Nurturing Internal Supply Chain Integration

Basnet, Chuda; Wisner, Joel D.

doi:10.31387/oscm0110072

Cited by 17 publications

(31 citation statements)

References 45 publications

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“…The research points out a number of six performance indicators that companies within the food industry can use to regularly assess their internal performance and monitor progress and enables a more sustainable perspective for them on microeconomic level, their supply chain on a wider basis and ultimately the national food industry as also pointed out by Basnet and Wisner (2012).…”

Section: Discussionmentioning

confidence: 99%

Can an Underachiever Become Competitive? The Case of the Romanian Food Industry

Mocan

Turi

Gonçalves

et al. 2015

OSCM: An Int. Journal

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The paper outlines current challenges in Romanian food industry, its potential to overcome them and be competitive on both the national and international market using a key performance indicator (KPI) methodology. Although it has the capacity to assure internal consumption and competition on the market is high the Romanian food sector is struggling to meet internal demand, imports heavily exceed exports while food consumption is decreasing. The retail sector is an important part of the supply chain, but the harsh competition among the different stores has made them pass the risks only towards the upstream links which is straining food processors and producers and threatening the sustainable development of the food supply chain. High taxation, unfair competition and delayed payments towards food processors add extra pressure on the weaker links of the chain. Moreover authorities are inefficient in assuring duly market conditions whereas scandals further degrade industry image and cause important losses. The lack of synergic efforts within the industry and the scarce collaboration efforts between business partners affect individual company performance and thus global industry competitiveness. The research provides solutions that address its structural issues and develops performance indicators to improve the efficiency of companies in order to assure their sustainable development within the supply chain and become more competitive on the global food.

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Section: Discussionmentioning

confidence: 99%

Can an Underachiever Become Competitive? The Case of the Romanian Food Industry

Mocan

Turi

Gonçalves

et al. 2015

OSCM: An Int. Journal

View full text Add to dashboard Cite

show abstract

“…To our knowledge, there is little literature that presents categories of the influences of operational integration. We adopted categories from the research of (Pagell, 2004), (Leenders and Wierenga, 2002) (Basnet and Wisner, 2012) and (Turkulainen, 2008) as a basis for our data, and further modified the categories to fit our case. The categories represent both horizontal and vertical integration, as shown in Table 1.…”

Section: Analysis and Discussionmentioning

confidence: 99%

“…Within parts of the production line, there exists some jobrotation, but operators seldom switch to departments on the other sides of the separating walls. Research of (Basnet and Wisner, 2012) find evidence that job rotation enhances integration, especially with respect to the coordination aspect.…”

Section: Culture Social Mechanisms and Creation Of Lateral Relationsmentioning

confidence: 99%

“…He claims in his research that informal and real time communication offers better value than formalized/scheduled communication. This presupposes that the other workers know the workers and their work tasks, a situation that could have been achieved through job rotation and/or cross-functional work (Basnet and Wisner, 2012). The production plans are performed primarily by the foremen, using production lists from the production manager.…”

Section: Formalization and Standardizationmentioning

confidence: 99%

“…The project group was grateful for the trust; however, since management participation in the project was rarely visible to the operators, the operators seemed to think that this work was of minor importance, since the management was not participating driving force. To achieve successful integration, participation and focus on the part of management is important (Morash and Clinton 1998); (Basnet and Wisner, 2012).…”

Section: Management Support / Vertical Integrationmentioning

confidence: 99%

See 2 more Smart Citations

Operational integration in a craft-oriented small enterprise

Gamme

Seim

Lodgaard³

et al. 2017

TQM

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Purpose: Many leisure boat manufacturers have thrived on designing and building highly customized boats based on longstanding traditions of craftsmanship. To achieve efficient value chains, it is not enough to optimize each process step, but also important to achieve a smooth flow through the dependencies between each process steps. This article has focused on assessing enablers and disablers for operational integration in a craft oriented small enterprise.Design/methodology/approach: One case company has been studied, to identify enablers and disablers for operational integration in the value chain. The research methodology is based on semi-structured interviews with selected persons from different levels within the company. Findings:The results indicate the importance of management promotion and support of integration and a strong relationship between foremen and operators. Furthermore, to avoid functional myopias, mechanisms to encourage horizontal integration could be useful. Small company and informal culture make integration easier. However, to further establish a common standardized platform, could be necessary. Even small physical barriers in the layout were experienced to affect the integration negatively. Research limitations/implications:This has been an exploratory study of one single craft oriented enterprise; hence it is difficult to generalize. Practical implications:Based on empirical findings from the case study, recommendations on how to achieve better operational integration will be presented. Originality/valueThe research initiative provides knowledge experience of operational integration from a case study in one company within craft and artisan sector in Norway.

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Enablers and Disablers for Operational Integration in a Craft Oriented- versus a Mass Production Enterprise

Gamme

Larsson

2014

Progress in Pattern Recognition, Image Analysis, Computer Vision, and Applications

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Companies today are struggling to cope with ever changing requirements arising from environmental concerns and increasing competition. Hence it is important to innovate, improve, and increase efficiency by achieving streamlined value chains. In this paper we examine both a single craft-oriented leisure boat producer and a car component mass producer to find similarities and differences with regard to operational integration in these two types of organizations. The study is based on interviews and field studies carried out at the production line. From this study several common enablers for integration are found: informal culture and little hierarchy, little distance between process steps and mutual rewards. The differences were found in degree of standardization and formalization, connecting links between departments and knowledge of overall and departmental strategy.

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Nurturing Internal Supply Chain Integration

Cited by 17 publications

References 45 publications

Can an Underachiever Become Competitive? The Case of the Romanian Food Industry

Can an Underachiever Become Competitive? The Case of the Romanian Food Industry

Operational integration in a craft-oriented small enterprise

Enablers and Disablers for Operational Integration in a Craft Oriented- versus a Mass Production Enterprise

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