Search results

The purpose of this paper is to focus on the medium‐term planning problem in supply chain networks. Based on a literature review, a comprehensive analytical planning model for the three echelon tactical planning problem in supply chain networks is developed which is applicable in a hierarchical planning frame.

The approach used was mathematical mixed integer programming to model three echelon production‐distribution networks embedded in the supply chain planning matrix frame. Application of the model in a multi‐site planning process based on a case study from the industrial transformer supply chain was also undertaken.

Integrated multi‐period medium‐term planning with customer oriented single sourcing is an efficient method to implement mathematical optimal solutions in practice as it provides comprehensive tactical plans and network designs. These can be used for scenario analysis in a coordination process with independent supply chain partners.

The implementation of a mathematical optimal plan in a complex business network structure requires a big‐bucket model solution to grant the plan's stability via sufficient time buffers.

The paper displays development of a multi‐period three echelon tactical production‐distribution‐transportation model with different capacities, transportation modes, product types and single sourcing decisions.

This paper aims to deal with integrated planning and scheduling problem in multi-site manufacturing environment and provides a comprehensive review of literature. Classification schemes and various aspects of planning and scheduling problem in multi-site manufacturing are highlighted.

A structured review methodology is adopted to classify the relevant literature. Taxonomy for classification of the problem is presented, followed by review of modelling approaches, solution strategies and challenges faced in multi-site integrated planning and scheduling problem.

The paper is concluded with interesting research findings and a short view on directions related to modelling approach, solution strategy and technique for further developments in the area of multi-site integrated planning and scheduling.

The findings of this study would be helpful for future researchers and practitioners to provide a knowledge base and to further work in this area.

This study attempts to consolidate the diverse literature available and highlight the various aspects of planning and scheduling in multi-site manufacturing.

The purpose of this paper is to explain how theories of inter-organizational learning can create new insights and nuances to how processes of intra-organizational learning come about in a single, complex and multi-sited organization.

A constructivist thematic analysis of the “Handbook of Feminist Foreign Policy” produced by the Swedish Ministry of Foreign Affairs (SMFA) is completed, exploring the organization’s own presentation of the complex learning processes that took place when implementing the new policy in 2014.

The literature on inter-organizational learning has a so far unexplored explanatory potential to understand learning processes that take place in complex, multi-sited organizations. This case demonstrates why and how this potential is relevant to exploit. Five themes are constructed from the analysis; four pointing out how gender mainstreaming is spread throughout the different parts of the organization and one detailing how the learning process has provided the SMFA knowledge exportable to other organizations.

Due to the complexity in large, multi-sited organizations today, this paper argues what is classically understood as solely inter-organizational processes could also apply to a single organization, as the learning processes this engages in, transitions intra- and inter-organizational learning. The study advances current understandings through exploring mechanisms of gender mainstreaming.

This study sought to identify the organizational factors associated with team and network effectiveness of the Athena Breast Health Network, a multi-site collaboration between five University of California health systems.

Providers, managers, and support staff completed self-administered surveys over three years. Statistical analyses at the network and medical center levels tested hypotheses regarding the correlates of effective teams and perceived network effectiveness over time.

Perceived team effectiveness was positively correlated with group culture and environments which support collaboration, negatively correlated with hierarchical culture, and negatively associated with professional tenure at year two. As measured by increasing team effectiveness scores over time and Athena’s potential impact on patient care, perceived network effectiveness was positively associated with team effectiveness.

Results do not allow us to conclude that a certain type of culture “causes” team effectiveness or that team effectiveness “causes” greater perceptions of progress over time. Subsequent studies should examine these variables simultaneously. Further research is needed to examine the role of payment incentives, internal reward systems, the use of electronic health records, public disclosure of performance data, and depth of leadership within each organization and within the network overall.

Focusing on group affiliation and participation may improve team member perceptions regarding effectiveness and impact on patient care.

Relatively little is known about the adaptive processes that occur within inter-organizational networks to achieve desired goals, and particularly the roles played by multi-disciplinary inter-professional teams. We studied a network comprising multiple campuses actively involved in better understanding, preventing, and treating a complex disease.

The purpose of this paper is to explore what potential benefits may be achieved by using advanced planning and scheduling (APS) systems in the sales and operations planning (S&OP) process.

The paper investigates benefits at the S&OP process level by interviewing APS experts and APS users. Several methods have been used; literature review, Delphi study, and a case study at a company in the chemical industry which uses APS system support in the S&OP process.

Three types of potential benefits were found to be achieved when using APS systems in the S&OP process; benefits concerning decision support, planning efficiency and learning effects. The most common type was decision support benefits according to APS users and APS experts. The results from the case company showed that the benefits perceived in the different S&OP activities differed. In the activities concerning the preparation and generation of delivery plans, the perceived benefits mainly concerned learning effects. In the activities concerning the generation of a production plan, the benefits were foremost found in planning efficiency. In the S&OP meeting decision support benefits were highest valued. The reason for the different results can be explained by the aim of the activity, how APS was used in the activity, the user characteristics and the design of the model and access and quality of planning data.

The focus of this paper is on potential benefits of APS systems in the S&OP process only, not the costs. It has established a typology of potential benefits. No validation in form of statistical analysis has been done. The empirical analysis is mainly based on findings from a single case study.

The findings about the types of APS potential will assist companies in understanding the benefits they can expect from its use in the S&OP process. The case study analysis gives further insight into how APS can be employed and what benefits different APS user categories can expect when it is used in an appropriate way.

The knowledge about which benefits that can be achieved when using APS in the S&OP process is quite unexplored. This paper fills some of these gaps.

The purpose of this paper is to analyze the operations of the quality management systems (QMS) in multinational companies, and develop a framework for classifying the QMS features based on the global operational and marketing structures arising from their expansion process. This paper is based on doctoral research conducted at the Department of Statistics, University of Haifa, Israel in 2007–2015.

This study used the innovative approach of adopting a systems perspective in analyzing the operation of a global QMS. In total 18 multinational companies at different levels of global expansion were studied in depth using observations, longitudinal studies, content analyses and depth interviews.

The result of this study is the global hierarchical model (GHM) that presents a classification of representative global operational and marketing structures deriving from the expansion process of multinational companies, and the extrapolated features of the respective global QMS.

This classification serves as a diagnostic tool for identifying the proper globalization level of a QMS, thereby helping plan global quality strategy and identifying the steps necessary for its effective implementation.

This research seeks to fill a lacuna in the field of global quality system development with regard to modes of competition and challenge. Integration of strategic, operational and marketing rationales into the QMS’s processes augments the functional level of management and supports the development of a strategy for global quality management that is derived from and supports the company’s global strategy.

In multi-sited ethnography, “following” (of, e.g. persons, objects and events) is used as a device to structure fieldwork. The purpose of this paper is to problematize and substantiate the notion of following, illustrating that, when adopting a “following” strategy, the endless number of potential trails one could follow may lead a fieldworker to be both everywhere and nowhere at once.

This paper is based on the experiences and insights derived from a multi-sited ethnography of the strategic collaborations that emerged after the Dutch healthcare reform of 2015. Fieldwork was conducted between 2015 and 2017, and consisted of participant observations, shadowing and interviews.

An approach well suited to studying the contemporary problems that cut across organizational boundaries, multi-sited ethnography is both valuable and more challenging due to: (1) the continuous need to negotiate access, which stimulates the researcher to reflect on his or her positionality in the field; (2) the inevitable pressure it puts on a researcher to “unfollow” their field(s) and to regain critical distance and (3) its perplexing ability to highlight the lack of a whole, unveiling instead a plethora of perspectives across sites which may or may not align.

This paper ends with three key considerations for future multi-sited research endeavours.

Although the metaphor of following can help to structure fieldwork, the practice of following in multi-sited ethnography is not as straightforward as it appears: there are countless potential “paths” to follow, and researchers themselves must decide which trails to choose and when to step back and “unfollow” their field(s).

The purpose of this paper is to highlight the challenges facing the quality management system (QMS) of parent and subsidiary companies within the dynamics of multinational mergers, acquisitions and strategic partnerships, and to present guidelines for developing a global quality strategy.

The quality systems of 18 multinational companies at different stages of mergers and acquisitions (M&A) processes and different global expansion levels were studied in depth using observations, content analyses and interviews with CEOs and operational and quality managers in parent or subsidiary companies.

As part of the M&A process, not enough consideration is given to the functional aspects and challenges facing the QMS of subsidiaries, and to the integration of the subsidiary QMS into the corporate QMS. The findings highlight the strategic role of the parent company in creating a corporate QMS and developing a corresponding global quality strategy.

The classification of the challenges facing the parent and subsidiary QMS forms a diagnostic tool that supports a functional preparedness for integrating quality systems, while addressing their local needs, integrating them into the global activity of the system, and utilizing the growing integrative array of resources and capabilities to achieve global value.

While M&A is perceived as a strategic topic, it has direct impact on the QMS. This study outlines a necessary conjoining of quality management and strategy, which is the key to global quality management.

A detailed multi‐site study has been undertaken to determine the variation in the positional accuracy of circuit features in the manufacture of large panel High‐Density Interconnect (HDI) printed circuit boards. The imaging stages were particularly referenced when it was shown that photo‐tool variation between 7 sites on 19 different photo‐plotters from 3 manufactures differed by substantially more than the typical HDI design rule. After photo‐plotter optimisation the residual errors between them were commonly of 2 types. It was concluded that the errors introduced in the standard photo‐tooling process were such that it was not possible to produce guaranteed yields on large HDI panels. It has been shown that the use of LDI can reduce costs and speed up the photo‐tooling production process. 3 different LDI machines were evaluated to study the concept of large panel high volume production. One was chosen for a long‐term study which concluded that HDI panels up to 30×24″ could be produced with the accuracy required for HDI designs. The output was approximately 9,000 scans per week but the productivity of circuit boards per panel was substantially improved with the larger panel size. It is feasible to double the throughput with the development of improved handling systems.

The general purpose of the paper is to improve supply chain (SC) responsiveness and agility by developing advanced planning and scheduling (APS) with collaboration process into agile supply and demand networks (ASDN).

Some industrial examples are presented to extract the APS requirements, then business models that are supported by analytical models are developed into APS modules to respond to the requirements. At the end, the modules are attached into an ASDN simulator to measure the benefit of the APS with collaboration process.

The results show that the APS with collaboration process is superior to existing APS software in terms of promising lead times to customers at minimum inventory level.

Since the APS with collaboration process cannot optimize transportation planning, SCs cannot therefore optimize networks by finding the optimum network configuration. Currently, the simulator needs to be tested in several possible network scenarios to find the optimal network configuration.

The APS with collaboration process makes it possible to give guaranteed lead times at minimum inventory level. Furthermore, it is possible to combine the APS with collaboration process with enterprise resources planning or MRP II by considering the criticality of the planning.

The attachment of APS with collaboration process business into ASDN represents the original aspect of this paper.