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The purpose of this paper is to study whether just in time (JIT) supply practices interact with JIT production practices by positively moderating the relationship between JIT production and efficiency/delivery performance.

In total, six hypotheses are developed on the relationships between JIT production, JIT supply, efficiency and delivery performance. The hypotheses are tested through a hierarchical regression analysis using data from a sample of 207 manufacturing plants.

JIT production practices positively affect both efficiency and delivery. JIT supply practices positively moderate the relationship between JIT production and delivery, while there is no significant moderating effect when considering the impact on efficiency. The role of JIT supply as moderator is twofold. On the one hand, it strengthens the positive impact of JIT production on delivery through a complementary effect. On the other hand, low levels of adoption of JIT supply practices can hinder and – for extremely low levels – cancel the impact of JIT production practices on delivery.

When efficiency is the priority, companies should direct their efforts on JIT production. However, when their aim is to maximize delivery, they should invest on both JIT production and JIT supply. Results found advise managers to implement some JIT supply practices during the early stages of JIT production programs, because the total absence of any JIT linkages with suppliers can limit JIT production benefits on delivery performance.

This study elaborates on the mutual influence between JIT production and JIT supply practices and demonstrates that they have a different weight and contribute to different aspects of performance improvement. This can help managers involved in JIT implementation to better allocate scarce resources.

The purpose of this paper is to carry out case study research to analyse the current situation at a world class vehicle manufacturer (VM), the main case organisation. This paper aims to conclude whether there is scope for further inbound JIT supply focus to the case study organisations within this research.

The data and vision for this paper comes from a literature review and practitioner papers and case studies to survey inbound supply of JIT theory and practice in a UK automotive supply network. Primary data are collected through case study research and site visits.

This paper presents the findings of recent research into a UK automotive industry supply network and identifies the benefits, drawbacks and boundaries of delivering JIT. The sub-element of this paper identifies whether there is scope to make a more focus inbound supply JIT into the main VM case study organisation.

This research looks at one network over three tiers of a supply chain. However this research creates a case study hub and looks at whether there is potential to increase the level on inbound and outbound JIT supply to and from the main case organisation.

This case study research directly gains primary research form operational supply organisations working in a supply hub network in the UK automotive industry.

Social implications here allow an improved understanding of efficient JIT and supply chain issues.

This research considers the enhanced relationship amongst automotive supply chain members to ensure a clear understanding and position the importance of a JIT; lean and agile approach in practice.

The purpose of this study was to undertake a diagnostic investigation of the international health care logistical environment to determine if regulatory policies or industry procedures have hindered the implementation of just‐in‐time systems. The analysis was conducted in a systematic manner and compared the anticipated benefits with those validated in other industries from the implementation of just‐in‐time. The study also compared the health care industry environments of the USA, UK, and Germany with the manufacturing industry. The author focussed on answering: first, why has the health care industry not implemented just‐in‐time; second, is it feasible for a healthcare provider to implement a just‐in‐time logistical system; and third, what benefits will a health care provider achieve by implementing just‐in‐time. Concludes that controlling health care pricing requires reducing product cost or continues to place limits on product prices, quantities of services, or both. An alternative approach to controlling prices is to restructure the market for health services to encourage greater price competition among providers.

The relationship between just-in-time (JIT) and supply chain disruption risk is unclear from the existing literature. This paper aims to investigate the impact of supplier JIT and customer JIT on supplier disruption risk (SDR), internal disruption risk (IDR), and customer disruption risk (CDR) and explore the moderating role of supply chain centralization.

Based on survey data collected from 213 manufacturing firms in China, this study employs structural equation modeling with SmartPLS 3.0 to test the main proposed model and applies an ordinary least square regression to test the moderating effect.

The results demonstrate that supplier JIT is positively related to SDR and negatively associated with IDR. Customer JIT is positively associated with CDR but has no significant effect on IDR. The results also show that SDR and CDR lead to IDR and mediate the relationship between supplier JIT, customer JIT, and IDR. In addition, supply chain centralization amplifies the positive impacts of supply chain JIT on SDR and IDR.

This study makes two main contributions. First, the study provides a comprehensive analysis of the relationship between supply chain JIT and disruption risk. Second, the study addresses that implementing JIT in a supply chain with a centralized decision-making structure leads to a higher level of disruption risk.

To develop a conceptual model that links specific antecedent improvements in supply chain processes to improved financial performance indicators.

A case study was conducted to document one electronics manufacturing company's evolving integration of JIT‐driven processes in the supply chain. Data were collected by interviewing key members of the senior management team, site visits, and analysis and review of company documents.

Point‐of‐use systems, assemble‐to‐order systems, elimination of physical inventory counts, and the online supplier program are linked to improved processes such as physical plan layout and use, material handling, quality control and manufacturing efficiency, that resulted in improvements in financial performance.

A single site case study limits the generalizability of the findings. Additional research is necessary to replicate the findings in other firms/industries.

By disaggregating JIT‐driven processes and by incorporating some improvements in production processes in the supply chain, the model enables managers to utilize these processes to improve financial outcomes.

A conceptual model that integrates and delineates links between three sets of variables, i.e. JIT‐driven processes in the supply chain, improvements in production processes, and financial performance indicators.

Just‐in‐time (JIT) has been written about since the early 1970s. Studies have investigated the growth of JIT sourcing and its implications. However, there has not been as much discussion of the issues faced by companies involved in the pursuit of JIT sourcing in a global supply chain. Undertakes a systematic review of the JIT sourcing and logistics literature and highlights key findings. Notes a number of key problems and best practice issues in the area, followed by an empirical examination of the potential benefits of adopting JIT policies in global sourcing and logistics relative to non‐JIT global buyers. Compares results attained with those of a group of buyers employing JIT sourcing and domestic suppliers. Significant differences in a number of performance areas are found in the sourcing and logistics practices between companies following JIT practices with their global suppliers, as compared to companies not doing so. Finds that some aspects of domestic JIT sourcing and logistics are applicable across borders, while others are not. Concludes with a research agenda for future investigations in the area.

Identifies three schools of thought within the broad just‐in‐time (JIT) sourcing literature which are labelled as the “advocate”, “pragmatic” and “sceptic” schools. The former group advocate JIT sourcing as a major competitive weapon, while the latter group suggest that it is less efficient than traditional sourcing techniques. The pragmatic group cite some of the problems associated with sourcing on a JIT basis. The major JIT sourcing practices are identified and the contributions from each school of thought critically reviewed. Reviews the benefits and problems of JIT sourcing as well as the movement of power and responsibilities between members of the supply chain. Concludes by suggesting avenues of future research within JIT sourcing.

There is a relative dearth of literature which examines the implications for suppliers which deliver on a just‐in‐time (JIT) basis. Some authors suggest that there are significant benefits for both the buyer and the supplier through participation in JIT procurement, although there are other reports which claim that the suppliers are being forced to increase their stock holding. Reports on a series of semi‐structured interviews conducted with 18 Scottish‐based JIT suppliers. Claims the results indicate that those suppliers which were able to manufacture JIT themselves were, unless subject to substantial schedule instability, able to resist the transfer of inventory, while the non‐JIT manufacturers experienced an increase in inventory. Finds that all the suppliers had experienced an increase in their administrative burden, as a result of JIT delivery.

The purpose of this paper is to provide insight into the major supply chain issues of the automotive manufacturing industry in the southern USA.

This paper is based on the results of a survey of automotive suppliers in Tennessee and Alabama. The survey focused on supply chain issues and demographics, specifically on 20 JIT‐related problems and 100 company characteristics.

Identifies the extent of JIT implementation in Tennessee's and Alabama's growing automotive industry and the general characteristics of the companies that use JIT. Also identifies the types of problems experienced by JIT automotive suppliers; categorizes the problems as one‐time, periodically recurring, or ongoing; and identifies the most troublesome problems.

The survey results point to several problem areas of JIT suppliers for research focus, including identification of ways that small companies can resolve JIT implementation issues, the most common ongoing problem of unstable customer schedules, and the most frequently cited problems of poor production quality.

The findings of this study can help others considering a conversion to a JIT system improve the likelihood of a successful implementation by making them aware of the implementation issues experienced by the JIT automotive suppliers in Tennessee and Alabama. It also provides guidelines for specific improvements that could be implemented by Tennessee and Alabama suppliers.

This paper provides a concise review of JIT literature. It also examines the growing automotive manufacturing industry in the southern USA. These smaller, primarily non‐union automotive suppliers represent a research set that has not been previously studied.

Implementing just-in-time (JIT) practices on the supplier side is a common practice to streamline procurement and production planning in realization of cost efficiency and lead time reduction. However, it is little known how supplier JIT is related to firm flexibility performance and what factors may facilitate the relationship. This study aims to investigate the effects of supplier JIT on flexibility performance and explore the moderating impacts of advanced manufacturing technology (AMT) and human resource empowerment (EMP).

This study applies hierarchical linear regression analysis to test the proposed model based on data collected from 213 manufacturing firms in China.

The results revealed a negative influence of supplier JIT on flexibility performance. However, the adoption of AMT and EMP reconciles the conflict between supplier JIT and flexibility performance. Besides, the results indicate the positive effects of AMT and EMP on flexibility performance.

This study contributes to supply chain JIT literature by providing a holistic view to understand the structural relationships between supplier JIT, AMT, EMP and flexibility performance.