A Survey on the Effect of IT on Supply Chain Capabilities and Firm Performance (Case study: Saipa Co.)
Subject Areas : Industrial ManagementSeyede Shayste Varedi 1 , Mojtaba Rostami Noorabad 2 * , Saman Rahmani Noorabad 3 , Seyed Zana Samadie 4
1 - Member of Academic Staff, Islamic Azad University, Sari Branch, Sari, Iran
2 - M.A Student in Management, Islamic Azad University, Sanandaj Branch, Sanandaj, Iran
3 - M.A Student in Management, Islamic Azad University, Sanandaj Branch, Sanandaj, Iran
4 - M.A in Business Management, Member of Young Researcher’s Club, Islamic Azad University, Sanandaj Branch, Sanandaj, Iran
Keywords:
Abstract :
Supply chain management is coordinating all activities with the activities of a company’s suppliers and customers. Effective supply chain management prefers that suppliers and customers together in a harmonious style, with a free flow of information to share, interact. The rapid flow of information between customers, suppliers, supply centers and transportation systems, Enables companies to develop the supply chain. On the basis of this study has been paid By using structural equation modeling to examine the implementation of information technology on supply chain capabilities and performance of the Saipa company. According to the analysis results, we can say that the IT implementation on supply chain capabilities and performance effects are significant. The significant effect It shows The capabilities and benefits of the implementation of IT in the enterprise can be a source of supply chain performance and functionality. In addition, the IT implemented both, directly and indirectly, has a positive impact on performance Of course, since it also has a significant relationship. The important consideration is that the indirect impact of IT implementation on a performance of channel supply chain capabilities would make sense. In fact, despite the direct supply chain performance does not increase, but the increase is the extremely positive effect on the performance of IT implementation.
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