners suggest that while a strong S&OP culture leads to better overall coordination outcomes, the former’s effects are primarily transmitted indirectly via the Strategic Alignment and Information Acquisition/Processing coordination mechanisms. However, S&OP Culture may simultaneously suppress Supply Chain Performance through the S&OP Procedure/Schedule mediator. Organisations implementing S&OP can therefore benefit from a culture of contextual ambidexterity by allowing S&OP teams to make their own judgments to strike a balance between alignment and adaptability during production planning.
KW - S&OP
KW - ambidexterity theory
KW - cross-functional interfaces
KW - mediation
KW - organisation culture
KW - supply chain coordination
U2 - 10.1080/09537287.2022.2069058
DO - 10.1080/09537287.2022.2069058
M3 - Journal article
VL - 35
SP - 225
EP - 237
JO - Production Planning and Control
JF - Production Planning and Control
SN - 0953-7287
IS - 3
ER -