Alan Mackelprang

Outstanding Reviewer Academy of Management Meeting

2018
Operations and Supply Chain Management Division

Outstanding Reviewer

2017
Journal of Operations Management

Finalist Chan Hahn Award for Best Paper

2017
Academy of Management Meeting (Operations and Supply Chain Management Division)

Moore School of Business, University of South Carolina

Ph.D.

Management Science

2011

William E. Simon Graduate School of Business Administration, University of Rochester

M.S.

Business Administration

2005

W.P. Carey School of Business, Arizona State University

B.S.

Finance

2004

Supplier Innovation Strategy and Performance: A Matter of Supply Chain Market Positioning: Supplier Innovation Strategy and Performance

Alan W. Mackelprang, Ednilson Bernardes, Gerard J. Burke, Chris Welter

2017

Extant research consistently illustrates the positive benefits customers get from having more innovative suppliers. However, do suppliers benefit financially from positioning themselves as leading innovators? Utilizing a secondary dataset of 1039 supplier to customer base observations, and grounding our study in the structure-conduct-performance framework, we examine the extent to which suppliers are able to benefit from pursuing a more leading or lagging innovation strategy within their industry. While in general we find that suppliers employing a leading innovator strategy have higher levels of financial performance, such an effect is not universal. Rather, the ability of the supplying firm to leverage their innovation strategy into increased performance is highly contingent upon not only the innovation levels of their own industry, but also the innovation levels of the industries which they supply. Our results, therefore, suggest that it would be advantageous for suppliers to take a supply chain perspective and strategically incorporate the innovation characteristics of their customers when determining whether to pursue a leading or lagging innovation strategy.

View more

The relationship between strategic supply chain integration and performance: a meta‐analytic evaluation and implications for supply chain management research

Alan W Mackelprang, Jessica L Robinson, Ednilson Bernardes, G Scott Webb

2014

Although research evaluating the impact of supply chain integration on performance has advanced substantially in the last decade, inconsistency and considerable variability of empirical findings leave unanswered questions for both research and practice. Using a meta‐analysis, we examine empirical studies to clarify the actual relationship, suggest new directions, and ultimately contribute toward the development of supply chain management theory. We focus on “strategic” supply chain integration rather than on functional or operational/tactical studies, which would weaken the practical value of the analysis and findings. To ascertain focus and homogeneity of the sample, we adopt a rigorous search protocol and sample construction. We find that integration–performance relationships are complex and nuanced such that integration should not be universally viewed as improving performance. We identify relationships that are more generalizable and also those that need additional scrutiny. Finally, we discuss the implications of our findings and provide directions for future research.

View more

Are internal manufacturing and external supply chain flexibilities complementary capabilities?

Manoj K Malhotra, Alan W Mackelprang

2012

Manufacturing flexibility is often viewed as a strategic capability that enables firms to more effectively meet heterogeneous market demands arising, in part, from increased product proliferation. However, recent studies suggest that the operational challenges associated with meeting this objective may be heavily dependent not only upon a firm's internal modification, mix, and new product flexibilities, but also upon the flexibility of its inbound and outbound supply chain partners. Drawing upon the theory of Complementarity, we examine if simultaneous utilization of both internal and external flexibilities does in fact create synergies that can improve a firm's delivery performance. Based on a sample of 158 U.S. manufacturing plants, we find that the extent to which performance enhancing synergies are generated is primarily dependent upon the type of internal flexibility that is paired with supply chain flexibilities. Additionally, we find that when synergies do exist, external supplier and logistics flexibilities generally tend to enhance the scope of flexible response, while internal flexibilities generally tend to enhance the achievability of a flexible response. Taken together, our findings suggest that the ability of firms to actually reap the synergistic benefits of an integrated system of supply chain flexibility is much more complex and nuanced than previously believed or expected.

View more