Supply chain management resources, capabilities and execution

Herbert Kotzab*, Christoph Teller, David B. Grant, Anders Friis

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review


This paper identifies inter- and intra-organisational management resources that determine the level of execution of inter-firm alliance supply chain management (SCM). By drawing on network and resource-based view theories, a conceptual model proposes the effects of SCM resources and capabilities as influencing factors on SCM execution. The model was tested using survey data from studies conducted in two European supply chain environments. Variance-based structural equation modelling confirmed the hypothesised hierarchical order of three proposed antecedents: internal SCM resources affect joint SCM resources, which in turn influence collaborative SCM-related processes and finally SCM execution. An importance-performance analysis for both settings shows that providing and investing in internal SCM resources should be a priority when aiming to increase SCM execution. The theoretical contribution of this paper lies in confirming that the improvement of SCM execution follows a clear pathway featuring internal supply chain resources as one of the main drivers. The practical implications of this research include the development of a prioritisation list of measures that elevate SCM execution in the two country settings.

Original languageEnglish
Pages (from-to)525-542
Number of pages18
JournalProduction Planning and Control
Issue number7
Early online date19 Jun 2014
Publication statusPublished - 19 May 2015

Bibliographical note

This is an Accepted Manuscript of an article published by Taylor & Francis Group in Production Planning & Control on 19 June 2014, available online at:


  • network
  • resource-based view
  • structural equation modelling
  • supply chain execution
  • supply chain management


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