2003
DOI: 10.1016/s0925-5273(03)00106-3
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Flexibility configurations for the supply chain management

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Cited by 189 publications
(98 citation statements)
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References 25 publications
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“…Volatile markets, highly aware customers, customized products, a short product life cycle and short time lead to uncertainty (Kumar et al, 2013;Schnetzler et al, 2004). That challenge can be coped with greater flexibility that reflects the ability of a system to respond rapidly to changes occuring inside and outside the system (Garavelli, 2003). Time to market is becoming more and more important.…”
Section: Supply Chain Challengesmentioning
confidence: 99%
“…Volatile markets, highly aware customers, customized products, a short product life cycle and short time lead to uncertainty (Kumar et al, 2013;Schnetzler et al, 2004). That challenge can be coped with greater flexibility that reflects the ability of a system to respond rapidly to changes occuring inside and outside the system (Garavelli, 2003). Time to market is becoming more and more important.…”
Section: Supply Chain Challengesmentioning
confidence: 99%
“…Indeed, in looking at the literature it is clear that many authors outline a number of taxonomies addressing different types of flexibility such as functional aspects i.e. flexibility in operations, marketing, logistics [47], [58], hierarchical aspects such as flexibility at shop, plant or company level [47], [52], [61] and [89], measurement aspects focused on global flexibility measures vs. context specific ones (e.g., [28], [47], [51]- [52] and [87]), strategic aspects centered on the strategic relevance of flexibility [22], [47], [49], [72] and time horizon aspects for example long-term vs. Short-term flexibility [47], [110]. Flexibility has been an important topic of interest to researchers in the area of operations management and extensively in the context of flexibility in manufacturing systems [49], [88]- [89].…”
Section: Flexibilitymentioning
confidence: 99%
“…The adaptivity of a system reflects its ability to, on the one hand, open its boundaries [37] to enable information inflow [38], and on the other hand to close the system's boundaries [39,40], to keep this inflow at a manageable level and therewith to prevent the system from information overload. Whereas the former is needed to react flexible to changes in the relevant environment, the latter maintains the system's stability [41].…”
Section: Dominant Logic Of Collective Decision-making As a Barrier Fomentioning
confidence: 99%