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Presents a multicriteria approach to the ABC classification problem in inventory control. The proposed method, based on Saaty′s Analytic Hierarchy Process, rates items on both qualitative and quantitative criteria. Demonstrates the model through an example, using real data from the maintenance department stock room of a pharmaceutical company. A series of simulation experiments show how the resulting classification can benefit inventory control in this company.

The use of Analytical Hierarchy Process (AHP) is an effective way to deal with qualitative decision areas of operations management. Four published applications of AHP are briefly reviewed in forecasting, supplier selection, facility location, and choice of technology. Furthermore, four more potential applications are suggested in other areas of operations management, including product design, plant layout, maintenance frequency selection, and choice of logistic carrier. In addition, suggestions for other areas of research are discussed.

Presents a model for strategic selection of processes for benchmarking. The process selection methodology, which incorporates Saaty′s Analytical Hierarchy Process, starts with situation analysis, is followed by the differentiation of target customer wants, and concludes with the prioritization of the value chain processes to be benchmarked. The proposed methodology was implemented in a manufacturing setting. Sensitivity analysis was carried out to test the robustness of the results. The feedback from the managers who participated in the selection process confirmed the utility of this approach.

The purpose of this paper is to examine the role of manufacturing leadership in enhancing manufacturing performance for different manufacturing configurations.

Survey data collected from three levels of respondents in excess of 480, from 98 manufacturing units in the USA are used to test the study hypothesis using the cluster analysis and regression models.

Effective leadership is positively associated with overall manufacturing performance beyond the fixed effects of organizational variables, such as competitive orientation and industry membership. The manufacturing leadership, however, does not seem to affect customer satisfaction.

The paper illustrates the use of behavioral theory of leadership in the context of managing operations with varying competitive orientations in different industries. Future research should, however, attempt to match different leadership practices/styles to different competitive orientations, and include employee characteristics, such as subordinates' prior experience, training, or skills that may influence the need for demonstrating the leadership practices differently for different competitive orientations.

As manufacturers pursue a combination of priorities, their manufacturing managers need to use a gamut of effective leadership practices, such as planning, delegating, inspiring, etc. Manufacturers may also note that effective manufacturing leadership enhances performance on a host of measures, such as quality, timeliness, efficiency, etc. which are directly influenced by the manufacturing group. For measures, such as customer satisfaction, manufacturing leadership needs to be augmented by managing customer expectations and by being more flexible in accommodating customers' requirements.

This is the first study to deploy multiple respondents to simultaneously examine the effects of competitive orientation and leadership practices on manufacturing performance.

This article presents an analytical method for quantifying Heskett’s “Strategic service vision”. The model, which is based on quality function deployment (QFD), and benchmarking, starts with two matrices in series to relate market segments, service concepts, and various processes, as rows and columns of interconnected QFD matrices. In addition, analytic hierarchy process (AHP), a decision‐making tool, is used to determine the intensity of the relationship between the row and column variables of each matrix, while analytic network process (ANP), an extension of AHP, is used to determine the intensity of synergy effects among column variables. Finally, benchmarking is used to suggest potential breakthroughs in service delivery. Ultimately, the goal of these matrices and benchmarking is to add fine‐tuning and precision to an otherwise qualitative strategic decision making process. To demonstrate the applicability of our proposed model to service organizations we develop its basic concepts within the framework of a specific example serving as a background.

The purpose of this paper is to explore leader flexibility in the manufacturing sector. The objectives are to understand the nature of uncertainties that leaders face and how their personal attributes facilitate them in responding to uncertain situations.

A total of 20 middle- and senior-level executives were interviewed, using seven semi-structured questions, from four states in India. Responses were analyzed using thematic analysis.

In this paper, two themes were identified: the need for flexibility and competencies. The need for flexibility included the factors that warrant adaptability and the performance requirements, such as changes in external environment, reconciling opposing demands, unpredictability of human resources and day-to-day contingencies. Performance requirements included monitoring the environment, anticipating changes, creating shared meanings, developing adaptability in human resources, understanding contradictions and generating alternate solutions. Competencies included balancing different values, roles, and behaviors, coaching and team building skills, planning skills, systems thinking, social skills, conflict management skills and openness to learning.

Interviews were conducted with only executives; interviewing their subordinates may have revealed different perspectives. With the accounts being retrospective, few details may have been missed or exaggerated.

The findings can be used to apprise leaders of the challenges they may face and develop competencies required for leader flexibility.

Leadership research in the manufacturing sector is mostly focused on leaders’ responses to environmental uncertainties. This research identifies the task demands associated with unpredictability of human factors and daily contingencies, and the competencies used to respond.

Selecting the right supply chain (SC) strategy which is aligned with environmental uncertainty will definitely improve SC performance. Lee (2002) proposed a framework to consider the impact of alignment between SC strategy and environmental uncertainty and its impact on SC performance. The purpose of this paper is to apply this framework in Iran and extend it using balanced scorecard (BSC) approach.

A research survey was completed to consider the aim of this research. A total of 124 questionnaires were returned.

The alignment between SC strategy and environmental uncertainty and its positive impact on SC performance has been proven (except for risk-hedging strategy). Efficient strategy enhances all the four BSC perspectives, while agile strategy only improves learning and growth perspective.

This research extends the work of Lee (2002) and Sun et al. (2009) by emphasizing the impact of SC strategy on each of the four perspectives of BSC.

The purpose of this paper is to provide a model for Ferdowsi University of Mashhad (FUM) to prioritize its objectives. This will be achieved by providing strategy map using balanced score card (BSC) method.

This research result is based on 21 managers’ opinion about relation among university objectives, gathered by questionnaire. DEMATHEL method which is a structural decision-making model is used to process data in questionnaires and discover casual relationship between university objectives.

According to this research result “Having productive competent human resource that are committed to Islamic values and professional ethic” has the highest priority among FUM objectives while “Achieving educating excellence especially in graduate programs and research” has the lowest.

FUM managers need to focus on their human resources and enhance their competency in order to achieve academic excellence.

Achieving superiority in university competitive position based on its education and research activities is FUM vision. As a non-profit organization due to resource restriction and environmental circumstances it has to fulfill this goal with higher productivity. BSC as a performance management system will help it to achieve this goal by translating vision into objectives and defining casual relationship between them. This method is rarely studied in the context of universities especially in Iranian universities. This research applied strategy map, one of BSC implementation stages, in a public university in Iran to illustrate series of objectives that leads to mission accomplishment.