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The purpose of this study is to develop a framework of strategies to achieving customer order flexibility in and related to the order-to-delivery (OTD) process. The purpose is also to investigate how companies prioritize various strategies to achieve customer order flexibility.

Based on a literature review, pre-tests and conceptual reasoning, a conceptual framework of strategies related to the order-to-delivery process was developed. The strategies were linked to the order quantity and delivery lead-time flexibility dimensions. This structure resulted in six groups covering enabling as well as remedial strategies. An empirical interview study of ten customer–supplier relationships was conducted.

The interviews identified additional strategies, thereby expanding the framework. The enabling strategies with the highest median values were “have continuous contact with the customer's purchaser” and “use safety stock of raw materials/semi-finished products”. The remedial strategy with the highest median was “re-plan/re-prioritize the order backlog”. In the delivery sub-process, it was more common to apply remedial strategies for delivery lead-time than for order quantities.

The developed framework is a contribution to the literature on operational flexibility in and related to the OTD process. It complements existing knowledge by taking a supplier perspective.

Suppliers can use the framework as a tool to understand and systematically achieve better customer order flexibility in and related to the OTD process. Customers can use the framework as a checklist for supplier evaluation and supplier development.

Few identified studies include empirical data on customer order flexibility.

The purpose of this paper is to investigate systematically the topic of operations capabilities within the operations strategy area. The output is a framework that will benefit researchers and firms to gain a more complete understanding of critical operations capabilities.

The research methodology is a systematic literature review. The aim of this study is to provide a snapshot of the diversity of studies being conducted in the field of operations capabilities, within the operations strategy area. In total, 157 papers were taken into consideration. Various operations capabilities were identified and synthesized in a conceptual framework.

The output of this paper is a conceptual framework of critical operations capabilities. Different operations capabilities and dimensions were identified in the literature. In total, seven dimensions were identified and included in the framework: cost, quality, delivery, flexibility, service, innovation, and environment.

This research was conducted through a systematic literature review. The framework presented in this paper provides a summary of critical operations capabilities, and in addition theoretical support for managers and firms wishing to formulate an operations strategy.

In general, this research sets the basis for managers and practitioners concerning the formulation of successful operations strategies. In the long term, a deeper understanding and shared knowledge about competitive priorities and operations capabilities can positively influence the success of firms.

This paper extends the theory by providing researchers and managers with updated knowledge on operations capabilities.

The growing time‐based competition (TBC) literature coincides with an increased emphasis on time in manufacturing organizations. In a 1993 survey, 93 per cent of US and European managers identified reliable delivery times as having above average importance, while overall delivery speed was cited by 88 per cent and 89 per cent, respectively. At the same time, 82 per cent of Japanese managers rated rapid new product introduction as having above average importance. Highlights potentially different sources of time‐based advantages. The factors described above are linked by a common emphasis on time, but the driving strategies and tactics used to achieve them can differ or possibly conflict. Presents a framework of time‐based competition for manufacturers. Demonstrates how differences between engineer‐to‐order, make‐to‐order, assembly‐to‐order and make‐to‐stock manufacturers result in the need to use different approaches to implement TBC.

Aims to conceptualize flexible logistics programs and information connectivity as two important aspects of logistics flexibility and to examine the role of information connectivity in making flexible logistics programs successful.

A hierarchical regression model is used to test the research hypotheses.

The results suggest that flexible logistics programs are strongly related to all performance dimensions, and that information connectivity fully mediates the relationship between flexible logistics programs and asset productivity and partially mediates the relationship between flexible logistics programs and delivery competence.

Future theoretical research can develop a detailed conceptualization of logistics flexibility. In this paper, the constructs are developed utilizing an exploratory factor analysis approach. Future research utilizing confirmatory factor analysis approach will allow a better validation of the performance constructs. The paper also considers that studies that link flexible logistics program, information connectivity and performance in a structural equations modeling framework will further enrich one's understanding. In this framework, flexible logistics programs can be considered as a latent variable comprising several individual resource level flexibility measures.

This research highlights the need for organizational structure, role dependencies and a proactive preparedness in terms of managerial policies. The concept of special programs for accommodating changing customer requirements exemplifies the importance for a firm to be aware of shifting demand characteristics and the ability to tailor service delivery accordingly.

An examination of the research questions sheds some light on logistics flexibility as a critical component of logistics capability. With this study logistics flexibility is characterized in terms of flexible logistics programs and information connectivity and hypotheses are tested that link these aspects with performance. It is believed that this enhances and enriches the existing logistics literature and presents avenues for further investigation. Meanwhile, testing the link presents managerial insights for prudent decision making. An investigation of the role of information connectivity provides directions for firms to align their information system strategies with their flexibility‐oriented planning decisions.

The purpose of this paper is to theorise and develop seven dimensions (strategic supplier partnership, level of information sharing, quality of information sharing, customer service management, internal lean practices, postponement and total quality management) into a supply chain management (SCM) practices (SCMPs) construct and studies its causal relationship with the conceptualised constructs of supply chain performance (SCP) and manufacturing firms’ performance (MFP). The study also explores the causal relationship between SCP and MFP.

Data were collected through a survey questionnaire responded by 249 Jordanian manufacturing firms. The relationships proposed in the developed theoretical framework were represented through three hypotheses: H1 – there is a significant relationship between SCMPs and SCP; H2 – there is a significant relationship between SCMPs and MFP; and H3 – there is a significant relationship between SCP and MFP. Linear regression, ANOVA and Pearson correlation were used to test the hypotheses. The results were further validated using structural equation modelling.

The results indicate that SCMPs have a positive effect on SCP (H1), which in turn also positively affect MFP (H3). Despite this intermediary positive effect of SCMP on MFP through SCP, the study also suggests that SCMPs have a direct and positive effect on MFP (H2).

This study provides hard evidence indicating that higher levels of SCMPs can lead to enhanced supply chain and firms’ performance. It also provides SC managers of manufacturing firms with a multi-dimensional operational measure of the construct of SCMPs for assessing the comprehensiveness of the SCMPs of their firms.

This study is among the very first SCM researches conducted on the Jordanian manufacturing sector, particularly, in relation to the practices that manufacturing firms in this country need to adopt to make their supply chains a solid competitive vehicle for their development. The results have broader implications for all manufacturing companies, particularly in developing economies where the growth of manufacturing and the development of integrated supply chains are key stages in economic development.

The main purpose of this paper is to investigate the current manufacturing strategies and practices of bus manufacturers in China, and to propose a framework of manufacturing strategies for time‐based competitive advantages.

The conceptual research framework is devised from a review of the literature, and case studies are used to investigate the manufacturing strategies and practices in place in the case companies. Data are collected through semi‐structured interviews and secondary documentation.

The results show that, with over‐capacity in the Chinese bus manufacturing industry, success is no longer determined by high productivity or low price; a quick response to the customers' tailored demands is essential in a climate of fierce competition. The suggested best practices for time‐based competitive advantages comprise building technical centers and post‐doctoral research stations, applying modularity logic, adopting radio frequency identification (RFID), and optimizing processes by, for example, involving customers and integrating inbound and outbound logistics.

The research results are limited within the context of the bus manufacturing industry in China.

The research results help both the practitioners and the researchers gain a better understanding of the practices of Chinese bus manufacturers from the perspective of time‐based competitive advantage. The proposed strategies and best practices have the potential to improve the manufacturing performance of this type of manufacturer.

This paper shows the big picture of manufacturing strategy and practice of bus manufacturers in the Chinese automobile industry. Furthermore, it presents a manufacturing strategy framework with best practice guidance to gain a time‐based competitive advantage.

Examines the manufacturing strategy framework developed by Hill and its development, comparing it to work in manufacturing strategy and other related fields. Discusses Hill’s distinctive concepts of order‐winning criteria and order‐qualifying criteria. Also raises issues relating to manufacturing strategy more generally. Concludes that strategy is now about the very ability to change, not just about choosing the “right” change to make.

The purpose of this study is to explain the components of competitive priorities of Indian service firms, to find out the competitive priorities of different service industries in India and to find out how these competitive priorities change across low- and high-performing service firms.

An empirical study of 166 firms from five different service industries is undertaken in New Delhi and its surroundings.

The results reveal the presence of three competitive priorities in the services sector in India: cost, flexibility and quality/delivery, with quality/delivery being the most distinctive competitive priority. Hotel and auto-repair industries are found to be focused on controlling costs, while hospitals, banks and private colleges prioritized quality/delivery. For high-performing firms, cost is the top most competitive priority, followed by quality/delivery and flexibility, while for low-performing firms, quality/delivery remains the top most competitive priority, followed by flexibility and cost.

The paper enhances the understanding of competitive priorities in the Indian services sector. The identification of competitive priorities of different service industries in India and their dynamics across different industries add value to the current literature and fill an important research gap. Additionally, surveying diverse industries in this paper reveals a holistic picture of the Indian service industry and helps achieve some degree of cross-industry perspective.

This research seeks to investigate logistics information technology (LIT) from an international perspective. The initial focus determines the viability of categorizing LIT into two constructs – internal and external LIT. The second focus examines the relationships between internal and external LIT and customer‐related performance capabilities. The objective is to provide a mechanism for managers to use when they need to provide justification for LIT expenditures.

A review of the literature, along with survey data provided by international supply chain executives, was used to develop a research concept regarding LIT and its impact on customer‐related performance capabilities.

The results revealed that it is logical to separate LIT into two dimensions and that those individual dimensions do have an impact on specified performance capabilities. Therefore, managers wishing to target specific performance capabilities with LIT may do so even within an international setting.

The small sample size of 34 was not ideal and limits the possible generalizations from this study, but the results provide a basis for future research. Implications include support for the viability of two‐dimension LIT approach and the connection between LIT and performance capabilities that managers can use to justify LIT expenditures.

This paper answers the call for more internationally‐based supply chain research along with the need for justification regarding LIT investment.

The purpose of this paper is to explore the extent to which firms staffing with competent workers (CW), in addition to adopting organization technologies (OT) (which include total quality management and just‐in‐time techniques) and advanced manufacturing technologies (AMT) change manufacturing performance.

The literature is reviewed to hypothesize relationships. The data are obtained with a questionnaire from 89 manufacturing managers in the micro electro‐mechanical systems industry. Factor analysis of indicators of manufacturing performance reveals two broad dimensions: manufacturing effectiveness and manufacturing flexibility. To test the hypotheses, these dimensions of manufacturing performance are regressed on measures of OT, AMT, CW and their pair‐wise interactions in a hierarchical fashion. The analyses are then repeated for the indicators of the two dimensions of manufacturing performance.

Staffing with CW fully increases both manufacturing effectiveness and manufacturing flexibility. The adoption of AMT partially increases manufacturing effectiveness, and partially increases manufacturing flexibility in the presence of CW. The adoption of OT fully increases manufacturing effectiveness, but partially decreases manufacturing flexibility in the presence of CW.

The paper provides a valuable study of the extent to which firms adopting OT and AMT, and staffing with CW change two broad dimensions of manufacturing performance and their indicators through both additive and synergistic effects.