Abstract

Many firms have elevated their supply chain management decision-making responsibilities through the creation of ‘Chief Supply Chain Officer’ (CSCO) positions. This is widely attributed to the recognition that superior supply chain operations can generate a competitive advantage. Prior studies have found that firms with CSCOs outperform firms without CSCOs along many financial dimensions. However, these prior efforts did not examine the pathways by which these improvements occur. This study addresses this gap in the literature by investigating whether supply chain characteristics of manufacturing firms differ within firms with CSCOs. To explore this, we investigate the relationship between CSCOs and operational dimensions of supply chain performance using data from the 10-year period between 2008 and 2017. We find that the presence of a CSCO in a firm is associated with shorter cash conversion cycles, lower levels of operational slack, and larger buffers of inventory during periods of high market instability.

摘要

许多公司通过设立“首席供应链官”(CSCO) 职位提高了他们的供应链管理决策责任。这广泛归因于人们认识到卓越的供应链运营可以产生竞争优势。先前的研究发现，拥有 CSCO 的公司在许多财务方面都优于没有 CSCO 的公司。然而，这些先前的努力并未检查这些改进发生的途径。本研究通过调查制造企业的供应链特征在拥有 CSCO 的企业中是否存在差异来解决文献中的这一空白。为了探索这一点，我们使用 2008 年至 2017 年 10 年期间的数据调查了 CSCO 与供应链绩效的运营维度之间的关系。