Manufacturing Strategy

Hill, Terry

doi:10.1007/978-1-349-14018-3

Cited by 276 publications

(220 citation statements)

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“…For the retailer, in order to get non-negative profit, it needs to choose the supplier who can be stable more efficiently than others, i.e., with a smaller cost coefficient. This result is consistent with Hill [27]. In Figure 2, the profit from emergency procurement is E5 = 10.…”

Section: Numerical Analysissupporting

confidence: 88%

Retailer’s Procurement Strategy under Endogenous Supply Stability

2017

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Abstract:In this paper, a dynamic model is presented to study retailer's procurement strategy when supply stability is endogenously determined. The optimal supply stability as well as the optimal purchasing strategy are characterized with a quadratic cost function. Based on these models, the following findings are brought about. Firstly, when the difficulty level of building supply stability exceeds a certain threshold, it would be more profitable for the retailer to choose a less reliable supplier. Secondly, given that the suppliers can get positive profit, the retailer would choose the one who has the strongest ability to be reliable. Thirdly, the equilibrium supply to the retailer would always meet the demand on the retailing market. Finally, emergency procurement is shown to be an effective way to reduce the risk of supply chain disruptions. To better fit the real situations, an extended model which considers the impact of the stability on costs is further discussed.

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Section: Numerical Analysissupporting

confidence: 88%

Retailer’s Procurement Strategy under Endogenous Supply Stability

2017

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“…High utilization underpins any technology investment [20], if the process will not be highly utilized on one product it must meet the manufacturing and business needs of other products. Authors in the field of AM management have proposed a number of product characteristics which affect the types of products suitable to AM production.…”

Section: Strategic Factorsmentioning

confidence: 99%

Additive manufacturing: A framework for implementation

Mellor

Hao

Zhang

2014

International Journal of Production Economics

640

434

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As mass production has migrated to developing countries, European and US companies are forced to rapidly switch towards low volume production of more innovative, customised and sustainable products with high added value. To compete in this turbulent environment, manufacturers have sought new fabrication techniques to provide the necessary tools to support the need for increased flexibility and enable economic low volume production. One such emerging technique is Additive Manufacturing (AM). AM is a method of manufacture which involves the joining of materials, usually layer-upon-layer, to create objects from 3D model data. The benefits of this methodology include new design freedom, removal of tooling requirements, and economic low volumes. AM consists various technologies to process versatile materials, and for many years its dominant application has been the manufacture of prototypes, or Rapid Prototyping. However, the recent growth in applications for direct part manufacture, or Rapid Manufacturing, has resulted in much research effort focusing on development of new processes and materials. This study focuses on the implementation process of AM and is motivated by the lack of socio-technical studies in this area. It addresses the need for existing and potential future AM project managers to have an implementation framework to guide their efforts in adopting this new and potentially disruptive technology class to produce high value products and generate new business opportunities. Based on a review of prior works and through qualitative case study analysis, we construct and test a normative structural model of implementation factors related to AM technology, supply chain, organisation, operations and strategy.

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“…The output measures were to be prioritized or classified using the Order Qualifier/Order Winner concept of competitive dimensions or priorities from operations management literature (Hill, 2000). Comparisons were based on the premise that stockouts were the Order Qualifier and that an increase in stockouts would be unacceptable due to the loss of business that would result.…”

Section: Analysis Proceduresmentioning

confidence: 99%