Search results1 – 4 of 4
Frederick Taylor and the early scientific management movement have commonly been depicted as villains by authors who base their claims on a very superficial reading of their work. Examines an example of such a reading that asserts the Taylorists were opposed to the reduction of long working hours. By outlining the working contribution made by Taylor and by members of the Taylor Society in the period 1895‐1930, aims to highlight the need for historians of management thought to abjure the intellectual myopia that characterizes much of the literature concerned with management. Extends earlier research on the contribution made by the Taylorists to the rationalization of standard time schedules.
Maquiladoras operations along the Mexico‐US border are an oft‐studied example of a lean supply chain strategy that allows US manufacturers to benefit from lower labour…
Maquiladoras operations along the Mexico‐US border are an oft‐studied example of a lean supply chain strategy that allows US manufacturers to benefit from lower labour costs in Mexico while being able to supply to assembly plants in the industrial US Midwest, with a minimum of safety stock. This study examines an alternative strategy of the subsidiary of a North American automotive parts producer, which purchases raw and semi‐finished materials from approved North American automotive 2nd tier suppliers, manages the shipment of the materials to a plant in Thailand where the semi‐finished materials are converted in a labour‐intensive process into higher‐value sub‐assemblies. These sub‐assemblies are then shipped back to the US for installation into automobiles at an assembly plant in the Detroit area. The additional logistics costs of using Thailand as a production base are overcome by demonstrable quality advantages and lower wages, as compared to competitors performing similar operations in Mexican maquiladoras. This case study illustrates that international logistics management strategies must also incorporate product characteristics in addition to customer requirements for meeting optimum logistical performance.
In concluding their review of the environmental and social performance of some 86 worldwide retailers Storebrand Investments (2003) argued that “Shopping is increasingly…
In concluding their review of the environmental and social performance of some 86 worldwide retailers Storebrand Investments (2003) argued that “Shopping is increasingly becoming a leisure activity – done not out of necessity but out of luxury. The long term effects of encouraging consumerism, which is in direct conflict with the definition of being sustainable, is a real conflict to tackle as a retailer” and they encouraged retailers to address this important challenge. In many ways consumerism has become an increasingly defining characteristic of modern, nay post modern, societies (Stearns, 1997) while at the same time sustainability has moved higher and higher up political agendas around the world. This short article looks to explore some of the tensions between consumerism and sustainable retailing. It begins by providing a basic outline of sustainable development and consumerism and of the role of retailing in linking production and consumption and it then examines some of the ways in which UK based retailers are looking to address sustainability agendas.