Purpose - The purpose of this paper is to propose and empirically test a
model of different aspects of ISO 9000 implementation in terms of their
relationships with three key supply chain (SC) management practices
(internal processes, supplier relationships, and customer
relationships). In addition, it aims to examine the relationship between
the three key SC activities and operational performance.
Design/methodology/approach - Data were collected from 321 middle and
senior managers of ISO 9001 certified firms in Australia who were
responsible for managing the quality systems in their organizations. The
structural equation modelling (SEM) technique was employed using LISREL
software to test the research model and the hypotheses in this study.
Findings - The results show that advanced implementation of ISO 9000 is
positively related to all three aspects of SC activities (internal,
customer, and supplier process management), while supportive
implementation is positively related to internal and customer process
management. However, basic implementation has no direct influence on any
SC management practices. The results also indicate that supplier and
internal process management both have a positive effect on operational
performance, while customer process management has no significant impact
on operational performance.
Practical implications - The results provide key insights for managers
on the extent to which different aspects of the implementation of a
quality management system would produce benefits for the organization
within the SC context.
Originality/value - Despite the central premises of ISO 9000, which are
concerned with internal processes and SC management practices, only a
few studies have examined this matter to date. The current study seeks
to bridge this gap by examining the effect of ISO 9000 implementation on
operational and SC management practices that, in turn, will predict the
operational benefits within adopting firms.
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