THE RELATIVE INFLUENCE OF KNOWLEDGE SHARING/TRANSFER FOR MANAGEMENT PROCESS IN SUPPLY CHAIN INTEGRATION

Abstract

This research was conducted to achieve the following three major objectives: to raise an efficient and effective supply chain management (SCM) of Thailand’s electrical and electronics industry. The first objective was to clarify the distinction of knowledge sharing (KS) and knowledge transfer (KT) from a practical viewpoint specific to knowledge for the SCM process in the context of external integration. The second objective was to screen the required knowledge for all of the eight SCM processes, including customer relationship management, customer service management, demand management, order fulfillment, manufacturing flow management, supplier relationship management, product development and commercialization and returns management that should be shared or transferred in the context of external integration to enhance supply chain performance. The third objective was to evince the relative importance weights of KS and KT on enhancing supply chain performance with consideration based on the hierarchical structure model. The model consists of the first hierarchy (criteria) that is knowledge sharing and knowledge transfer. The second hierarchy (sub-criteria 1) is four dyads of supply chain integration focusing on external integration. The third hierarchy (sub-criteria 2) is knowledge related to the eight SCM processes. The forth hierarchy (sub-criteria 3) is the required knowledge for each SCM process. And the fifth hierarchy (alternative) is three attributes of supply chain performance i.e. costs, reliability and responsiveness. To accomplish the aforementioned objectives, the research methodology is separated to two phases. The first phase is to achieve the first two objectives by applying semi-structured questionnaires, checklist questionnaires, in-depth interviews, normality testing and confidence interval analysis. The second phase is to achieve the third objective by applying pair-wise questionnaires and Fuzzy Analytic Hierarchy Process (FAHP) analysis. The groups of experts involved in the first phase were composed of 15 samples and the second phase was composed of 60 samples. This researcher discovered differences in the significance of knowledge sharing and knowledge transfer in that knowledge transfer leads to application of obtained knowledge in achieving an objective, while knowledge sharing does not particularly focus on the aforementioned attribute. The other minor differences are goals, processes and formats of knowledge sharing and transfer. Furthermore, the research revealed required knowledge for all eight supply chain management processes that should be shared/transferred within the context of external supply chain integration to promote supply chain performance. In addition, the overall relative importance weights analysis showed that knowledge sharing carries a more weighted relationship leaning toward improving the effectiveness of the supply chain more than knowledge transfer. Furthermore, the relative importance weights of all other sub-criteria and alternative according to respective structure formats were shown. Moreover, the research presented a model of knowledge sharing/transfer required to supply chain management processes for each stakeholder group in the context of external supply chain integration, whereby finding that assembly group should give importance weight to sharing required knowledge for processes, order fulfillment, demand management, and customer service management. First-tier supplier group should give importance weight on sharing required knowledge for processes, manufacturing flow management and product development and commercialization, while second-tier supplier group should give importance weight to transferring required knowledge for processes, manufacturing flow management and product development and commercialization.