Purpose -Manufacturers across many sectors increasingly operate in high variety environments. Research evidence suggests that variety has a negative impact on performance. However, the research literature is limited on the enablers that allow variety to be managed effectively and efficiently at the "front-end" of an organisation and in quotation processes in particular.Design/methodology/approach -This paper presents case analysis of the quotation processes from manufacturers operating in high-variety environments. Qualitative process modelling tools have been developed to allow representation of process complexities and informal process elements.Findings -Findings are presented on generic mechanisms for absorbing and mitigating the impact of variety on quotation processes. A generic quotation process model is presented comprising four key decisions centres: customization request initiation and information gathering on customer needs, classification of requests, resource control, and identification of information for reuse.Practical implications -The implications of the study for the automation of quotation processes in high variety and mass customization environments are discussed and it is speculated that different decision centres will dominate in different environments.Originality/value -The generic model developed by this research offers insight into the functioning of the core process elements of the quotation system. Reviewing an organisation's structure and the information systems infrastructure supporting these decision centres should lead to the identification of potential system or reorganisation improvements.

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This article describes empirical research undertaken to identify how production planners and schedulers in manufacturing businesses exert influence on employees in production and commercial departments. Through the analysis of observations and interviews conducted in four case studies, sources of power were identified and categorized. It was found that although production planners and schedulers often did not have formal authority, in practice they had considerable influence. In the main, their sources of influence resided in their access to information, company agendas, and influential arenas, as well as their knowledge and social skills. The discussion draws from the findings examining influencing behaviors and considering their implications. The findings inform associated research on the processes, behaviors, and roles that schedulers and planners perform at functional interfaces, in support of effective and responsive order fulfillment. C 2008 Wiley Periodicals, Inc.

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