Determinants of adidass supply chain performance in asia pacific region nguyen ngoc quoc

MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HO CHI MINH CITY - oOo - NGUYEN NGOC QUOC DETERMINANTS OF ADIDAS’S SUPPLY CHAIN PERFORMANCE IN ASIA PACIFIC REGION MASTER OF BUSINESS ADMINISTRATION THESIS Ho Chi Minh City – 2011 MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HO CHI MINH CITY - oOo - NGUYEN NGOC QUOC DETERMINANTS OF ADIDAS’S SUPPLY CHAIN PERFORMANCE IN ASIA PACIFIC REGION MAJOR: BUSINESS ADMINISTRATION MAJOR CODE: 60.34.05 MASTER THESIS INSTRUCTOR: DR VO THI QUY Ho Chi Minh City – 2011 ACKNOWLEDGEMENTS I would like to express my deepest gratitude to my research Instructor, Dr Vo Thi Quy for her intensive support, valuable suggestions, guidance and encouragement during my study I would like to express my sincere gratitude to all of my teachers at Faculty of Business Administration and Postgraduate Faculty, University of Economics Ho Chi Minh City for their teaching and guidance during my MBA course Also, I fully appreciate those who were willing to participate in interview and survey session My sincere thanks are extended to Ms Hoa Ly (Footwear Country Manager of adidas Viet Nam) and Mr Woj (Head of Operation of NEO label category) for their comments on my proposal as well as the approval to conduct the survey within adidas supply chain Last but not least, the deepest and most sincere gratitude go to my beloved parents, my wife, my sons and my closest friends for their boundless support, abundant love and encouragement throughout my period of study I, therefore, dedicate this work as a gift to all of them ABSTRACT It goes without saying that supply chain management has played major role in every business locations under globalization and intensive world-wide competition More and more firms have been aware of importance of supply chain management (SCM) and attempt to enhance the effectiveness of SCM in order to secure their competitive advantages This paper aims at investigating the relations between supply chain practices (Strategic supplier partnership, Product creation, Purchasing/Supply planning, Sourcing Production (manufacturing), internal lean practices (Fast and Lean)) and adidas supply chain performance in a pull-based supply chain A framework expressing the hypothesized relations among the above-mentioned variables has been developed and validated by examining the validity and reliability of measurement scale, the findings add credence to the positive effects of Product creation, Purchasing/Supply planning, Internal lean practices (Fast and Lean) as antecedents to higher performance in the supply chain This work can support managers in taking supply chain design decisions and in defining countermeasures to mitigate their effects on supply chain performance Keywords: Supply chain; Supply chain management; supply chain practices, TABLE OF CONTENTS Chapter 1: Introduction to study 10 1.1 Background or Rationale 10 1.2 Research problem 12 1.3 Research questions and research objectives 15 1.3.1 Research questions .15 1.3.2 Research objectives 16 1.4 Scope and Limitation of research 16 1.4.1 Research scope 16 1.4.2 Research limitation .17 1.5 Research method 18 1.6 Structure of research 18 Chapter 2: Introduction to adidas Limited Sourcing Company 20 2.1 Introduction about adidas group 20 2.2 Adidas‟s Strategy 22 2.3 Major locations and partnerships 26 2.4 Business performance in FY09 and its action plans in FY10 26 2.4.1 Business Performance 26 2.4.2 Its Action Plan in FY10 27 Chapter 3: Literature Review 34 3.1 Literature review 34 3.1.1 Strategic supplier partnership 34 3.1.2 Product creation 36 3.1.3 Purchasing/Supply planning 40 3.1.4 Sourcing production (manufacturing) 43 3.1.5 Internal lean practices (Fast and Lean) .46 3.1.6 Postponement-Inbound Customs, Order Fulfillment/Warehouse and Outbound/Point of Sale 47 3.1.7 Supply Chain Performance 48 3.2 Conceptual framework and Hypotheses 53 Chapter 4: Research method - 54 4.1 Research Design 54 4.2 Measurement scale development 56 4.3 Sampling technique and Data collection 59 4.3.1 Sampling technique 59 4.3.2 Data collection 60 4.4 Data analysis methods 61 4.4.1 Unidimensionality Analysis with Exploratory Factor Analysis 62 4.4.2 Reliability Analysis with Cronbach‟s Alpha 62 4.4.3 Assessment of Conceptual Model and Hypotheses 63 Chapter 5: Empirical results of the research - 64 5.1 Descriptive Analysis 64 5.2 Exploration Factor Analysis .66 5.3 Reliability analysis 69 5.4 Testing Hypothesis with Linear Regression 71 Chapter 6: Conclusions and Suggestions 77 6.1 Theoretical contributions 77 6.2 Managerial contributions 77 6.3 Limitations and Suggestions for Future Researches 82 References 84 Appendix - 88 Appendix - 92 Appendix - 94 Appendix - 95 LIST OF FIGURES Figure 1.1 Research Scope 17 Figure 1.2 Structure of the study 19 Figure 2.1 Global Operations in Go-to-Market Process 27 Figure 2.2 Suppliers by footwear production by region 32 Figure 3.1 adidas Product Creation Process 39 Figure 3.2 Conceptual framework 53 Figure 4.1 Research process 56 Figure 5.1 Structure of chapter 64 Figure 5.2.The revised model of determinants of Supply chain Performance 76 LIST OF TABLE Table 3.1 Studies related to sourcing strategy 43 Table 4.1 Constructs for SCM practices, Supply Chain Performance .57 Table 4.2 Respondent characteristics 60 Table 4.3 Statistical information about collected samples 61 Table 5.1 Descriptive statistics results 65 Table 5.2 Factor loading analysis results 68 Table 5.3 Results of Exploration Factor Analysis .70 Table 5.4 Means and standard deviations 71 Table 5.5 The correlations of factors of SC 72 Table 5.6 R Square and Adjusted R square 73 Table 5.7 Results of linear regression analysis 73 ABBREVIATIONS EMEA Europe, Middle East and Africa GPS Global Procurement System ILP Internal Lean Practice ILS International Logistics Planning System PC Product creation PSP Purchasing/Supply Planning R&D Research and Development SAP Systems, Applications and Products in Data Processing SC Supply Chain SCM Supply chain management SCP Supply chain performance SP Sourcing Production SSP Strategic Supplier Partnership CHAPTER INTRODUCTION TO THE STUDY 1.1 Background or Rationale: It goes without saying that supply chain management (SCM) has played major role in every business locations under globalization and intensive world-wide competition An increased focus on SCM as an operational phenomenon that can be leveraged to achieve superior organizational performance (e.g., Hult, Ketchen, &Slater, 2004) has been studied A supply chain (SC) is defined as the “network of facilities and activities that performs the functions of product development, procurement of material from suppliers, the movement of materials between facilities, the manufacturing of products, the distribution of finished goods to customers, and after-market support for sustainment” (Mabert & Venkataramanan, 1998, p.538).SCM is the management of a network of interconnected businesses involved in the ultimate provision of product and service packages required by end customers (Harland, 1996) SCM is also “a key strategic factor for increasing organizational effectiveness and for better realization of organizational goals such as enhanced competitiveness, better customer care and increased profitability” (Gunasekaran et al.2001, p.71).The major goals of SCM are to minimize non-value-added activities and associated investment cost and operating cost, increase customer responsiveness and flexibility in the supply chain, and enhance bottom-line performance and cost competitiveness (Stewart 1995) A recent study conducted by Petrovic-Lazarevic and Sohal (2002) reported that effective management of the supply chain has been identified as being of significant importance to achieving and sustaining a competitive advantage for firms in the Australian textiles, clothing, and footwear industry Supply chain performance (SCP) is affected by exogenous variables (e.g demand and lead time variability), SCM and planning decisions and supply chain design decisions (Forrester, 1961; Sterman, 2000; Lee et al., 1997a, b; Chen et al., 2000; Sezen, 10 implement continuous improvement (Kaizen) activities which are shared among contract factories, T2 quarterly Kaizen activities are focusing on enhancing quality stability, shortening manufacturing lead-time or increasing productivity that help to better improve SCP On the other hand, “Pull” production system is being implemented in contract factories and suppliers very effectively Reducing cycle-time, down time and inventory helps to improve delivery performance significantly Adidas and contract factories also have planned to push suppliers shorten lead-time The material lead-time is one of key elements to assess supplier‟s performance from the contract factories Therefore, the suppliers always attempt to reduce lead-time in order to satisfy their customers As a word, lean implement practices are positively related to adidas‟s SCP as indicated in both research result and the reality To enhance internal lean practices, the companies should reduce development and commercialization lead-time as short as possible On the other hand, the companies should effectively implement Kaizen activities, “Pull” production Also, the companies should push their suppliers to shorten material lead-time Supply chain performance In this study, SCP is influenced by factors discussed above The main objective of SCP is to satisfy customer demand regarding delivery timeliness, accurate expected quality and quantity Besides, good SCP would help the companies to reduce manufacturing and delivery costs It also helps the companies introduce their new products to market more quickly It means that the companies will enhance more their competitiveness in the market As research result, the companies should improve the factors: Production creation, Purchasing/supply planning, Internal Lean practice in order to enhance their SCP However, different companies have their own different nature of business and resource Therefore, each company should have its own ways to improve SCM practices in order to enhance its SCP Additional SCM performance measures such as improved quality and reduced overall cost may be integrated into the framework, and their impact on organizational performance can also be studied This might be critical as SCM has strategic implications both at the firm level and the supply chain levels 81 In addition, as recognized by Trent (2004), contrary to the popular notion that effective SCM is only in the hands of managers, this research proposes that, in order to achieve a successful implementation of the supply chain, all units of the SC should fully embrace and understand the strategy Finally, the framework is believed to offer SCM managers a means to identify factors and effectively implement SCM 6.3 Limitations and Suggestions for Future Researches As with most empirical and survey-based research, there are a few limitations experienced during the present study The sample was restricted to some Asia T1 and T2 manufacturers and whilst this serves to control for extraneous sources of variation, caution should be used in extrapolating the results to other contexts The analysis was undertaken with data collected from the side of the manufacturer Since the objective is to determine which factors impact on the performance of the supply chain, then data collected from suppliers as well as end consumers may provide additional insights This suggests that future research may seek to collect data from the supplier‟s side or adopt a dyadic approach Future research may expand the scope of the enquiry to other regions and may also adopt cross-cultural perspectives In addition, a longitudinal study may provide further insights The study employed perceptual data from a single informant in each of the firms surveyed This raises the issue of possible biases such as over-evaluation on behalf of the respondents Future research may employ alter- native research designs that could include the use of objective data, multiple informants and longitudinal data Furthermore, future study can expand the SCM practices construct by including some additional dimensions, such as total quality management (Tan et al., 2002), crossfunctional coordination (Chen and Paulraj, 2004), and internal integration (Pagell, 2004; Braganza, 2002) Moreover, inter-organizational relationships, such as trust, commitment, shared vision (Li, 2002), risk and award sharing, and agreed supply chain leadership (Min and Mentzer, 2004) The future research then should focus on testing and validating the combined construct Despite these limitations and avenues for future research, a fundamental model was developed that includes the determinants of the big SC in shoes industry to illustrate 82 and give broad knowledgeable access to this industry Given its theoretical foundation and methodological rigor, this study helps 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performance Your feedback on this research will be highly appreciated and very valuable to my research Pls be noted that there is no wrong or right answer and all information will be treated confidentially and used for this research only A General information Respondent‟s name: Company‟s name: Title: Company‟s address: Telephone (office): Telephone (mobile): Industry: (please select from the list): Footwear (adidas, T1) [ Lace/Webbing [ ] Rubber [ ] Synthetic leather [ ] Chemical [ ] Other [ ] Textiles [ ] Leather [ ] B Information regarding Supply Chain Practices of surveyed companys Directions: Indicate to what extent you agree or disagree with the statements listed below by selecting one of the following means that you strongly disagree with the statement (SD) mean that you disagree with the statement (D) mean that you are undecided about the statement (U) mean that you agree with the statement (A) mean that you strongly agree with the statement (SA) Strategic Supplier Partnership (SSP) Your company shares your strategies to your key partners by every fiscal year (SSP1) Strongly disagree [ ] Disagree [ ] Undecided [ ] 88 Agree [ ] Strongly agree [ ] ] Your company includes your key partners in your planning and goal-setting activities ( SSP2) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] Your company is fully aware of your partner‟s strategies.( SSP3) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] Your company regularly solves problems jointly with your partners.( SSP4) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] Your company helps your partners to improve their product quality and price.( SSP5) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] Your company considers service, quality and price as criterion in selecting partners.( SSP6) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] Your company share mutual benefits with your partners ( SSP7) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] Your partners‟ strategies and your companys‟ Strategies impact much to your company‟s SCM and finance performance.( SSP8) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] Product Creation (PC) Your company pro-actively supports your partners in new product development processes.( PC1) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 10 Your company gets and provides all product specifications details/requirements from your partners in time.(PC2) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 11 Your company capacity can satisfy the time line of product creation to your customers.(PC3) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 12 Your company is able to adapt to the changing consumer preferences more quickly, flexibly and efficiently.(PC4) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 13 Your company‟s product creation impacts much to your SCM and finance performance.(PC5) 89 Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] Purchasing/Supply Planning (PSP) 14 Your company‟s purchasing/supply planning is more competitive than other competitors.(PSP1) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 15 Your campany‟s purchasing/supply planning can help to reduce inventory management cost, lead time and logistics cost (PSP2) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 16 Your company‟s purchasing/supply planning plays a key liaison role to your customers in creating and delivering value.(PSP3) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 17 Your partners highly evaluate your company‟s purchasing/supply planning.(PSP4) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 18 Your company‟s purchasing/supply planning impacts much to your company SCM and finance performance.(PSP5) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] Sourcing Production (SP) 19 Sourcing production is one of your company‟s key strategies.(SP1) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 20 Your company‟s production capability can meet your customers‟ expectations.(SP2) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 21 Your company‟s sourcing production is aligned with your partner‟s strategy.(SP3) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 22 Your sourcing production is working effectively in terms of cost reduction, quality, service and delivery improvement and flexibility.(SP4) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 23 Your company‟s sourcing production impacts much to your company SCM and finance performance.(SP5) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] Internal Lean Practice (ILP) 24 Your company is effectively implementing lead-time reduction and wastes elimination program from product development and commercialization to mass production.(ILP1) 90 Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 25 Your company is effectively implementing lean program to eliminating wastes and improving efficiency.(ILP2) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 26 Your campany is using less input to produce at a mass production speed, while offering more variety to the end customers.(ILP3) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 27 Your company strongly pushes partners to shorten lead-times and improve quality.(ILP4) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 28 Your company‟s Internal Lean Practice impacts much to your company SCM and finance performance (ILP5) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] Supply Chain Performance (SCP) 29 Your company delivers products with quality up to and over expectation of the standard from your customers (SCP1) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 30 Your company delivers products to customers on time (SCP2) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 31 Your company delivers accurate volume of product to customers (SCP3) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 32 Your company delivers products to customers at minimum cost (SCP4) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 33 Your company achieves good business results this year (SCP5) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 34 Your customers are very satisfied with your services (SCP6) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Strongly agree [ ] 35 Your SC is very flexible and be able to adapt to the customer various changing needs (SCP7) Strongly disagree [ ] Disagree [ ] Undecided [ ] Agree [ ] Thank you very much for your feedback! 91 Strongly agree [ ] Appendix Major Locations and partnership MAJOR LOCATIONS EUROPE adidas Group Headquarters, Herzogenaurach, Germany 01 adidas International Finance, Amsterdam, Netherlands 02 adidas International Trading, Amsterdam, Netherlands 03 adidas Group Russia, Moscow, Russia 04 NORTH AMERICA adidas North America, Portland/Oregon, USA 05 Reebok International Headquarters, Canton/Massachusetts, USA 06 The Rockport Company Headquarters, Canton/Massachusetts, USA 07 Reebok–CCM Hockey Headquarters, Montreal/Quebec, Canada 08 TaylorMade-adidas Golf Headquarters, Carlsbad/California, USA 09 Sports Licensed Division Headquarters, Canton/Massachusetts, USA 10 ASIA adidas Group Asia, Hong Kong, China 11 LATIN AMERICA adidas Group Latin America, Panama City, Panama 12 MAJOR PROMOTION PARTNERSHIPS 2010 Orange Africa Cup of Nations 2010, Angola January 10 – 31, 2010 A adidas Official Match Ball Supplier EHF Handball EURO 2010, Austria January 19 – 31, 2010 B adidas Official Partner of European Handball Federation NFL Super Bowl, Miami/Florida, USA February 7, 2010 C Reebok Official Outfitter of National Football League NBA All-Star Game, Dallas/Texas, USA February 14, 2010 D adidas Official Outfitter of National Basketball Association IAAF Indoor World Championships, Doha, Qatar March 12 – 14, 2010 92 E adidas Official Partner Boston Marathon, Boston/Massachusetts, USA April 19, 2010 F adidas Official Apparel and Footwear Outfitter Flora London Marathon, London, UK April 25, 2010 G adidas Official Sponsor UEFA Europa League Final, Hamburg, Germany May 12, 2010 H adidas Official Match Ball Supplier ICC World Twenty20, West Indies April 30 – May 16, 2010 I adidas Official Supplier of Australia and England cricket teams UEFA Champions League Final, Madrid, Spain May 22, 2010 J adidas Official Ball Supplier for UEFA Champions League French Open, Paris, France May 23 – June 6, 2010 K adidas Official Partner of Roland Garros 2010 FIFA World Cup™, South Africa June 11 – July 11, 2010 L adidas Official Partner of Fédération Internationale de Football Association, Official Match Ball Supplier of FIFA MLB All-Star Game, Anaheim/California, USA July 13, 2010 M Reebok Official Licensee of Major League Baseball fan and lifestyle apparel and Official Authentic Collection Footwear Supplier UEFA Super Cup, Monaco August 27, 2010 N adidas Official Match Ball Supplier 2010 FIBA World Championship, Turkey August 28 – September 12, 2010 O adidas Official Supplier real,– Berlin Marathon, Berlin, Germany September 26, 2010 adidas Official Partner Sources: http://www.adidas-group.com 93 P Appendix adidas’s suppliers and factories location in the world No of suppliers (excluding No of own factories Total own factories) Region 2007 2008 2009 2007 2008 2009 2007 2008 2009 Asia 727 707 775 2 729 709 777 Americas 179 180 168 8 188 188 176 EMEA 168 164 185 3 171 167 188 Total 1,074 1,051 1,128 14 13 13 1,088 1,064 1,141 Number of supplier factories per country Country 2007 2008 2009 Australia 14 10 Bangladesh 9 Cambodia China 264 268 308 Hong Kong 3 India 52 59 77 Indonesia 48 50 64 Japan 63 62 63 Korea 62 61 52 Macao 1 2 10 Madagascar Malaysia 10 Mauritius New Zealand Pakistan 7 Philippines 19 17 17 Singapore 1 Srilanka 16 11 Taiwan 30 28 27 Thailand 45 35 41 Viet Nam 66 63 63 Total Asia 713 698 775 Sources: http://www.adidas-group.com/en/ourgroup/OurGroup_AreaStart.aspx 94 Appendix adidas Key Asia suppliers adidas Key Asia suppliers Korea China Viet Nam Indonesia HSD EVV HVA HVV JHV HSS PWI PWV PRB SYF Synthetic Leather DAE WOO DAE WOON BAIKSAN SANFANG DAE WOO CN DAE WOON CN BAIKSAN CN SANFANG CN DAE WOO VN DAE WOON VN BAIKSAN VN SANFANG VN DAE WOO INDO DAE WOON INDO BAIKSAN INDO SANFANG INDO DAE WOO TW DAE WOON TW BAIKSAN TW SANFANG TW Leather SHIN KWANG SHINWOO YOUNG IL SADESA PRIME ASIA WEITAI SHIN KWANG CN SHINWOO CN YOUNG IL CN SADESA CN PRIME ASIA CN WEITAI CN SHIN KWANG VN SHINWOO VN YOUNG IL VN SADESA VN PRIME ASIA VN WEITAI VN SHIN KWANG INDO SHINWOO INDO YOUNG IL INDO SADESA INDO PRIME ASIA INDO WEITAI INDO SHIN KWANG TW SHINWOO TW YOUNG IL TW SADESA TW PRIME ASIA TW WEITAI TW PACESS TW Textiles DONGJIN DAE WOO SUK YOUNG DAE YOUNG JASE LONG JOHN DONGJIN INDO DONGJIN CN DONGJIN VN DAE WOO INDO DAE WOO CN DAE WOO VN SUK YOUNG INDO SUK YOUNG CN SUK YOUNG VN DAE YOUNG INDO DAE YOUNG CN DAE YOUNG VN JASE LONG JOHN JASE LONG JOHN CN JASE LONG JOHN VN INDO SHINTA W.S Lace/Webbing BOO YOUNG PAIHO DUCK IL YICHAO KOR BOO YOUNG CN PAIHO CN DUCK IL CN YICHAO CN BOO YOUNG VN PAIHO VN DUCK IL VN YICHAO VN TOAN HUNG VN BOO YOUNG INDO PAIHO INDO DUCK IL INDO YICHAO INDO BOO YOUNG TW PAIHO TW DUCK IL TW YICHAO Chemical DAE YOUNG DONG SUNG DAE YOUNG CN DONG SUNG CN DAE YOUNG VN DONG SUNG VN DAE YOUNG INDO DONG SUNG INDO DAE YOUNG TW DONG SUNG TW Other (TPU, Eyelet, Thread…) KFC SUN JIN SUNGHWA FRAMAS DAE SUNG JOON WOO GOLDEN TOP YIFA KOR KFC CN SUN JIN CN SUNGHWA CN FRAMAS CN DAE SUNG CN JOON WOO CN GOLDEN TOP YIFA CN KFC VN SUN JIN VN KFC INDO SUNGHWA VN SUN JIN INDO FRAMAS VN SUNGHWA INDO DAE SUNG VN FRAMAS INDO JOON WOO VN DAE SUNG INDO GOLDEN TOP YIFA JOON WOO INDO VN GOLDEN TOP YIFA COAST PHONG PHU INDO VN T1-Contract Footwear factories Taiwan DONGJIN TW DAE WOO TW SUK YOUNG TW DAE YOUNG TW JASE LONG JOHN TW FORMOSA T.S KFC TW SUN JIN TW SUNGHWA TW FRAMAS TW DAE SUNG TW JOON WOO TW GOLDEN TOP YIFA Notes: This list includes key suppliers only and most of their company headquarter located in Korea 95 ...MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HO CHI MINH CITY - oOo - NGUYEN NGOC QUOC DETERMINANTS OF ADIDAS’S SUPPLY CHAIN PERFORMANCE IN ASIA PACIFIC REGION MAJOR: BUSINESS... performance in the supply chain This work can support managers in taking supply chain design decisions and in defining countermeasures to mitigate their effects on supply chain performance Keywords: Supply. .. model of determinants of Supply chain Performance 76 LIST OF TABLE Table 3.1 Studies related to sourcing strategy 43 Table 4.1 Constructs for SCM practices, Supply Chain Performance