000			00595nab|a22002177a|4500
999			_c61724 _d61716
001			61724
003			MX-TxCIM
005			20200430181402.0
008			200423s2012||||xxk|||p|op||||00||0|eng|d
022			_a0144-3577
024	8		_ahttps://doi.org/10.1108/01443571211195727
040			_aMX-TxCIM
041			_aeng
100	1		_aWhitten, G.D. _912504
245	1	0	_aTriple‐A supply chain performance
260			_aUnited Kingdom : _bEmerald Group Publishing, _c2012.
500			_aPeer review
520			_aPurpose: In 2004 Lee proposed that successful supply chains must be agile, adaptable, and aligned and described those chains as “Triple‐A” supply chains. The purpose of this paper is to theorize a Triple‐A supply chain performance model that incorporates Triple‐A supply chain status as antecedent to supply chain performance and supply chain performance as antecedent to organizational performance. Design/methodology/approach: Using data from a national sample of 132 supply chain professionals collected in partnership with APICS, the authors develop scales based on descriptive items listed by Lee for the Triple‐A supply chain strategy dimensions of agility, adaptability, and alignment and assess the complete model using a structural equation methodology. Findings: Results indicate that Triple‐A supply chain strategy positively impacts supply chain performance and that, in turn, supply chain performance positively impacts organizational performance. Supply chain performance is more strongly related to the marketing performance than to the financial performance of the organization. Additionally, marketing performance positively impacts financial performance. Research limitations/implications: The major limitation is that only one person in each organization was surveyed with regards to both organizational and supply chain performance. Future research can be aimed at multiple respondents per organization. Practical implications: Based on the results of this study, the authors argue that organizational success depends on the agility, adaptability, and alignment of supply chains. Originality/value: This is the first research which has empirically tested Lee's suggestions; his propositions were based on his extensive supply chain research and experience and reported in the Harvard Business Review. The paper's findings are valuable to both practitioners and academic researchers.
546			_aText in English
650		7	_2AGROVOC _99300 _aSupply chains
650		7	_2AGROVOC _94859 _aModels
700	1		_912505 _aGreen, K.W.
700	1		_912506 _aZelbst, P.J.
773	0		_tInternational Journal of Operations & Production Management _gv. 32, no. 1, p. 28-48. _dUnited Kingdom : Emerald Group Publishing, 2012. _x0144-3577
942			_cJA _n0 _2ddc