Abstract :
Given the growing emphasis on the need for supply chain leagility to sustain competitive advantage, this study explores the impact of the relationship between supply chain competence and supply chain leagility on performance of the firm in the global competition context. This study articulates the antecedents and moderators for supply chain leagility capability. We develop a conceptual model based on the dynamic capability view and suggest employing a survey methodology. The expected findings specify that leagility capability could be realized by developing four specific competencies: supply chain integration competence, IS Support for partnership management competence, IS planning competence, TMT behavior integration competence and employee competence. In addition, the model suggests that supply chain leagility capability will be more effective when firms face greater uncertainty. This study contributes to the growing body of conceptual and empirical literature on supply chain leagility and adds to the understanding of the complexity of supply chain competence.
