This paper proposes a framework that describes the boundary spanning supply chain management (SCM) initiatives taken by leading companies. Supported by existing literature…
This paper proposes a framework that describes the boundary spanning supply chain management (SCM) initiatives taken by leading companies. Supported by existing literature and interviews with managers from large companies reflecting a cross section of businesses, the framework suggests four motivating domains or factors that could support SCM initiatives. They are supply chain understanding, design, improvement, and coordination. Based on the sand cone model, the framework also suggests four levels of SCM integration over which these motivating factors are relevant to the firm and/or supply chain. They range from no integration outside the functional silos of a single firm to a fully integrated multi‐tier supply chain. Unlike existing frameworks that are based upon the flow of material and information through the supply chain, our framework is derived by combining the concept of integration with the motivating domains that characterize SCM initiatives. It captures the combined and overlapping impact of supply chain initiatives from a more strategic perspective and is a useful additional resource for practitioners who seek to chart potential improvements to their supply chain from a competitive standpoint.
This paper uses data from 349 employee involvement (EI) team projects to explore the relationships between process type, operational performance, employee involvement, and…
This paper uses data from 349 employee involvement (EI) team projects to explore the relationships between process type, operational performance, employee involvement, and environmental performance. We investigate the stated goals and outcomes of EI team projects and relationships among these. For repetitive manufacturing processes in particular, we find strong relationships between the operational goals and outcomes of teams and the positive environmental impact outcome. To the extent that environmental performance results from operational systems, this paper suggests that the continuous improvement efforts of operations managers, including EI team projects, can be a key source of environmental improvements. Managers who understand this will take overt steps to leverage their operational improvement systems for environmental gains. From a theory development standpoint, questions are raised regarding the areas of potential synergy between operational and environmental improvement.
Recently many manufacturers have emphasized the enhancement of customer service through increased manufacturing flexibility. Sophisticated models exist for the justification of modern automation technologies which could have an impact on manufacturing flexibility, but practitioners are more likely to utilize a simple tool such as cost‐volume break even analysis. Indeed, much of the difficulty that managers have in justifying modern automation technologies may be due to the shortsightedness of cost‐volume break even analysis. In this paper, we introduce an equally simple justification tool, cost‐volume‐flexibility break even analysis, and explain its use and the benefits accompanying its use.
This paper is based upon a framework which links the effective integration of manufacturing strategy into overall corporate strategy (Wheelwright and Hayes 1985) and…
This paper is based upon a framework which links the effective integration of manufacturing strategy into overall corporate strategy (Wheelwright and Hayes 1985) and corporate attainment of environmental excellence (Winsemius and Guntram 1992). By exploring the practical implications of this framework, the paper suggests that improvement of environmental performance may depend on adequate integration of manufacturing strategy into overall corporate strategy. Hence, situations may commonly exist where corporate goals for environmental excellence remain unachieved due to insufficient development of manufacturing strategy, and manufacturing strategy integration may be a critical prerequisite to environmental excellence.
Explores the interrelationships between environmental issues and manufacturing strategy. Based on the theoretical underpinnings of previous work in the field of…
Explores the interrelationships between environmental issues and manufacturing strategy. Based on the theoretical underpinnings of previous work in the field of manufacturing strategy and insights from an open‐ended and exploratory survey of strategic decision makers in a wide variety of manufacturing settings, attempts to illustrate the potential synergies between environmental management and manufacturing strategy. Expands the models of Wheelwright and Hayes (1985) and Hill (1994) in order to suggest that operational excellence may provide leverage towards environmental excellence for manufacturers.
The purpose of this paper is to study the often overlapping use of the related terms flexibility, agility and responsiveness in the operations management literature to…
The purpose of this paper is to study the often overlapping use of the related terms flexibility, agility and responsiveness in the operations management literature to clarify differences between the terms.
Drawing on the notion of the ladder of abstraction, a conceptual differentiation between the three terms is proposed.
Based on the most common associations of the terms in the literature, the paper proposes a hierarchical interrelationship between the terms in that: flexibility is most commonly associated with the inherent property of systems which allows them to change within pre‐established parameters; agility is predominantly used to describe an approach to organizing that provides for rapid system reconfiguration in the face of unforeseeable changes; and responsiveness commonly refers to a system behavior involving timely purposeful change in the presence of modulating stimuli.
As managers of manufacturing firms strive to improve the performance of their organizations in a highly competitive environment, the paper provides a useful enhanced understanding of the relative roles that flexibility, agility and responsiveness play in their operations strategies. This in turn will enable them to better focus their competitive strategies and investments.
While confusion between the meanings of these terms has been noted by others, the paper is believed to be the first to consider the three terms together and thereby propose a differentiation between them.
Calls attention to an expanded focus for total qualitymanagement(TQM) which includes the environmental impact ofmanufacturing. Just as the concept of TQM forced a change…
Calls attention to an expanded focus for total quality management(TQM) which includes the environmental impact of manufacturing. Just as the concept of TQM forced a change in the economic paradigms of quality, provides empirical evidence that firms seeking a more globalized level of customer satisfaction, one which includes both cost competitiveness and environmentally sound products and processes, have overcome the traditional economic assumption that being environmentally sound reduces productivity. Provides an exploratory discussion which integrates environmental legislation, public concerns and consumer requirements with traditional operations management (OM) thinking in order to support the view of the potential role of TQM in developing synergies between operational performance and environmental excellence.
Volume 25 celebrates the 25th year of publication for the American Journal of Business (AJB). Launched by eight MAC schools of business in March 1986, the Journal has featured more than 700 authors who have contributed more than 330 research articles at the intersection of theory and practice. From accounting to marketing, management to finance, the Journal prominently covers the breadth of the business disciplines as a general business outlet intended for both practitioners and academics. As the Journal reaches out beyond the MAC in sponsorship, authorship, and readership, we assess the Journal’s first quarter century of impact.