An exploration of trust and shared values in UK defence supply networks
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Purpose - This paper aims to develop a "line of sight" between improved military capability through supply network effectiveness to trust and shared values, and test the proposition that the effectiveness of the UK's military supply network (SN) will reflect the extent of the shared values within that network. Design/methodology/approach - Using a three unit case study, the extent of the shared values is tested using a computer aided text analysis technique and an amended version of the Kuhn and McPartland Twenty Statements Test. Findings - The research was unable to demonstrate alignment between higher levels of shared values and SN effectiveness. This may reflect the marked differences between commercial SNs which incorporate an assumption of near total elasticity of supply and aim at "on time in full" delivery, and their military counterparts which, not least for budgetary constraint reasons, do not have the same drivers of performance. Research limitations/implications - Further investigation should be undertaken to examine the generalisability of the research findings both within the UK and internationally. Practical implications - The research underlines the caution that should be exercised when attempting to migrate commercial SN management thinking to a military environment. Originality/value - Notwithstanding the vast sums expended on the provision of defence logistics, there is only very limited consideration of how best to achieve the appropriate balance between efficiency (low cost - especially in peacetime) and effectiveness (life saving - especially in war). This research offers some early insights using two novel techniques that represent valuable alternative means of understanding the impact of issues such as trust and shared values within SNs. Keywords Military logistics, Defence logistics, Military supply networks, Defence supply networks, Trust, Shared values, Defence sector, Armed forces
International Journal of Physical Distribution and Logistics Management
© 2013 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
Logistics and Supply Chain Management