Investigation of critical success factors for improving supply chain quality management in manufacturing

Figures & data

Table 1. The comparison of similar studies

Similar literature	Methodology	Findings
A multidimensional model of Enterprise Resource Planning critical success factors, EIS, 2020.	Literature review Case study Interviews	Identify the context dimensions (size, economic status, culture, sector, type) Present the CSFs (Table 2 to Table 10) for each dimension Evaluate the CSFs by case studies and experts survey
A hermeneutic analysis of critical success factors for Enterprise Systems implementation by SMEs, EIS, 2019.	hermeneutic analysis	Illustrate 3 knowledge gaps Identify 5 CSFs categories (change management, functional fit, project management, top management, external) Present CSFs in Table 6 and identify them between “distinct” and “frequently cited”
Critical success factors for mutual collaboration with suppliers in the IT outsourcing industry: a case study of a top IT outsourcing company in Korea, EIS, 2018.	Literature research Case study Interviews	Present the SRM level 1,2,3 Six CSFs for the trust-based long-term partnership (Supplier management strategy reflecting corporate business goal, Process innovation, Norm sharing and open communication for partnership, Supplier involvement, Standardisation of the formal evaluation system, Feedback of performance evaluation) Evaluate by case study

Table 2. Interviewee profiles

Age	Gender	Department	Position
53	Male	General Office	Vice President
36	Male	Technology Centre	Manager
41	Female	Procurement	Vice Manager
47	Female	Marketing	Manager
48	Male	IT Department	Manager

Figure 1. Conceptual framework

Table 3. Four steps to reduce the implementation gaps

SC competence (gap 1)	CSFs (gap 2)	Strategic competence (gap 3)	SCQ practices (gap 4)
Quality products	Customer focus	Quality management	Supplier/customer quality meeting
Delivery reliability	Supplier quality management	Technology	Quality reporting
Supplier trust	Quality of IT system	Supplier participation	Supply chain quality office
Operational efficiency	Process integration	Configuration design	Supply chain optimisation
Innovation power	Leadership	Strategic planning	Policy development

Table 4. Study respondents’ demographic information

Background	Details	Frequency	Percent
Age	25–35 years old	32	24.2
	35–45 years old	36	27.3
	45–55 years old	64	48.5
Department	Procurement	13	9.8
	Manufacturing	52	39.4
	Marketing	17	12.9
	Technical centre	20	15.2
	Others	30	22.7
Position	Vice managers	15	11.4
	Managers	16	12.1
	Vice president	3	2.3
	Employees	98	74.2
	Vice managers	15	11.4
Length of service	5–10 years	21	15.9
	10–15 years	17	12.9
	15–20 years	35	26.5
	More than 20 years	59	44.7
Education level	High school	14	10.6
	Bachelor	112	84.8
	Master	6	4.5

Table 5. Correlation analysis

Correlations
		Overview of SCQM	Customer focus	Quality of IT system	Leadership	Process integration	Supplier quality Mgt
Overview of SCQM	Pearson correlation	1	.525**	.514**	.477**	.231**	.091
	Sig. (2-tailed)		.000	.000	.000	.008	.297
	N	132	132	132	132	132	132

**.Correlation is significant at the 0.01 level (2-tailed).

Table 6. Summary of model fitting and regression analysis

Model	R	R-square	Adjusted R-square	Std. error of the estimate	Durbin–Watson
1	.910^a	.828	.821	.47153	2.177

a. Predictors: (constant), supplier quality management, process integration, leadership, quality of it system, customer focus.

b. Dependent variable: Overview of SCQM

In the regression analysis, the F-test of the regression model shows that the value of F is 121.326 (Table 7) and the significant factor is 0.000. This is less than 0.05, showing that the independent variable is statistically significant.

Table 7. ANOVA analysis of the proposed model

Model		Sum of squares	df	Mean square	F	Sig.
1	Regression	134.877	5	26.975	121.326	.000^a
	Residual	28.015	126	.222
	Total	162.892	131

^aPredictors: (Constant), supplier quality management, process integration, leadership, quality of IT system, customer focus.

Dependent variable: overview of SCQM.

Table 8. Coefficients

Model		Unstandardised coefficients		Standardised coefficients	t	Sig.
		B	Std. Error	Beta
1	(Constant)	3.172	.041		77.297	.000
	Customer focus	.585	.041	.525	14.199	.000
	Quality of IT system	.573	.041	.514	13.909	.000
	Leadership	.531	.041	.477	12.900	.000
	Process integration	.257	.041	.231	6.246	.000
	Supplier quality management	.102	.041	.091	2.476	.015

^aDependent variable: overview of SCQM.

Table 9. Results of the Kaiser–Meyer–Olkin measure of sampling adequacy and Bartlett’s test of sphericity

Kaiser–Meyer–Olkin measure		.787
Bartlett’s test of sphericity	Approx. chi-square	3003.178
	df	120
	Sig.	.000

Table 10. Commonalities of the Indicators

Communalities	Initial	Extraction
Q5	1.000	.926
Q6	1.000	.905
Q7	1.000	.941
Q8	1.000	.874
Q9	1.000	.819
Q10	1.000	.949
Q11	1.000	.834
Q12	1.000	.920
Q13	1.000	.918
Q14	1.000	.895
Q15	1.000	.809
Q16	1.000	.938
Q17	1.000	.919
Q18	1.000	.901
Q19	1.000	.856
Q20	1.000	.902

Table

Number	Questions
1.	What are your views on the condition and development of SCQM in your company?
2.	What are the strengths and weaknesses of the SCQM?
3.	What are the important CSFs which influence the SCQM in your company? Why do you think so?
4.	Which areas does the company focus on? Such as customers, suppliers and products, etc. Why does the company focus on these areas?
5.	Are there any improvements the company should achieve on SCQM? Why do you think so?

Table

Variables	Item Index	Question
SCQM	SCQM1	I think that the quality of the company’s products is good.
	SCQM2	The company’s products are always delivered on time.
	SCQM3	The operational process of the whole supply chain is always efficient.
	SCQM4	The company has the ability to innovate.
Customer Focus (CF)	CF1	Customers are always satisfied with the company’s products.
	CF2	The company can gather timely and reliable customer information (for example, on customer expectations) using various methods.
	CF3	Customers can be involved in design and production across the whole supply chain.
Supplier Quality Management (SQM)	SQM1	The company has strict quality, capability and reputation standards when selecting suppliers.
	SQM2	The company always builds long-term relationships with suppliers based on trust, adaption and communication.
	SQM3	The company assesses the performance of suppliers and deals with low performance.
Quality of IT System (QITS)	QITS1	The information needed during the supply chain can be delivered dependably, consistently and accurately.
	QITS2	The IT system of the company can respond to requests in a timely way.
	QITS3	The IT system can enhance cooperation and establish trust among supply chain members.
Process Integration (PI)	PI1	Processes and tasks are clearly identified when implementing supply chain processes.
	PI2	Quality measures are clear to employees can follow a standard and ensure the quality of processes.
	PI3	The company identifies and prioritises improvement areas by time and cost.
	PI4	The company strictly monitors processes over the whole supply chain.
Leadership (L)	L1	Managers have committed to the development of the supply chain and encourage participation, learning, innovation and creativity.
	L2	Managers always maintain and sustain the relationship with supply chain partners.
	L3	The company has developed a quality culture to provide a qualified output to satisfy customers.