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Production and operations management (POM) is a key factor for the competitiveness of any business and university training in POM is a critical element in the preparation of future managers. The course contents, the teaching staff and the teaching methodology used are three of the most important aspects of successful training. These aspects have been explored in an empirical study of the current status of the teaching of POM in Spanish universities, based on a survey of the total population of instructors of this discipline. This is the first study to reveal an in‐depth and comprehensive picture of this topic in a country of the European Union, and it is hoped that this will encourage analogous studies of other countries in Europe and beyond. In the present paper, we shall discuss the more relevant results in respect of the content of POM programs being taught; we illustrate the type of instruction available in Spanish universities, indicate the differences between the main academic degrees in which the discipline figures, and undertake a constructive critical analysis. The teaching staff and methodologies used are analyzed in another article in this journal.

The traditional value chain has changed under the influence of globalisation, lean thinking and the value leverage towards suppliers in the supply chain. The leverage of value by the focal original equipment manufacturer (OEM)‐company to the supply chain has caused the focal OEM‐company to transform into a large‐scale system integrator (LSSI). The LSSI was defined according to the Petrick's definition. Indicators that measure the value‐leverage by these LSSI companies have not been found in literature. The purpose of this paper is to describe indicators that measure value‐leverage and illustrates that LSSI companies in the aerospace industry have a value‐leverage capability, using these indicators.

The authors' main research question is: “How to measure value‐leverage by LSSIs in the aerospace industry?”. As value‐leverage indicators have not been studied before, a literature study was carried out to develop a set of indicators which were tested in a quantitative analysis, using secondary data from 41 aerospace companies. Second, the value‐leverage indicators were applied to the aircraft LSSIs. The industry samples consisted of the global companies in the aircraft OEM industry and the relevant financial and company data were collected from the companies' public financial data, spanning a time frame of 14 years (1996 to 2009). A case study was performed on large‐scale aircraft system integrators, as a sample of the aerospace OEM industry, to demonstrate the effects of value‐leverage by aircraft LSSI companies.

With the new indicators, this research shows value leverage of aerospace OEMs and aircraft LSSIs as a sub group of the sample. The related indicators showed a change in leverage over time, indicating the leverage capability of aerospace OEMs. More in‐depth analysis on aircraft LSSI companies showed that aircraft LSSI with high correlation on the value‐leverage variables are more in value balance compared with aircraft LSSI companies scoring lower on the variables.

This research has been limited to the aerospace OEMs. Data from secondary (public) sources were used, such as financial reports over a period of 14 years. Further research is necessary to develop indicators for other sectors of industries, such as automotive, medical instruments and construction, as well as to further improve the understanding of the outcomes of this study.

The new indicators measure value‐leverage of aerospace OEMs in general and aircraft LSSI companies. These companies could be compared on their capability of value‐leverage. Management of these firms can use the indicators to further improve their capability of value‐leverage on the supply chain regarding co‐development and co‐production of aircraft and related systems.

It is useful for the executive management of aircraft LSSIs to balance the value leverage of their companies regarding R&D, customer demand and supply chain based production.

The paper identifies indicators that measure the capability of the aerospace OEMs to leverage value on supply chains. The found indicators form a preliminary model, which contributes to the usage of theories on lean manufacturing, supply chain management, value networks and open innovation.

The purpose of this paper is to provide groundwork for an emerging theory of supply chain robustness – which has been conceptualized as a dimension of supply chain resilience – through reviewing and synthesizing related yet disconnected studies. The paper develops a formal definition of supply chain robustness to build a framework that captures the dimensions, antecedents and moderators of the construct as discussed in the literature.

The authors apply a systematic literature review approach. In order to reduce researcher bias, they involve a team of academics, librarians and managers.

The paper first, provides a formal definition of supply chain robustness; second, builds a theoretical framework of supply chain robustness that augments both causal and descriptive knowledge; third,shows how findings in this review support practice; and fourth,reveals methodological insights on the use of journal rankings in reviews.

At this stage, managers may benefit from seeing these relationships as clues derived from the literature. The paper is fundamentally a call for researchers to conduct quantitative testing of such relationships to derive more reliable understanding and practical applications.

Rather than presenting empirical findings, this paper reveals to managers that visibility, risk management orientation and reduced network complexity have been the main predictive antecedents of supply chain robustness (as discussed in the academic literature). This provides a potentially important signal as to where to invest resources.

The study is the first to develop a formal definition of supply chain robustness and to establish a comprehensive theoretical framework for understanding the construct.

At the heart of realizing superior product development there seems to be the development of organizational mechanisms that fuel team vision. In light of this, the purpose of this paper is to build and empirically test a conceptual model (input‐process‐output) of team vision at the product development level to establish the relationship between the contextual antecedents such as trust and learning culture (inputs), team vision (process) and product development performance in terms of process outcomes (i.e. team effectiveness) and product outcomes (i.e. value to customer).

Evidence is drawn from a sample of 80 Spanish product developments. Data are analyzed through confirmatory factor analysis and path analysis based on composite scores, supported by Lisrel.

Results show that team vision in combination with an organizational context, built upon a learning culture and trust, has a positive impact on product development performance. This influence is higher in terms of process outcomes than in terms of product outcomes. Also, the impact of learning culture on team vision and performance is higher than the impact of trust.

The findings open up new research questions about the role of team vision within product development. Research studies taking into account the development of an organizational context that promotes trust‐based relationships and a learning culture would be helpful in order to draw further conclusions.

The paper provides managers with convincing evidence of the need to foster team vision in product development.

The paper reduces the relative lack of empirical work within existing models about team vision and extends the existing research on team vision to the product development level.

The specification of business services (BS) is one of the key factors for success in service provision. Researchers and practitioners have identified a set of problems in BS specification, namely: communication problems between providers and buyers, inaccurate specifications and changes in requirements. These problems were identified in the software engineering (SE) field many years ago, resulting in the development of many techniques and tools to address them. Given the similarities between the two fields, the purpose of this paper is to identify the main lessons learned in SE and to propose how they can be adapted to the BS field.

The paper takes the form of a literature study and presents a conceptual solution.

To address communications problems and inaccuracies in BS specification, a formal requirements specification stage is required. Requirements should be set out in a well‐structured written, definition, document which can be used at a subsequent stage for design of the service (the definition of the solution). A requirements document for BS is proposed based on BS literature and SE methods. This document is based on the approaches used in the SE field for improving communication and reducing inaccuracies and covers the information needed in the BS field for specifying a business service. Second, a life cycle approach is proposed based on SE practice. It is shown that different lifecycle sequences can be used depending on the degree of fluidity in the communication between buyer and provider, the complexity of the BS and the stability of their requirements, with a repetitive process where specification and design are revisited iteratively and/or incrementally often being the most appropriate. This approach helps to stabilise requirements and to avoid inaccuracies being made in the specification.

This paper is literature based. Although still untested empirically in the BS field, the recommended approach has been intensively proved in the SE field.

Requirements specification is a necessary (monetary, time and resource) cost for successful BS provision. The BS industry must realise that requirements have to be set down in writing and agreed upon with customers before initiating the design of the service.

The purpose of this paper is to propose a process‐modelling method that is based on methods from both operations management (OM) and service operations management (SOM), which complies with the special requirements of servitised manufacturers.

After a comprehensive literature review of organisational change in servitised manufacturers, the requirements for modelling industrial services are established. In addition, existing business process‐modelling methods from OM and SOM are classified and related to these requirements. A modelling method that is adapted to the needs of servitised manufacturers is proposed, and the practical advantages of this methodology are explored in an exemplary case study of a machine tool manufacturer.

This paper suggests that existing instruments that have been developed within OM and SOM need considerable adjustment to comply with the needs of servitised manufacturers.

This paper contributes towards mastering the transition from the production of capital goods to the offering of entire solutions by outlining the special requirements of the process structure in a manufacturing company as it turns into a solution‐provider.

Any negative impact of disruptions to supply chain operations can be minimized when different members across the chain collaborate effectively. Firms should, therefore, invest appropriately to develop requisite interpersonal skills and associated capabilities. Such measures enable leaders to develop and enhance the relational and redeployable resilience needed to better combat risks and threats that emerge.