Enabling mass customization: extending build-to-order concepts to supply chains

Coronado, Adrian; Lyons, Andrew C.; Kehoe, Dennis; Coleman, Julian

doi:10.1080/0953728042000238809

Cited by 46 publications

(28 citation statements)

References 24 publications

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“…In fact, MC is defined by Selladurai (2003) as the integration of MP principles with processes that manufacture custom products. Mass customisation also implies high-volumes and high-variety, requiring specific mechanisms for managing the supply chain's complexity (Coronado et al 2004). …”

Section: Overview On Eto Strategy and Relationship With Mass Productimentioning

confidence: 99%

Engineer-to-order (ETO) production planning and control: an empirical framework for machinery-building companies

Adrodegari

Bacchetti

Pinto

et al. 2015

Production Planning & Control

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This paper illustrates the results of an empirical study involving 21 engineer-to-order (ETO) companies, operating in the machinery-building industry. The study investigates the needs and requirements of such companies in terms of software support for governing the businesses, with particular emphasis on production planning and control (PPC) processes. An empirical analysis investigated two main aspects: (i) the set of business activities performed by the companies in the analysed industry and (ii) the relevant, high-level software functionalities required for the execution of such activities. As an answer to the observed compelling need for reviewing the general approaches to PPC in machinery-building companies, we develop an empirical, high-level production planning and scheduling reference framework, encompassing all the activities involved in the order fulfilment process.

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Section: Overview On Eto Strategy and Relationship With Mass Productimentioning

confidence: 99%

Engineer-to-order (ETO) production planning and control: an empirical framework for machinery-building companies

Adrodegari

Bacchetti

Pinto

et al. 2015

Production Planning & Control

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“…Most automobile producers (original equipment manufacturer, OEM) have implemented a built-to-order strategy to meet the demand for product variety [6,10], following the mass-customization approach [1,3]. Critical success factor is the logistical ability of supplying the required component variants just-in-time, as well as the ability to cope with turbulent market development and fluctuating demand, i.e.…”

Section: The Challenge Of Turbulence In Industrial Productionmentioning

confidence: 99%

Controlling just-in-sequence flow-production

Meißner¹

2010

Logist. Res.

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Analyses of the customer-order process in the automotive industry show that the vision of perfectly synchronized material flows in complex industrial production and logistics environments is still far from having become reality. The traditional strategy of maintaining high safety stock levels to counter the effects of ever more variety and uncertainty in the customer demand leads to unbearable cost in today's competitive markets. Moreover, the responsiveness in the complex supply networks remains low. Thus, the goals of short order lead-times and on-time deliveries to customers are often missed. This places urgency onto the implementation of highly flexible logistics and production systems. The concept of just-insequence flow-production promises to allow for both accommodating rising degrees of product variety and cost efficiency. However, its success is dependent on reliable logistics and the ability to avoid turbulences within the material flows. Thus, it needs control of the stability of order sequences and intelligent strategies to hedge against any disturbances that cannot be proactively removed in the production flow. This paper suggests the introduction of systematic key performance indicators to make process instability transparent and manageable. Based on that, dimensioning methods for hedging against inherent sequence instability of production processes by means of physical or virtual re-sequencing are presented.

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“…The potential benefits of modularity include economies of scale, increased feasibility of product/components change, increased product variety and reduced lead time, decoupling tasks and ease of product upgrade, maintenance, repair, and disposal (Coronado et al, 2004). The concept of modularity is commanding increasing attention from researchers because of its capability to cope with a turbulent manufacturing environment (Tu, 1999).…”

Section: Modularity Based Manufacturing Practices (Mbmp)mentioning

confidence: 99%