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Research was undertaken on the effects of quality improvement activities on business performance. The investigation began by developing a classification system to ensure all business performance benefits (tangible and intangible) were included for analysis. Questionnaires and structured interviews, involving the participation of over 200 companies, were used as the main tools for the investigation. An analysis of the results enabled a TQM quality activity model to be developed which classify 65 quality activities by their prime effect. This model was designed to assist companies in the planning of TQM and the targeting of quality activities. The research identified the difficulties organizations and researchers have in measuring the effects of quality activities.

The purpose of this paper is to investigate the issues that impact negatively on e‐cluster development in a low product complexity industry and identification of key factors to overcome the barriers.

Structured interviews were used to identify perceived value and user expectations from e‐clusters. Workshops involving assessment of a prototype e‐cluster validated user expectations. A mapping study and best practice review provided a basis for e‐cluster application development and assessing potential industry uptake.

Interest and perceived value of e‐clusters varied according to size of organisation with smaller organisations primarily interested in e‐connectivity to retailers and e‐business development. Organisations of all sizes, however, indicated a willingness to learn from each other and partner although level of e‐connectivity was average and overall level of sophistication was low.

Industrial review and acceptance of a prototype e‐cluster that would enable organisations manage several critical aspects of their operations from a single interface.

The paper provides new understanding of key issues that impact the operational benefits of e‐clusters and, in particular, factors that would underpin the success of e‐cluster success in a competitive, insular, low product complexity industry. This presents an informed basis for e‐cluster managers and members to successfully manage their initiative.

In June 1996, Leatherhead Food Research Association launched the “Food and Drinks Industry Benchmarking and Self‐Assessment Initiative” with the support of the Department of Trade and Industry and the Ministry of Agriculture, Fisheries and Food. As part of this initiative, nine food companies that excel in terms of the European Business Excellence Model were selected for visits. This paper reports on the best practices used by these companies in terms of the results they have achieved (in people satisfaction, customer satisfaction, impact on society and business results) and the way in which they have achieved them (through effective leadership, people management, policy and strategy, process management and resource management). For the food industry to move forward, it needs to take on board the best practices shown in this report. In particular, more food companies should consider using self‐assessment as a method for identifying improvement opportunities and assessing their progress towards business excellence.

Describes results of research at the University of Liverpool into the level of quality culture development in UK manufacturing industries. The study identified the important factors that influence the development of a culture that complements total quality implementation. These factors are the basis for the development of a framework to assist in culture change. The research approach consisted of a questionnaire survey and structured interviews in industrial organisations to examine development in the identified areas of quality culture – senior management leadership, employee involvement and empowerment, customer focus, supplier partnership, teamwork, effect of CEO and open corporate culture. The research results provide an understanding of the vital relationships between quality culture and the activities undertaken by organisations, and serve as a guide for the development of a much desired but often elusive organisational culture.

The findings of a study investigating the performance of the UK food and drinks industry against the European Business Excellence Model are presented. The study involved 50 food companies assessing themselves (by questionnaire) against the nine criteria of the model. The major finding of the study was that, on average, food and drinks companies have less well developed management systems than other industries. Its main areas of strength are in resource and process management and its main areas of weakness are in policy and strategy, customer satisfaction, people satisfaction and impact on society. For the food industry to move forward, more companies should consider using self‐assessment as a method for identifying improvement opportunities and assessing their progress towards business excellence.

Reports on the third annual conference on benchmarking in the food and drinks industry. Presentations focused on business excellence in general and benchmarking. Companies such as Cargill, Sainsbury, Birds Eye Wall, Quadrant Catering, Cherrytree Bakery and Campbells were represented by the presenters.

To critically review business trends and drivers affecting the performance of supply chains and build‐to‐order initiatives.

This is a comprehensive review of the potential implications of two inbound logistics solutions: supplier parks and the notion of full‐service‐vehicle supply in addition to developing technologies such as web services interoperability, radio frequency identification (RFID) and collaborative product commerce (CPC).

It is expected that the wide adoption/consolidation of supplier parks and full‐service‐vehicle supply and technologies such as web services interoperability, RFID and CPC will facilitate/promote the adoption of build‐to‐order initiatives.

The business models and technologies presented in this paper have been developed and exploited mainly in the automotive sector. Their success could have a big impact if transferred to other industries. Only a handful of technologies/business models affecting supply chain management have been reviewed.

The widespread use of the technologies and inbound logistics solutions presented in this paper might require the development of sophisticated measurement tools to assess the performance of the entire supply chain. The developed tool has to capture the state of the supply chain in terms of synchronisation, bullwhip effect, pipeline inventory, cycle times, stockout and backorder incidents plus other metrics associated to the operation of the firm including sunk costs, invested capital and ROI.

This paper provides a sound review on technologies and business models critical for supply chains developing build‐to‐order capabilities.

Finding an efficient way for enhancing brand reputation by using social media among customers and business partners has long been the main purpose of every business. However, due to micro and macro changes in the business field, strategies to find a way to improve brand reputation with business partners and customers have altered from transaction marketing to newer approaches such as employing a social media platform. However, not all brands make use of social media to enhance their reputation. The present study uses Apple as an example of the one of the best known brands which does not benefit from social media platforms as to the degree expected.