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dc.contributor.authorBrau, James C.en_US
dc.contributor.authorFawcett, Stanley E.en_US
dc.contributor.authorMorgan, Ladden_US
dc.date.accessioned2012-03-15T14:03:35Z-
dc.date.available2012-03-15T14:03:35Z-
dc.date.issued2007en_US
dc.identifier.citationJournal of Entrepreneurial Finance, JEF 1551-9570 12 2007 1 56-81en_US
dc.identifier.urihttp://hdl.handle.net/10419/55924-
dc.description.abstractIn this article we test the value proposition hypothesis of supply chain management (SCM) by examining survey results of 570 US managers. First, we find that large firms use SCM initiatives significantly more than small firms. Second, in univariate and multivariate tests, we find that SCM leads to significant improvements in asset utilization, revenue generation, and competitive performance, regardless of firm size. These two major findings suggest that managers at small firms that are not actively engaged in SCM should reevaluate their opportunity to capture the competitive benefits of SCM that many large firms currently enjoy.en_US
dc.language.isoengen_US
dc.publisherMontrose, California Academy of Entrepreneurial Finance - AEFen_US
dc.subject.ddc330en_US
dc.titleAn empirical analysis of the financial impact of supply chain management on small firmsen_US
dc.typeArticleen_US
dc.identifier.ppn663206243en_US
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungenen_US
Appears in Collections:Journal of Entrepreneurial Finance

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