A product driven approach to manufacturing supply chain selection

Huang, Samuel H.; Uppal, Mohit; Shi, Jim

doi:10.1108/13598540210438935

Cited by 151 publications

(116 citation statements)

References 21 publications

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“…Depending on the degree of innovation that comes along with the conversion from standard to smart product, smart products will fall into the categories of innovative or hybrid product. These are characterized by, e.g., new markets, uncertain demand, and an unstable product design driven by changing customer requirements (Huang et al 2002). The supply process for smart products will be less stable and more evolving compared to established products (Lee 2002).…”

Section: Supply Chain Designmentioning

confidence: 99%

See 1 more Smart Citation

Management science in the era of smart consumer products: challenges and research perspectives

Dawid

Decker

Hermann

et al. 2016

Cent Eur J Oper Res

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Smart products not only provide novel functionalities, but also may establish new business models, markets, or distribution channels, strengthen relationships with consumers, and/or add smart remote services. While many technical obstacles of such products have already been overcome, the broad market dissemination of smart products still poses some vital managerial challenges for decision makers. In this paper, we outline the technical potential and future trends of smart consumer products, discuss economic challenges in four scopes, namely, preference-based new product development, market analysis, supply chain design, and industry development, and, in particular, we highlight research perspectives for management science in this promising field.

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Section: Supply Chain Designmentioning

confidence: 99%

“…Hence, following the theory building on this classification, we should expect that the manufacturers of those familiar products apply a lean SC design, focusing on cost efficiency, continuous process improvement, elimination of non-value activities etc. (Huang et al 2002).…”

Section: Supply Chain Designmentioning

confidence: 99%

Management science in the era of smart consumer products: challenges and research perspectives

Dawid

Decker

Hermann

et al. 2016

Cent Eur J Oper Res

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“…The challenge here is that an enormous increase in product variance has a serious impact on the value creation processes throughout the supply chain and cause the company an enormous effort in terms of costs (Krumm and Schopf, 2014). In order to meet this challenge is an agile supply chain strategy necessary which is defined through flexibility by adapting quickly, effectively to rapidly changing customer needs (Krieg, 2004) and a cost optimisation approach across the procurement chain (Huang et al, 2002;Christopher and Towill, 2000;Droege, 1999). One important approach of cost optimisation across the procurement chain is the elimination of waste in form of reduction of unnecessary product variants (Douglas et al, 2015;Christopher, 2005;Droege, 1999;Liker, 2004, Wang et al, 2011.…”

Section: Agility Of Purchasing Regarding Variancementioning

confidence: 99%

Purchasing manages and optimises existing product variance

Nabhani

Uhl

Kauf

et al. 2018

JMTM

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Purpose -The purpose of this paper is the presentation of a new optimisation approach for product variance from the purchasing perspective. Design/methodology/approach -The research is based on a case study of a collaboration with a global acting automotive Tier 1 supplier, who produces steering systems for cars and commercial vehicles. A total of 116 different variants of three components of a car automotive steering system were analysed and evaluated. The data was gathered from 13 sub suppliers for three different types of a steering system. Findings -Unnecessary time, money, quality and technology can be saved through a greater understanding of such product variances. The results of the case study lead to a general method to optimise existing product variance and present cost improvements and a new key performance indicator to manage product variance out of the purchasing department. Research limitations/implications -The research is based on a purchasing case study at a Tier 1 supplier of the automotive branch. The approach can be used for other company departments like e.g. logistics and for different industries than automotive. Practical implications -A company can be successful and competitive when it meets the customer needs with a maximum on satisfaction without generating of waste. Unnecessary existing product variance is a kind of waste. The insights of this article support the operative user and the strategic company management to reduce and improve unnecessary variance in different sections. Originality/value -The structured analysis of product variance from the purchasing perspective and the key performance indicator "variance share" are new to company management. The research focuses on the management of existing variance out of the purchasing department which is a segment that has received limited academic attention in research to date.

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“…Nevertheless, existing models and recommendations like Fisher's (1997) supply chain strategy matrix or Lee's (2002) uncertainty matrix primarily address companies acting in innovative sectors, such as the high tech and computer industries (Huang et al, 2002). Furthermore, supply chain strategy is often chosen based on a 'snapshot' classification of product and market characteristics.…”

Section: Introductionmentioning

confidence: 99%

A framework for aligning the supply chain throughout a radical product innovation life cycle

Parlings

Klingebiel

2017

IJMTM

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Abstract:Existing recommendations for the management of supply chains in terms of product innovation primarily address the needs of companies in innovative sectors, and are predominantly based on a snapshot classification of product and market characteristics. As technology cycles become shorter and product innovations more radical, it is argued that supply chains have to be realigned step by step to fit the degree of maturity for a product innovation. This aspect has not yet been discussed in research or practice to a large degree, though product and technology life cycle discussions may clearly contribute to the debate. This paper introduces a framework for aligning supply chains based on radical product innovation life cycles: after presenting the state-of-the-art in terms of literature, technological innovation is classified and product innovation life cycle phases are systematised. The applicability and significance of this supply chain design innovation framework is demonstrated based on the example of e-mobility.Keywords: supply chain design; SCD; supply chain management; SCM; radical product innovation; innovation life cycle; supply chain strategy; electric vehicles. Reference 38 M. Parlings and K. KlingebielKatja Klingebiel holds the Chair for Business Mathematics and Logistics at the University of Applied Sciences and Arts, Dortmund. She has studied business mathematics and received her doctorate at the Faculty of Mechanical Engineering at the Technical University Dortmund in 2008. Following, she was head of an interdisciplinary research group at the Fraunhofer Institute Material Flow and Logistics. She has managed numerous research projects in national and international programs. Her current research focuses on model-based design of logistics systems, variant management, supply chain risk management and on IT tools for logistics.

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A product driven approach to manufacturing supply chain selection

Cited by 151 publications

References 21 publications

Management science in the era of smart consumer products: challenges and research perspectives

Management science in the era of smart consumer products: challenges and research perspectives

Purchasing manages and optimises existing product variance

A framework for aligning the supply chain throughout a radical product innovation life cycle

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