How far should JIT vendor–buyer relationships go?

David, Israel; Eben-Chaime, Moshe

doi:10.1016/s0925-5273(02)00274-8

Cited by 47 publications

(12 citation statements)

References 11 publications

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“…These studies describe the quality of the relationship, but they do not analyze the Physics that make synchronous manufacturing possible. The quantitative effect (in terms of cost) on the supplier of different lot size strategies has only been studied by David et Eben-Chaime (2003). They conclude that imposing a lot-for-lot production on the supplier is uneconomical and delivery on demand can be met without intervening in the supplier's operations.…”

Section: Brazilian Journal Of Operations and Production Managementmentioning

confidence: 99%

Improving “Just-in-Time, Just-in-Sequence” Delivery in First-Tier Suppliers

Valhondo

Santos

2016

Braz. J. of Operations & Production Manag.

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This paper presents an action-research project aiming at improving the performance of "just-in-time, just-in-sequence" auto parts manufacturing and delivery in three tier-1 suppliers of the Nissan plant in Barcelona. This research was conducted at the Barcelona School of Engineering (ETSEIB) and promoted by the Nissan factory in Barcelona. In this paper, first, the concept of synchronous manufacturing is explored. After several improvement ideas are spotted within the Nissan plant, the paper focuses on the suppliers. An intervention approach is proposed. Suppliers are categorized and selected suppliers are analyzed (by means of three case studies, each one corresponding to a different type of supplier). This research contributes to understanding how synchronous manufacturing and delivery can be extended to suppliers and the existing drawbacks. The critical variables in synchronous manufacturing , delivery and the relations between them are identified in a conceptual model termed the M-S Model. Implications for suppliers are derived, allowing us to improve the performance of the whole synchronous manufacturing system. A piece of software is developed to help companies schedule a smooth flow of components, making synchronous manufacturing easier. Results may help decision makers develop a supply management system, including policies, procedures and the necessary resource deployment.Keywords: Lean manufacturing, Douki Seisan, automotive industry, synchronous manufacturing ABSTRACT ABEPRO

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Section: Brazilian Journal Of Operations and Production Managementmentioning

confidence: 99%

Improving “Just-in-Time, Just-in-Sequence” Delivery in First-Tier Suppliers

Valhondo

Santos

2016

Braz. J. of Operations & Production Manag.

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“…Hill [3] discussed production-delivery policies in a single manufacturer and a single retailer. David [4] attempted to identify lot sizing and delivery scheduling in a single manufacturer and a single retailer system. Kim [5] discussed the production and ordering policies in a supply chain consisting of a single manufacturer and a single retailer.…”

Section: Introductionmentioning

confidence: 99%

Heuristics for Production Allocation and Ordering Policies in Multi-Plants with Capacity

Zang¹,

Tang²

2010

JSSM

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“…When manufacturers have to comply with assemblers in the JIT system, inventories of manufacturers will increase to offset the reduction of assemblers' inventories [6][7][8].…”

mentioning

confidence: 99%

“…Economic order quantity (EOQ) is widely used in calculating optimal lot size to achieve cost benefit in the JIT system [7][8][9][10], where total cost in the JIT system can be divided into four cost groups, including ordering cost, setup cost, inventory holding cost for raw materials and manufactured products [7,8]. David and Chaime [8] further discussed a vendor-buyer relationship to include two-sided transportation costs in the JIT system.…”

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confidence: 99%

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Economical delivery strategies of products in a JIT system under a global supply chain

Kreng

Wang

2004

Int J Adv Manuf Technol

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This study supplies an optimal total cost model, including approach I and approach II, to manufacturers with several assemblers in the same area to decide the most economical product delivery strategy in the global just-in-time (JIT) system. In approach II, manufacturers deliver products to downstream assemblers via a JIT system with third party logistics (3PL) support. There is a distinction between approach I and approach II according to whether or not the delivery quantity is limited to economical delivery lot size. A case study analysis is used to illustrate the proposed models, in which the following conclusions can be obtained. Firstly, the JIT product delivery strategy according to economical delivery lot size can be obtained to achieve a cost-effective global supply chain. Second, upstream manufacturers can apply a JIT system under a global supply chain to downstream manufacturers with lower cost through support from 3PL with economical delivery lot size.

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How far should JIT vendor–buyer relationships go?

Cited by 47 publications

References 11 publications

Improving “Just-in-Time, Just-in-Sequence” Delivery in First-Tier Suppliers

Improving “Just-in-Time, Just-in-Sequence” Delivery in First-Tier Suppliers

Heuristics for Production Allocation and Ordering Policies in Multi-Plants with Capacity

Economical delivery strategies of products in a JIT system under a global supply chain

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