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The sugar‐mouse shaped Ford Ka is one of those “love it or hate it vehicles”. Whichever way it takes you, the Fiesta replacement is an example of growing modular manufacturing in the motor industry. This process means that makers deal with far fewer suppliers so that, for example, dashboard systems, body structure and seats are brought in ready to fit. In the case of the Ka, modularisation changes resulted in the number of parts handled by Ford workers falling from 1,200 to 3,000.

Presents a case study examining the characteristics of synchronous manufacturing within an automotive context. In particular, the case examines the essential differences between traditional just‐in‐time manufacture and Synchronous manufacture and also explores the nature of buyer‐supplier relationships between Nissan Manufacturing (UK) Ltd and its seating manufacturer – Ikeda Hoover Ltd. The findings of this case, aligned to the developments of the “modular supply model”, suggest that the nature of buyer‐supplier relationships will change as the value‐creation ratio moves from vehicle manufacturers to global first‐tier modular suppliers. Moreover, the growth of the “modular supply model” is likely to require a reappraisal of supply chain relationships as both the nature of buyer‐supplier relationships change and a new tier‐one position is established that moves the modular suppliers closer to the buyer.

The paper presents a case study of Ikeda Hover Ltd, a synchronous seat supplier to Nissan Manufacturing UK Ltd. The case study explores the differences between just‐in‐time (JIT) and synchronous supply from both the buyer and supplier perspective, as well as examining the importance of effective supply chain management, effective use of appropriate technologies and the importance of quality within the context of a synchronous buyer‐supplier relationship. The findings of this case study suggest that whilst synchronous supply results in notable benefits for both buyer and supplier the journey to achieving synchronicity is difficult and such a supply system may be limited to the supply of a small number of key components or high value component systems.

Why is it that some car component manufacturers achieve twice the productivity of their rivals, yet incur just one‐hundredth of their rivals' defect rates?

This special “Anbar Abstracts” issue of the International Journal of Physical Distribution & Logistics Management is split into six sections covering abstracts under the following headings: Logistics and Distribution Strategy; Supply Chain Management; IT in Logistics and Distribution; Just‐in‐time Management; Accounting for Logistics; International.

Argues that the amount and complexity of paperwork is increasing, yet investment in replacing manual record‐keeping systems is often a low priority. Highlights the experience of Presswork (Metals) Ltd, which has invested in IT as part of an integrated TQM strategy. Quotes senior managers and charts the progress of the company′s TQM approach, including employee involvement, training and customer/supplier relationships. Concludes that what the company is doing is nothing new, but simply adopting to best advantage the benefits of IT.

Nissan's Sunderland plant in the UK is a shining example of employee ownership and participation in action. This strategy of continuous Training and development has helped the company achieve its many successes and, it is hoped, will continue to do so in the future.

Explores the changing nature of the relationship between buyers and suppliers in the UK automotive industry, using research evidence from two major companies in this sector, Nissan and Lucas Industries, and incorporates these changes into wider debates on the social relations of production and changing work practices. Illustrates these changes in work practices through transformations in recruitment and training practices in large automotive companies.

During the last years of his life, the mathematician Karl Menger worked on a biography of his father, the economist and founder of the Austrian School of Economics, Carl Menger. The younger Menger never finished the work. While working in the Menger collections at Duke University’s David M. Rubenstein Rare Book and Manuscript Library, we discovered draft chapters of the biography, a valuable source of information given that relatively little is known about Carl Menger’s life nearly a hundred years after his death. The unfinished biography covers Carl Menger’s family background and his life through early 1889. In this chapter, the authors discuss the biography and the most valuable new insights it provides into Carl Menger’s life, including Carl Menger’s family, his childhood, his student years, his time working as a journalist and newspaper editor, his early scientific career, and his relationship with Crown Prince Rudolf.

The purpose of the paper is to explore the strategic issues associated with the implementation and subsequent development of modular supply chains within the automotive sector.

Given the exploratory nature of this research a case study approach was adopted analysing key suppliers within a single developing modular supply chain. The key approach to the topic was to examine strategic operations management literature in order to determine the operational impact associated with the move from traditional supply chains to supplying on a modular basis.

The findings indicate that moving from the traditional approach to supplying parts to a modular approach requires suppliers to consider how they can develop their individual module offerings and to determine what operations do not add value to a modular offering and as a consequence can be transferred to downstream suppliers.

Given the exploratory nature of this research and its sectoral specificity one should not view the findings as applicable to other supply chains in the process of developing modular offerings. This said, the findings do correlate with earlier research which indicated that value‐transfer activity within modular supply chains is a key characteristic associated with developing supply chains (Doran, 2004)

In terms of practical applications, the findings demonstrate that modular activity requires the reorganisation of value‐creating activities and also requires those suppliers close to the OEM to strategically position themselves to configure their operations to accommodate the growing modular paradigm.

The paper explores supply chain modularization which is a fairly under‐researched area supply chain management and as such this paper provides insights into this emerging area. The originality is also evident in the approach and focus of the paper (that is examining the three key suppliers within a single automotive supply chain).