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Over the past ten years, intense global competition has forced many firms to examine their business practices and to evaluate how to meet the challenges economic…
Over the past ten years, intense global competition has forced many firms to examine their business practices and to evaluate how to meet the challenges economic globalization has presented. Underlying these efforts has been an examination of strategic priorities and in particular recognition of the need to improve product and process quality. While quality improvement has become a pervasive element of business strategy, allowing some companies to respond to increasing competitive pressures, it has not been universally effective. This study uses a survey of over 300 senior quality personnel to identify the challenges businesses face from globalization and how strategic initiatives, and in particular, quality improvement efforts, are used to respond to them.
Proposes a virtual cellular manufacturing approach to implementing cellular manufacturing systems that combines the set‐up efficiency typically obtained by traditional cellular manufacturing or group technology systems with the flexibility of a job shop. Unlike traditional cellular systems in which the shop is physically designed as a series of cells, cells are formed within a shop utilizing a process layout using scheduling mechanisms. The result is the formation of cells that are temporary and logical (virtual) in nature, allowing them to be more responsive to changes in demand patterns. Simulation runs comparing this approach to production using traditional cellular and job shop approaches indicate that this new approach yields significantly better shop performance over a range of operating conditions.
To gain understanding of value chain (VC) agility in terms of value‐adding processes, this paper seeks to present a VC agility framework and then to develop the involved…
To gain understanding of value chain (VC) agility in terms of value‐adding processes, this paper seeks to present a VC agility framework and then to develop the involved constructs.
A framework of VC agility and its theoretical underpinnings is presented. Within the framework, drivers and determinants of VC agility are identified as characteristics enabling flexibility within key components of a firm's VC. Also, it is posited that information technology (IT) capability impacts the levels of achieved flexibility and agility, and that VC agility impacts business performance.
From scale development, key determinants of flexibility within VC activities are identified. Correlation analysis suggests that firms derive higher levels of agility through integrating information across the VC rather than within VC activities. Firms with flexibility in their VC functions enjoy higher levels of ensuing VC agility and on‐time delivery, ROA, and market share.
While the sample size is adequate for scale development, it is not adequate for structural equation modeling since the guideline is to have at least five survey responses for every item measure. Thus, insights were gleaned from initial analysis based on correlations.
Managerial insights concerning key value‐adding activities that build flexibility and ultimately agility are identified.
To the best of one's knowledge, this work is the first to operationalize VC agility from the perspective that agility is derived from flexibility in the VC processes and is enabled by IT integration. From exploratory research, insights are gained on how VC agility links with business performance.
Total quality management, supply base management, customer driven corporate policy, and other elements of supply chain management are frequently cited as strategic options…
Total quality management, supply base management, customer driven corporate policy, and other elements of supply chain management are frequently cited as strategic options to achieve competitive success in the 1990s. However, attempts by companies to implement these options have not been universally successful and have in many cases failed to yield the desired results. This study presents details of a survey carried out to determine whether particular quality management, supply base management, and customer relations practices can impact corporate performance. In addition it examines the impact analyzing the competitive environment has on performance. Regression models identify several factors that directly and positively impact corporate performance. These include the extent to which companies analyze the strategies of competitors and determine future customer requirements, and the commitment they have to evaluating performance throughout the supply chain.
Supply chain strategy is widely recognized as being a crucial component of a broader corporate strategy. However, the relationships between a firm’s strategic supply chain…
Supply chain strategy is widely recognized as being a crucial component of a broader corporate strategy. However, the relationships between a firm’s strategic supply chain focus, the tactical orientation of its suppliers, and the firm’s performance, are less well understood. Much of what is known is also based on developed country contexts. The purpose of this paper is to empirically examine relationships between a buying firm’s supply chain strategy and operational dimensions of its suppliers in a developing country context.
A structural equation model is developed and tested using empirical data drawn from 296 organizations in India and Pakistan.
The results demonstrate a positive relationship between a firm’s strategic supply chain focus (lean and responsiveness) and key supplier practices (quality, cost effectiveness, delivery, and flexibility), which in turn have a positive impact on firm performance (operational, quality and market, and financial).
The study paper offers supply chain managers in developing markets with insights that can shape effective supplier selection and management and lead to positive performance outcomes.
The results provide insights into supply chain strategy, and empirically validate the importance of the alignment between strategy and the ability of suppliers to execute in a corresponding manner. It also offers evidence of the impact of the buyer-supplier interface in a developing market context.