Control and enforcement in order to increase supplier inventory in a JIT contract

Shnaiderman, Matan; Ben-Baruch, Liron

doi:10.1016/j.ejor.2015.10.047

Cited by 6 publications

(8 citation statements)

References 21 publications

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“…Such results imply that managers need support from both operators and SUP to implement TTP, who can train operators in the use of specific production techniques. This claim is consistent with that of Shnaiderman and Ben-Baruch [35].…”

Section: Discussion: Industrial and Managerial Implicationssupporting

confidence: 92%

“…Likewise, SUP− does not guarantee OBE+, as the likelihood value is only 0.003, while the risks of OBE− increase by 0.439. Such results imply that SUP are the supporting base of the JIT implementation process in production systems, which is consistent with what authors Shnaiderman and Ben-Baruch[35] claim.•Appropriate MAC and good relationships with SUP do not guarantee the success of JIT on their own. HRI is equally important.…”

supporting

confidence: 85%

“…In this sense, delivery times are important, since supply delivery delays automatically trigger both production delays and late final product deliveries. It is thus known that SUP must be fully integrated in the SC, and this task is a managerial responsibility [35]. Similarly, having reliable SUP reduces uncertainty in the supply process [36], which is why managers must attempt to maintain long-term contracts with trusted, certified SUP [37].…”

Section: Suppliers (Sup)mentioning

confidence: 99%

“…Experts argue that top management departments must select SUP that support the company's production strategy. This involves taking into account attributes such as quality certifications and commitment [52], compliance with delivery times [35], and sustainability, among other things [38]. Additionally, as Mendoza-Fong, et al [53] claim, SUP must comply with specific attributes to contribute to the implementation of a solid JIT system.…”

Section: H6mentioning

confidence: 99%

“…Additionally, as Mendoza-Fong, et al [53] claim, SUP must comply with specific attributes to contribute to the implementation of a solid JIT system. In other words, JIT implementation is not feasible without the support of SUP, since they are the start of the supply chain, as Shnaiderman and Ben-Baruch [35] state, but can also be a source of risk for SC [54]. Following this discussion, the seventh research hypothesis can be formulated as follows:…”

Section: H6mentioning

confidence: 99%

See 4 more Smart Citations

Effects of Human Factors and Lean Techniques on Just in Time Benefits

et al. 2019

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A successful Just in Time (JIT) implementation is based on human resources integration (managers, operators and suppliers) and other lean manufacturing techniques applied in the production process. However, the relationship between these variables is not easily quantified. This paper reports a structural equation model that integrates variables associated with JIT implementation: management commitment, human resources integration, suppliers and production tools and technique, which affect the benefits gained, and are integrated into nine hypotheses or relationships among then. The model is evaluated with information from 352 responses to a questionnaire applied to manufacturing industry, and partial least squares technique is used to evaluate it. The direct effects, sum of indirect effects, and total effects are quantified, and a sensitivity analysis based on conditional probabilities is reported to know scenarios associated with low and high levels in variables’ execution and how they impact the benefits obtained. Findings indicate that managerial commitment is the most important variable in the JIT implementation process, since managers are the ones that determine the relationships with suppliers, integrate human resources, and approve the lean manufacturing techniques and tools that support the JIT.

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Section: Discussion: Industrial and Managerial Implicationssupporting

confidence: 92%

supporting

confidence: 85%

Section: Suppliers (Sup)mentioning

confidence: 99%

Section: H6mentioning

confidence: 99%

Section: H6mentioning

confidence: 99%

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Effects of Human Factors and Lean Techniques on Just in Time Benefits

et al. 2019

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Main benefits obtained from a successful JIT implementation

Alcaráz

Maldonado-Macías

Luevano

et al. 2016

Int J Adv Manuf Technol

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Expectations of manufacturing companies regarding future priorities of improvement actions taken by their suppliers

2022

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Purpose The paper concerns supply chains. It aims to identify the essential improvement actions that manufacturing companies expect their suppliers to take in the future rather than selection requirements already used in the assessment process. Within those improvement actions, the goal is to determine whether the size and management methods used in assessing companies affect these future expectations. Design/methodology/approach: Hypotheses were developed regarding the expectations of manufacturing companies and the factors influencing these expectations. Data collected from 118 companies from the Polish automotive, metal and chemical sectors were used to verify them. For this purpose, the U-Mann Whitney test was applied. Findings Manufacturing companies expect their suppliers to improve: (1) products, (2) processes, (3) organization management, (4) communication and (5) relationship, with the most important thing for them is the improvement of products and processes. It was found that the expectations regarding the contributors are influenced by whether the manufacturing company is a large or small enterprise or it uses or not the Toyota Production System. Lean Management and the ISO 14,001 Environmental Management System do not translate into these expectations. Originality/value : The article gives a new look at shaping relations between suppliers and customers in supply chains. Unlike most of the research to date, it does not concern the requirements that suppliers should meet at a given moment but focuses on the improvement actions they should undertake in the future. This paper adds important detail to understanding cooperation in B2B relations.

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Control and enforcement in order to increase supplier inventory in a JIT contract

Cited by 6 publications

References 21 publications

Effects of Human Factors and Lean Techniques on Just in Time Benefits

Effects of Human Factors and Lean Techniques on Just in Time Benefits

Main benefits obtained from a successful JIT implementation

Expectations of manufacturing companies regarding future priorities of improvement actions taken by their suppliers

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