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Article
Publication date: 22 June 2012

Marcelo Bronzo, Marcos Paulo Valadares de Oliveira and Kevin McCormack

How do planning and capabilities affect operational performance? This paper aims to formulate hypotheses comprising correlations amongst those constructs in an integrated approach…

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Abstract

Purpose

How do planning and capabilities affect operational performance? This paper aims to formulate hypotheses comprising correlations amongst those constructs in an integrated approach for industrial companies, considering the source, make and deliver process areas.

Design/methodology/approach

Based on a survey of 164 Brazilian industrial companies, analysis of data was conducted including descriptive statistics, evaluation of a research model's internal scale reliability, statistical construct path analysis, and structural equation modeling.

Findings

The findings indicate that planning and capabilities must be taken as inter‐related initiatives that jointly influence operations performance. Significant correlations were found amongst these constructs in the source, make and deliver process areas. The model tested on this study was able to explain 84 percent of the variation in the overall performance of the companies sampled.

Research limitations/implications

The reference model was tested using a diversified sample of Brazilian industrial organizations and did not include service or other types of organizations, thereby limiting the generalizability of the results and conclusions. The findings suggest a balanced weight of operations capabilities and planning. Both play an important role on performance. These results can drive organizational strategy, indicating that companies should look to their capabilities, but that developing planning activities driven to the market should be considered mandatory.

Originality/value

Whereas some aspects of the relationship between planning and performance as well as the relationship between capabilities and performance have been reviewed in early contributions, few studies have addressed these complex mediations using an integrated process value approach.

Article
Publication date: 1 October 2002

Ian Sadler and Peter Hines

Planning processes for the operations of entire supply chains require examination because business competition demands coherent strategies from them. Research into processes for…

3673

Abstract

Planning processes for the operations of entire supply chains require examination because business competition demands coherent strategies from them. Research into processes for strategic operations planning has defined the steps and procedures required. Some research has partially addressed planning processes for integrated supply chains. The present research begins to specify a process and investigate how a team of managers from the companies in a supply chain can be helped to formulate strategic plans for operating the whole chain, to benefit each company and to benefit the whole chain. Building on previous research, this theoretically‐based paper proposes a framework to enable such a process. This chain‐wide planning process is illustrated in an Australian meat processing supply chain, with encouraging results.

Details

Supply Chain Management: An International Journal, vol. 7 no. 4
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 1 April 1994

Chwen Sheu and John G. Wacker

The management in non‐profit humanitarian organizations is oftenpreoccupied with its welfare objectives and ignores the operationsefficiency and operating cost controls. Proposes…

2602

Abstract

The management in non‐profit humanitarian organizations is often preoccupied with its welfare objectives and ignores the operations efficiency and operating cost controls. Proposes an operationsplanning and control framework for small non‐profit humanitarian organizations. The proposed framework integrates several operations management‐planning tools such as time series forecasting, aggregate production planning, ABC analysis, and material requirements planning (MRP) to facilitate better demand and resource management. The purpose of this framework is to provide management with better resource planning and a base of performance evaluation. Using real data, this framework was applied to a non‐profit organization taking into consideration its unique welfare objective. Results indicate that substantial improvements in operations efficiency and cost reduction are possible for small non‐profit organizations through modified operationsplanning and control activities.

Details

International Journal of Operations & Production Management, vol. 14 no. 4
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 February 2005

Premaratne Samaranayake

The main purpose of this paper is to document the research on development of a conceptual framework for the supply chain. The aims of the research were to develop an integrated…

12681

Abstract

Purpose

The main purpose of this paper is to document the research on development of a conceptual framework for the supply chain. The aims of the research were to develop an integrated framework, and to provide a methodology for planning of many components in the supply chain such as suppliers, materials, resources, warehouses, activities and customers. The proposed framework is based on the unitary structuring technique where bills of materials, bills of warehouses, project networks and operations routings, in both manufacturing and distribution networks, are combined into a single structure.

Design/methodology/approach

The framework is described along with illustrated numerical examples in the manufacturing and distribution environments.

Findings

The numerical testing has shown that each network in the supply chain provides an integrated approach to planning and execution of many components, and is capable of providing visibility, flexibility and maintainability for further improvement in the supply chain environment.

Originality/value

The framework and planning approach developed in this research are new in the area of supply chain management and provide a foundation for planning, control and execution in supply chain in various industries.

Details

Supply Chain Management: An International Journal, vol. 10 no. 1
Type: Research Article
ISSN: 1359-8546

Keywords

Book part
Publication date: 1 November 2007

Irina Farquhar and Alan Sorkin

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative…

Abstract

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

Details

The Value of Innovation: Impact on Health, Life Quality, Safety, and Regulatory Research
Type: Book
ISBN: 978-1-84950-551-2

Article
Publication date: 19 October 2012

Premaratne Samaranayake and Senevi Kiridena

The purpose of this paper is to examine how certain limitations of the current approaches to planning and scheduling of aircraft heavy maintenance can be addressed using a single…

3730

Abstract

Purpose

The purpose of this paper is to examine how certain limitations of the current approaches to planning and scheduling of aircraft heavy maintenance can be addressed using a single integrated framework supported by unified data structures.

Design/methodology/approach

The “unitary structuring technique”, originally developed within the context of manufacturing planning and control, is further enhanced for aircraft heavy maintenance applications, taking into account the uncertainty associated with condition‐based maintenance. The proposed framework delivers the advanced functionalities required for simultaneous and dynamic forward planning of maintenance operations, as well as finite loading of resources, towards optimising the overall maintenance performance.

Findings

Execution of maintenance operations under uncertainty involves materials changes, rectification and re‐assembly. It is shown that re‐scheduling of materials (spare‐parts), resources and operations can be taken care of by simultaneous and dynamic forward planning of materials and operations with finite loading of resources, using the integrated framework.

Research limitations/implications

As part of adopting the proposed framework in practice, it needs to be guided by an overall methodology appropriate for application‐specific contexts.

Practical implications

The potential direct benefits of adopting the proposed framework include on‐time project completion, reduced inventory levels of spare‐parts and reduced overtime costs.

Originality/value

Existing approaches to aircraft maintenance planning and scheduling are limited in their capacity to deal with contingencies arising out of inspections carried out during the execution phase of large maintenance projects. The proposed integrated approach is, capable of handling uncertainty associated with condition‐based maintenance, due to the added functionalities referred to above.

Details

Journal of Quality in Maintenance Engineering, vol. 18 no. 4
Type: Research Article
ISSN: 1355-2511

Keywords

Article
Publication date: 1 April 1986

The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

2052

Abstract

The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

Details

Management Decision, vol. 24 no. 4
Type: Research Article
ISSN: 0025-1747

Article
Publication date: 1 February 1988

Overview All organisations are, in one sense or another, involved in operations; an activity implying transformation or transfer. The major portion of the body of knowledge…

3744

Abstract

Overview All organisations are, in one sense or another, involved in operations; an activity implying transformation or transfer. The major portion of the body of knowledge concerning operations relates to production in manufacturing industry but, increasingly, similar problems are to be found confronting managers in service industry. It is only in the last decade or so that new technology, involving, in particular, the computer, has encouraged an integrated view to be taken of the total business. This has led to greater recognition being given to the strategic potential of the operations function. In order to provide greater insight into operations a number of classifications have been proposed. One of these, which places operations into categories termed factory, job shop, mass service and professional service, is examined. The elements of operations management are introduced under the headings of product, plant, process, procedures and people.

Details

Management Decision, vol. 26 no. 2
Type: Research Article
ISSN: 0025-1747

Content available
Article
Publication date: 10 February 2022

Buddhi A. Weerasinghe, H. Niles Perera and Phillip Kießner

This paper examines how the altering nature of planning decisions affects operational efficiency in seaport container terminals. The uncertainty and the role of the planner were…

1540

Abstract

Purpose

This paper examines how the altering nature of planning decisions affects operational efficiency in seaport container terminals. The uncertainty and the role of the planner were investigated considering the dynamic integrated planning function of the quay to yard interface.

Design/methodology/approach

A system dynamics model has been built to illustrate the integrated dynamic environment. Data collection was conducted at a leading container terminal at a hub port. The model was simulated for different scenarios to derive findings.

Findings

The planner has been identified as the agent who makes alterations between the initial operational plan and the actual plan. The initial plan remains uncertain even when there is no impact from crane breakdowns, requiring a significant number of alterations to be made. The planner who had worked on the yard plan had altered (approximately 45%) the initial plan than the alterations done by the planner who had worked on the vessel plan. As a result, the feedback loop that is created by the remaining moves at each hourly operation influences the upcoming operation as much as crane breakdowns influence.

Originality/value

The uncertainty and the role of the planner were investigated considering the dynamic integrated planning function of the quay to yard interface. The findings of this study are significant since terminal efficiency is examined considering the quayside and landside as an integrated system.

Details

Maritime Business Review, vol. 8 no. 1
Type: Research Article
ISSN: 2397-3757

Keywords

Article
Publication date: 18 April 2016

Lukas Goretzki and Martin Messner

This paper aims to examine how managers use planning meetings to coordinate their actions in light of an uncertain future. Existing literature suggests that coordination under…

1730

Abstract

Purpose

This paper aims to examine how managers use planning meetings to coordinate their actions in light of an uncertain future. Existing literature suggests that coordination under uncertainty requires a “dynamic” approach to planning, which is often realized in the form of rolling forecasts and frequent cross-functional exchange. Not so much is known, however, about the micro-level process through which coordination is achieved. This paper suggests that a sensemaking perspective and a focus on “planning talk” are particularly helpful to understand how actors come to a shared understanding of an uncertain future, based upon which they can coordinate their actions.

Design/methodology/approach

This paper builds upon a qualitative case study in the Austrian production site of an international manufacturing company. Drawing on a sensemaking perspective, the paper analyses monthly held “planning meetings” in which sales and production managers discuss sales forecasts for the coming months and talk about how to align demand and supply.

Findings

The authors show how collective sensemaking unfolds in planning meetings and highlight the role that “plausibilization” of expectations, “calculative reasoning” and “filtering” of information play in this process. This case analysis also sheds light on the challenges that such a sensemaking process may be subject to. In particular, this paper finds that competing hierarchical accountabilities may influence the collective sensemaking process and render coordination more challenging.

Originality/value

The paper contributes to the hitherto limited management accounting and control literature on operational planning, especially its coordination function. It also extends the management accounting and control literature that draws on the concept of sensemaking. The study shows how actors involved in planning meetings create a common understanding of the current and future situation and what sensemaking mechanisms facilitate this process. In this respect, this paper is particularly interested in the role that accounting and other types of numbers can play in this context. Furthermore, it theorizes on the conditions that allow managers to overcome concerns with hierarchical accountabilities and enact socializing forms of accountability, which is often necessary to come to agreements on actions to be taken.

Details

Qualitative Research in Accounting & Management, vol. 13 no. 1
Type: Research Article
ISSN: 1176-6093

Keywords

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