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The impact of sales and operations planning practices on manufacturing operational performance

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dc.contributor.authorThoméa, Antônio Márcio Tavares
dc.contributor.authorSousa, Rui Soucasaux
dc.contributor.authorCarmo, Luiz Felipe Roris Rodriguez Scavarda do
dc.date.accessioned2014-06-12T16:22:46Z
dc.date.available2014-06-12T16:22:46Z
dc.date.issued2014
dc.description.abstractThere is a lack of rigorous empirical studies directly examining the impact of sales and operations planning (S&OP) practices on manufacturing operational performance. This paper aims to fill this gap by analysing a sample of 725 manufacturers from 34 countries. Hypotheses relate internal S&OP, integration with suppliers (IS) and integration with customers with manufacturing operational performance (delivery, quality and flexibility). The constructs were validated with structural equation modelling and the hypotheses were tested using multiple stepwise regression. Our findings showed a positive and moderate-to-large effect of internal S&OP on manufacturing performance, controlling for firm size, country economic development and market dynamics. There was no significant impact of supply chain integration on manufacturing performance. However, we found that IS positively moderated the relationship between internal S&OP and performance, suggesting that firms with mature IS amplify the effect of internal S&OP on performance. The study is among the first to empirically and rigorously establish the impacts of S&OP practices on manufacturing performance, using a large sample of manufacturers spanning different countries, markets and firm sizes. Results show that S&OP practices have a broad impact across several performance dimensions and are a powerful lever for generating manufacturing performance.por
dc.description.versioninfo:eu-repo/semantics/publishedVersion
dc.identifier.citationTHOMÉA, António Márcio Tavares; SOUSA, Rui; CARMO, Luiz Felipe Roris Rodriguez Scavarda do - The impact of sales and operations planning practices on manufacturing operational performance. International Journal of Production Research. ISSN 1366-588X. Vol. 52 N.º. 7 (2014), p. 2108–2121por
dc.identifier.doi10.1080/00207543.2013.853889
dc.identifier.eissn1366-588X
dc.identifier.urihttp://hdl.handle.net/10400.14/14618
dc.identifier.wosWOS:000332202700014
dc.language.isoporpor
dc.peerreviewedyespor
dc.publisherTaylor & Francispor
dc.subjectSupply chain integrationpor
dc.subjectCross functional integrationpor
dc.subjectBusiness planningpor
dc.subjectSurveypor
dc.subjectStructural equation modellingpor
dc.titleThe impact of sales and operations planning practices on manufacturing operational performancepor
dc.typejournal article
dspace.entity.typePublication
oaire.citation.endPage2121
oaire.citation.issue7
oaire.citation.startPage2108
oaire.citation.titleInternational Journal of Production Research
oaire.citation.volume52
person.familyNameTavares Thomé
person.familyNameSousa
person.familyNameRoris Rodriguez Scavarda do Carmo
person.givenNameAntônio Márcio
person.givenNameRui
person.givenNameLuiz Felipe
person.identifier.ciencia-id3F15-2286-9C55
person.identifier.orcid0000-0001-9751-905X
person.identifier.orcid0000-0002-0049-1896
person.identifier.orcid0000-0002-8756-919X
person.identifier.ridE-6778-2015
person.identifier.ridM-4605-2013
person.identifier.ridM-2317-2018
person.identifier.scopus-author-id55885864800
person.identifier.scopus-author-id7102960038
person.identifier.scopus-author-id6508058214
rcaap.rightsrestrictedAccesspor
rcaap.typearticlepor
relation.isAuthorOfPublication5ecbb3de-9255-4aaf-95e5-dd582f2bcc7b
relation.isAuthorOfPublicationc4e9fe74-771a-42e9-8925-c217abcdee1f
relation.isAuthorOfPublicationdc113442-0b15-410e-a5b5-8f5699132da4
relation.isAuthorOfPublication.latestForDiscoveryc4e9fe74-771a-42e9-8925-c217abcdee1f

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