An empirical study of the outcome-driven implementation in small- and medium-sized enterprises

Abstract

Purpose This paper builds on Melynk’s et al. (2010) seminal article by reviving the concept of outcome-driven supply chain (ODSC) and empirically examining its relationship with supply chain practices and performance implications in an attempt to articulate its antecedents and consequences for small- and medium-sized enterprises (SMEs) in New Zealand (NZ). The purpose of this study to empirically examine outcome-driven supply chain and its practices from the perspective of small-and medium-sized enterprises (SMEs) in New Zealand. Design/methodology/approach A theoretical framework is developed drawing on an extensive review of the literature. Structural equation modelling is used to analyse the data collected from 107 NZ SMEs. Findings The results identify that SMEs can work on three aspects of supply chain practices (process integration, partnership and use of information and communication technology) to deliver blended ODSC outcomes (efficiency, agility and security) to improve performance. The empirical results show the implementation ODSC in the context of NZ SMEs can bring performance benefits. Originality/value The research starts a pioneer work on understanding ODSC in the context of NZ SMEs. Also, this study provides a valuable guideline to ODSC practices to improve ODSC outcomes and related performance benefits.