Mass Customization in Supply Chain Level: Development of a Conceptual Framework to Manage and Assess Performance

Abstract

Abstract. Recent market interest on customized offers and intensive competition on attracting market globally, lead companies to implement supply chain management to improve performance and gain competitive advantage. To this aim, Supply chain management in customer-oriented environment is pursuing the transition from traditional supply chain into concurrent flexible and efficient one. This paper aims to understand specifically how supply chain within this environment needs to be configured and managed in order to enable efficient customization for mass market. To reach this goal, a conceptual framework and list of indicators to support the framework have been developed and tested.

Supply chain integration within mass customization: Tactical procurement, production and distribution modeling

“…Thereupon, from an industrial standpoint, mass customization could be perceived as an operations management perspective due to its impact on the adopted organizational strategies through the supply chain, for example, the rapid and effective integration to record customer requirements and production launch considering delivery time window, building a strong customer relationship with customer-supplier framework for the interactions between supply chain actors (Selladurai, 2004). Zebardast, Malpezi and Taisch (2013) proposed a conceptual framework of the corresponding supply chain with four main clusters, namely, customization level, modularity level, postponement and relationship management that involves actors' integration for decision making. Hence, fostering mass customization capability through the supply chain should be placed alongside with dynamic capabilities such as quick response which is suggested as high agility level.…”

Antecedents and enablers of supply chain reconfigurability and its effect on performance

“…Customization depends on customization activities showing customer involvement in the realization of products, which is a key factor that should be considered to measure the degree of customization in the supply chain [50].…”