Multi-echelon Supply Chain Flexibility Enhancement Through Detecting Bottlenecks

Kazemian, Iman; Aref, Samin

doi:10.1007/s40171-016-0130-8

Cited by 17 publications

(6 citation statements)

References 51 publications

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“…Corporate firms compare these outputs to measure the relative performance of their manufacturing plants. Speedy delivery, low production cost, high product quality, and flexibility of the production system are emphasized to assess operational performance of manufacturing systems (Jayaram et al 1999;Wong et al 2011;Kazemian and Aref 2016). High performing plants produce products with low raw material and overhead costs, and they also offer a sales price lower than their competitors.…”

Section: Operational Performancementioning

confidence: 99%

Integration of Social Capital and Organizational Learning Theories to Improve Operational Performance

Birasnav

Chaudhary

Scillitoe

2019

Glob J Flex Syst Manag

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This study focuses on integrating the premises of social capital theory and the theory of organizational learning to improve the operational performance of firms nurturing the buyer-supplier relationship. Social capital theory highlights the importance of developing social relationships between firms to create valuable resources and collectively access critical resources. Organizational learning theory highlights that the learning capacity of an organization strongly depends on top-level leaders' behaviors, organizational structure, culture, and flexibility, and uncertainties in the environment in which the organization functions. Though many studies have focused on the impact of social capital on performance improvements in the buyer-supplier relationship, the interlinkages between social capital and organizational learning have not been given much attention. Based upon these theories, a systemfocused perspective, which showcases the antecedents and outcome of the relationship between collaborative communication and learning, has been proposed in this study. A literature review has been carried out to support the linkages in the proposed conceptual model. Findings suggest that transformational buyers support creating cognitive capital with suppliers. This cognitive capital influences the structural capital, which supports improving the understanding of each party's processes in the buyersupplier relationship when parties have high long-term orientation. Improved learning capability reshapes organizations into flexible systems capable of responding quickly to customer requirements, and consequently, they realize a higher performance level.

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Section: Operational Performancementioning

confidence: 99%

Integration of Social Capital and Organizational Learning Theories to Improve Operational Performance

Birasnav

Chaudhary

Scillitoe

2019

Glob J Flex Syst Manag

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“…It helps manufacturing firms to efficiently adapt to the changing requirements of the quantity ordered, product variety and delivery (Lau 1999;Handfield et al 2000;Narasimhan and Das 2000;Pujawan 2004;Swafford et al 2006;Shibin et al 2016). With flexible suppliers, manufacturing firms can transfer and reap the benefits such as quick response time, high quality, consistent delivery, low price, and excellent design embedded in the supplier's products to its final products (Jin et al 2010;Kazemian and Aref 2016;Lu et al 2018). Defender-type organizations operate in a stable environment with minimum product variety, serving a narrow market segment.…”

Section: Suppliers Flexibility (Mf1)mentioning

confidence: 99%

Relationship of Manufacturing Flexibility with Organizational Strategy

Dey

Sharma

Pandey

2019

Glob J Flex Syst Manag

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Manufacturing flexibility is an essential organizational capability for supporting strategic intent of organizations that seek to outperform competitors in an environment of uncertainty. The specific nature of flexibility characteristics exhibited by different manufacturing organizations depends on their pursued organizational strategic goals. Organizations pursuing a mass production (or, defender strategy) will have a completely different perspective on manufacturing flexibility requirements for their products compared to those seeking differentiation (or, prospector strategy). There are no prominent studies to address the critical relationship between a specific strategy and the type of manufacturing flexibility resource; it should emphasize to remain stable, competitive and performance oriented. The objective of the current study is to draw and investigate the relationship between pursued organizational strategy and manufacturing flexibility. The theoretical framework considers manufacturing flexibility as a multi-dimensional construct with twenty dimensions (MF1-MF20), representing the various activities involved in a production system from procurement of raw materials from suppliers to different production processes in the core company to the distribution of finished products to market. All these twenty dimensions are studied with reference to the two strategy types, to establish the research framework in the form of the hypotheses (H1.a-H20.a and H1.b-H20.b). The findings of the empirical investigation on the data collected from 212 manufacturing firms operating in diverse sectors confirm adequate support for the developed research framework.

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“…These uncertainties are predominantly in terms of variability of demand and change in types of parts, thereby requiring “variable capacity of supply chain,” which is considered as a flexibility initiative in this study. Different aspects linked with supply chain flexibility are dealt with by a number of researchers (Garavelli, 2003; Singh and Acharya, 2013; Kumar et al , 2013; Mangla et al , 2015; Sillanpää, 2015; Kazemian and Aref, 2016; Shibin et al , 2016). A notable example of demand variability is in terms of fluctuating fuel prices and environmental considerations that affected Honda in the Indian context.…”

Section: Flexibility In Direct Value Chain Activitiesmentioning

confidence: 99%

Interpretive multi-criteria valuation of flexibility initiatives on direct value chain

Sushil

2018

BIJ

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Purpose Activities on direct value chain directly add value to the products/services delivered to the customers. This value addition can be further enhanced by taking up flexibility initiatives on these direct value chain activities. The purpose of this paper is to identify flexibility initiatives on the direct value chain and carry out their valuation. Design/methodology/approach Since different value addition criteria (i.e. benefits and costs) may be both tangible and intangible, an interpretive valuation based on multi-criteria framework would be desirable. The paper deploys the efficient interpretive ranking process (IRP) for this purpose. It uses total interpretive structural modeling (TISM) to derive weights of criteria based on their respective driving power. The paper also makes a methodological contribution to assess transitive dominance in IRP based on transitivity check as used in the modified TISM process. Findings The paper uses a multi-criteria valuation to examine the proposition that the flexibility initiatives will add a higher value as we go downstream in the value chain. The flexibility initiatives linked with marketing such as product upgradation and switching, customized services and dynamic pricing are found to be most value adding in character. Research limitations/implications The main limitation of this study is that it is generic in nature and need to be replicated in multiple case situations. The methodology proposed can be utilized for specific case analysis for flexibility valuation on the direct value chain. Practical implications The practitioners may be able to use the proposed method of TISM–IRP with improvements in real-life applications. The proposed multi-criteria valuation is interpretive in nature and can be utilized by practicing managers in group settings even if they do not have complete data. Originality/value The strategy and operations researchers will find promise in the methodology to investigate and prioritize the initiatives planned to enhance flexibility in different value chain activities. The researchers on multi-criteria decision making will find the methodological enhancement proposed in terms of graphically deriving the transitive dominance to be useful in other applications as well.

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Multi-echelon Supply Chain Flexibility Enhancement Through Detecting Bottlenecks

Cited by 17 publications

References 51 publications

Integration of Social Capital and Organizational Learning Theories to Improve Operational Performance

Integration of Social Capital and Organizational Learning Theories to Improve Operational Performance

Relationship of Manufacturing Flexibility with Organizational Strategy

Interpretive multi-criteria valuation of flexibility initiatives on direct value chain

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