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Article
Publication date: 27 July 2018

Amy V. Benstead, Linda C. Hendry and Mark Stevenson

The purpose of this paper is to investigate how horizontal collaboration aids organisations in responding to modern slavery legislation and in gaining a socially…

Abstract

Purpose

The purpose of this paper is to investigate how horizontal collaboration aids organisations in responding to modern slavery legislation and in gaining a socially sustainable competitive advantage.

Design/methodology/approach

Action research has been conducted in the textiles and fashion industry and a relational perspective adopted to interpret five collaborative initiatives taken to tackle modern slavery (e.g. joint training and supplier audits). The primary engagement has been with a multi-billion pound turnover company and its collaborations with 35 brands/retailers. A non-government organisation and a trade body have also participated.

Findings

Successful horizontal collaboration is dependent on both relational capital and effective (formal and informal) governance mechanisms. In collaborating, firms have generated relational rents and reduced costs creating a socially sustainable competitive advantage, as suggested by the relational perspective. Yet, limits to horizontal collaboration also exist.

Research limitations/implications

The focus is on one industry only, hence there is scope to extend the study to other industries or forms of collaboration taking place across industries.

Practical implications

Successful horizontal collaborative relationships rely on actors having a similar mindset and being able to decouple the commercial and sustainability agendas, especially when direct competitors are involved. Further, working with non-business actors can facilitate collaboration and provide knowledge and resources important for overcoming the uncertainty that is manifest when responding to new legislation.

Social implications

Social sustainability improvements aim to enhance ethical trade and benefit vulnerable workers.

Originality/value

Prior literature has focussed on vertical collaboration with few prior studies of horizontal collaboration, particularly in a socially sustainable supply chain context. Moreover, there has been limited research into modern slavery from a supply chain perspective. Both successful and unsuccessful initiatives are studied, providing insights into (in)effective collaboration.

Details

International Journal of Operations & Production Management, vol. 38 no. 12
Type: Research Article
ISSN: 0144-3577

Keywords

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Article
Publication date: 10 November 2017

Maysara Sayed, Linda C. Hendry and Marta Zorzini Bell

The purpose of this study is to empirically investigate the impact of institutional pressures, institutional logics and institutional complexity on Sustainable Supply…

Abstract

Purpose

The purpose of this study is to empirically investigate the impact of institutional pressures, institutional logics and institutional complexity on Sustainable Supply Chain Management (SSCM) practices across mixed public and private sector supply chains.

Design/methodology/approach

Multi-case study data were collected from three tiers of food and catering supply chains: the customer/consumer tier; focal public sector UK Universities; and private sector suppliers/contractors.

Findings

The findings indicate that: normative and mimetic pressures are more prevalent in focal Universities, compared to suppliers; there is typically no single dominant logic across these supply chains; and the multiplicity of institutional logics (e.g. sustainability logic versus financial logic) increases institutional complexity. Therefore, in the typical case of homogeneity in terms of institutional pressures and logics, e.g. with a dominant sustainability logic throughout the supply chain, radical change in SSCM practices is facilitated. In contrast, in the more typical case when there is heterogeneity, with competing logics at different supply chain tiers, this limits SSCM to more incremental changes in practices.

Research limitations/implications

This study is limited to three tiers of the food and catering supply chains of UK Universities.

Practical implications

To aid in the successful implementation of SSCM, this study suggests a need for managers to develop an initial understanding of the prevailing institutional logics and pressures at different tiers of the supply chain.

Social implications

A number of the SSCM practices studied address social sustainability.

Originality/value

No previous studies have empirically investigated the impact of institutional complexity in the context of SSCM practices across supply chains, involving both mixed public and private sector organisations.

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Article
Publication date: 3 October 2016

Elliot Simangunsong, Linda C. Hendry and Mark Stevenson

The purpose of this paper is to empirically investigate effective management strategies for 14 sources of supply chain uncertainty, with a particular emphasis on…

Abstract

Purpose

The purpose of this paper is to empirically investigate effective management strategies for 14 sources of supply chain uncertainty, with a particular emphasis on uncertainties or strategies that involve ethical issues.

Design/methodology/approach

Manufacturing strategy theory, underpinned by alignment and contingency theory, is used as the theoretical foundation. Multi-case study data are collected from 12 companies in the Indonesian food industry, including four focal manufacturers, four first-tier suppliers, and four first-tier customers (retailers).

Findings

Within the context of appropriately aligned management strategies to address 14 sources of uncertainty, three ethical issues are empirically identified: first, collusion amongst suppliers to ration supplies and increase prices; second, unethical influences on government policy; and third, “abuse” of power by large retailers at the expense of smaller competitors. Joint purchasing is argued to be a key strategy for combatting the first of these ethical issues.

Research limitations/implications

The study is limited to the Indonesian food industry, and so further research is needed in other cultures/contexts.

Practical implications

Management strategies that aim to reduce an uncertainty at its source lead to better overall supply chain performance than strategies that merely cope with uncertainty, which only have an impact on firm-level performance.

Social implications

The ethical issues identified have implications for fair negotiations between customers and suppliers.

Originality/value

This study is unique in its in-depth case study-based empirical investigation of the management of multiple supply chain uncertainties; and in its discussion of ethical issues in this context.

Details

International Journal of Operations & Production Management, vol. 36 no. 10
Type: Research Article
ISSN: 0144-3577

Keywords

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Article
Publication date: 1 November 1992

Linda C. Hendry

The management of customer enquiries is a particularly pertinentissue for make‐to‐order companies in which each enquiry concerns aunique order. Such companies must make…

Abstract

The management of customer enquiries is a particularly pertinent issue for make‐to‐order companies in which each enquiry concerns a unique order. Such companies must make tenders which are both competitive and realistic in terms of characteristics such as the delivery date and price, if they are to win the order and to secure future orders. Often, the need to ensure that a tender is realistic is given a low priority and thus orders that are won are delivered late and/or made at a loss. Proposes a Decision Support System which assists in determining tenders which are both realistic and competitive. Input/output control is used so that the input in terms of orders is controlled at the same time as the output is controlled in terms of capacity.

Details

International Journal of Operations & Production Management, vol. 12 no. 11
Type: Research Article
ISSN: 0144-3577

Keywords

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Article
Publication date: 1 July 1991

Linda C. Hendry

Make‐to‐order (MTO) companies manufacture goods to customer specification. They produce a large number of different items, each unique because of the particular…

Abstract

Make‐to‐order (MTO) companies manufacture goods to customer specification. They produce a large number of different items, each unique because of the particular requirements of each customer. These companies do not commence production of any item until they have a firm order and have agreed a price and delivery date with the customer. Their characteristics and manufacturing management problems contrast sharply with those of Make‐to‐stock (MTS) companies, which mass produce a small variety of similar items. As most of the research to date has been aimed at the latter type of company, the need to develop manufacturing management systems specifically for the MTO sector is evident. A thorough review of the literature carried out at Lancaster illustrated that even modern manufacturing management systems such as Optimised Production Technology (OPT) and Just‐in‐Time (JIT) have failed to address the specific problems of this sector of manufacturing.

Details

Management Research News, vol. 14 no. 7/8/9
Type: Research Article
ISSN: 0140-9174

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Article
Publication date: 1 November 1998

Linda C. Hendry

The world of manufacturing has recently undergone many major changes leading to guidelines on what is “best practice” or world class manufacturing (WCM) in terms of both…

Abstract

The world of manufacturing has recently undergone many major changes leading to guidelines on what is “best practice” or world class manufacturing (WCM) in terms of both methods of operation and of performance. These guidelines are based on the companies that have been most successful, mainly the mass production industry, that has been transformed into the mass customisation sector. This paper argues that such guidelines cannot be entirely appropriate to other industry sectors, in particular to the traditional “make‐to‐order” (MTO) sector. The highly variable customer demand in this sector often means that it is strategically desirable to retain a job shop layout for at least part of the business, rather than converting the business to a series of focused cells. This paper seeks to propose a set of alternative guidelines on how MTO companies that choose to retain a job shop layout should attempt to attain WCM status. To justify the proposals, it presents some case study evidence giving two examples of companies that have remained job shops and explaining how one of them has nonetheless made substantial improvements in performance and practice.

Details

International Journal of Operations & Production Management, vol. 18 no. 11
Type: Research Article
ISSN: 0144-3577

Keywords

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Article
Publication date: 5 January 2015

Marta Zorzini, Linda C. Hendry, Fahian Anisul Huq and Mark Stevenson

The purpose of this paper is to determine the state-of-the-art in socially responsible sourcing (SRS) research, leading to an agenda for further work; and to evaluate the…

Abstract

Purpose

The purpose of this paper is to determine the state-of-the-art in socially responsible sourcing (SRS) research, leading to an agenda for further work; and to evaluate the use of theory in this context. SRS is defined as the upstream social issues within the sustainability literature, where social issues include human rights, community development and ethical issues but exclude environmental concerns.

Design/methodology/approach

A systematic literature review of 157 papers that include SRS published in ABS listed journals. The papers have been analysed according to their research content, with a particular focus on the use of pre-existing theories.

Findings

Key findings for researchers and managers alike include an analytical discussion of strategies developed to date to embed SRS in an organisation; and key research gaps include a particular need to consider the supplier perspective in developing countries. In terms of the use of theory, a typology is proposed, which (in ascending order of effectiveness) is as follows: theory dressing, theory matching, theory suggesting/explaining and theory expansion.

Research limitations/implications

The review is limited to papers published in the ABS list; and the analysis of the use of theory is limited to the SRS literature. The findings suggest that insightful papers can be written without any use of theory but that as a field develops, a greater depth of application of theory is needed to aid understanding.

Originality/value

This is the only review that focuses exclusively on social issues SRS, excluding environmental issues, thus allowing for a greater depth of discussion on social issues; and is unique in its detailed critical analysis of the use of theory.

Details

International Journal of Operations & Production Management, vol. 35 no. 1
Type: Research Article
ISSN: 0144-3577

Keywords

Content available
Article
Publication date: 6 February 2009

Abstract

Details

International Journal of Operations & Production Management, vol. 29 no. 2
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 18 October 2018

Linda Caroline Hendry, Mark Stevenson, Jill MacBryde, Peter Ball, Maysara Sayed and Lingxuan Liu

The purpose of this paper is to investigate how local supply chains prepare for and respond to the threats and opportunities presented by constitutional change, thereby…

Abstract

Purpose

The purpose of this paper is to investigate how local supply chains prepare for and respond to the threats and opportunities presented by constitutional change, thereby building resilience.

Design/methodology/approach

Multiple case study analysis of 14 firms in the food sector is presented in the context of the UK’s impending exit from the European Union (Brexit). Organisations studied include farmers, processors, retailers and non-government organisations (NGOs). Data from interviews and roundtable discussions has been interpreted using the dynamic capabilities perspective, covering the sensing, seizing, and transforming stages.

Findings

The data highlights the importance of both vertical and horizontal collaboration between supply chain actors as they seek to anticipate the impact of the disruption and influence the future shape of the constitution. There is also evidence to suggest firms in possession of dynamic capabilities can innovate to build resilience and enhance their competitive position. Characteristics of the disruption posed by constitutional change are identified and contrast with those of many other threats more typically described in the literature. As a result, the process of building resilience is different.

Research limitations/implications

The study could be extended to include post-Brexit interviews to further understand the seizing and transforming stages whilst the impact of Brexit on actors that remain within the EU could also be considered.

Practical implications

Practitioners need to work together to influence the future shape of the constitution; and they need to reconfigure their operations and supply chains where necessary to become more resilient to the threat posed by Brexit, such as by reducing their reliance on EU funding streams and trade. The study also has policy implications.

Originality/value

The first study of supply chain resilience to constitutional change and a rare empirical study of resilience across multiple supply chain tiers.

Details

International Journal of Operations & Production Management, vol. 39 no. 3
Type: Research Article
ISSN: 0144-3577

Keywords

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Article
Publication date: 4 January 2013

Linda Hendry, Yuan Huang and Mark Stevenson

The purpose of this paper is to present a successful implementation of a comprehensive workload control (WLC) concept; and to describe the associated implementation process.

Abstract

Purpose

The purpose of this paper is to present a successful implementation of a comprehensive workload control (WLC) concept; and to describe the associated implementation process.

Design/methodology/approach

Longitudinal action research using a contingency‐based approach to ensure alignment between the case company and the characteristics of the WLC approach; and the resulting expected improvements in performance. A set of 17 issues and responses from the literature is used as a checklist for implementing WLC.

Findings

Performance improvements include: reduced lead times; significant improvement in lateness and tardiness; reduced costs; improved internal and external co‐ordination; and higher quality. The relevance of 15 of the 17 implementation issues is confirmed along with the same response as in previous research for ten issues and an improved response for five issues. In addition, three new issues are identified and addressed.

Research limitations/implications

Dependability was a more important competitive priority in this company than speed; and, therefore, the ability of WLC to reduce lead times was not fully assessed.

Practical implications

The importance of a contingency‐based approach to production planning and control is confirmed. Comprehensive WLC approaches are closely aligned with the high‐variety/low‐volume context of make‐to‐order (MTO) companies.

Originality/value

This is the first paper that empirically demonstrates performance improvements resulting from WLC alongside a detailed discussion of the implementation process. Few examples of successful implementations have been published previously, and these tend to treat the implementation process as a “black box”. Where more detail on the implementation process has been given in previous studies, evidence of effectiveness in practice was not provided.

Details

International Journal of Operations & Production Management, vol. 33 no. 1
Type: Research Article
ISSN: 0144-3577

Keywords

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