Performance observation and analysis of an information re‐engineered supply chain: a case study of an automotive firm

Lyons, Andrew C.; Coleman, Julian; Kehoe, Dennis; Coronado, Adrian

doi:10.1108/02635570410561645

Cited by 39 publications

(28 citation statements)

References 21 publications

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“…Although for every business the nancial performance is the ultimate goal but external integration impacts on other indicators such as innovation performance of SMEs as well (Llorens et al, 2003), non-financial performance and market share (Demirbag et al, 2006). The external integration enhances productivity and increases market share of SMEs businesses (Li et al, 2006;Lyons et al, 2004;Tan et al, 1998). Thus, based on available literature that provide evidence regarding importance of external integration for firm's success, this paper argues that external integration plays a role of moderator in the relationships between entrepreneurial competencies and business success.…”

Section: Resource Dependence Theory (Rdt) and External Integrationmentioning

confidence: 99%

Entrepreneurial Competencies and SMEs Business Success: The Contingent Role of External Integration

Tehseen¹,

Ramayah²

2015

MJSS

125

118

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Section: Resource Dependence Theory (Rdt) and External Integrationmentioning

confidence: 99%

Entrepreneurial Competencies and SMEs Business Success: The Contingent Role of External Integration

Tehseen¹,

Ramayah²

2015

MJSS

125

118

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“…In a study using data on the automotive, electronics, and aircraft industries, Kros, Falasca, and Nadler (2006) also discovered potential inventory reductions for suppliers of OEMs through the use of JIT. Along similar lines, Cachon (2001) and Lyons, Coleman, Kehoe, and Coronado (2004) suggested that supply chain information systems and buyer–supplier coordination programs (e.g., vendor‐managed inventory) could be key drivers in the reduction of inventories. Indeed, Cachon and Olivares (2010) found that integrative manufacturing designs, efficient production, and proactive supply management all have contributed to superior finished goods inventory performance in automotive supply chains.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

The Impact of Contract Manufacturing on Inventory Performance: An Examination of U.S. Manufacturing Industries

et al. 2012

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In recent years, a growing number of original equipment manufacturers (OEMs) have transferred their manufacturing processes to specialized firms, known as contract manufacturers. In so doing, contract manufacturers can reduce an OEM's production costs and provide OEMs with flexibility in the production process. We examine another potential reason for the use of contract manufacturing—the potential for efficiency gains from inventory reductions. Employing econometric models and data representing manufacturing industries in the USA, we provide statistical evidence that contract manufacturing can lead to lower industry‐wide inventory levels, after controlling for other relevant factors. Key managerial implications are derived from the analysis.

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“…SCM often refers to a process-oriented management approach to sourcing, producing, and delivering goods and services from supplier's supplier to customer's customer; these efforts include order management, distribution across all channels, and delivery to customers (Harland, 1996;Lummus et al, 2001 andLamber, 2000). According to Sundram et al (2011), Li et al (2006), and Lyons et al (2004, the shortterm objectives of SCM are enhancement of productivity and reduction of inventory and lead time, and its long-term objectives are to increase market share and to promote integration.…”

Section: Figurementioning

confidence: 99%

Supply Chain Material Management Framework In Assemble To Orders (ATO)

Malek

Rahim

2017

OSCM: An Int. Journal

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This study investigates and analyzes Critical SuccessFactors (CSFs) construct in Supply Chain implementation to minimize product lead-time and to identify the relationship between reducing raw material lead-time and improving product lead time. Short delivery lead time and efficient management on material inventories are two crucial elements that determine the competitiveness of many contract assembly manufacturers, especially in contract manufacturing. Assemble-to-Order (ATO) environment has become popular because companies do not want to keep finished goods inventories that lead to an increase in operational cost. ATO manufacturing involves production only upon receiving confirmed orders from customers. Thus, this study focuses on CSFs in Supply Chain Management (SCM) implementation and develops a comprehensive SCM framework for ATO contract manufacturing. Raw material lead time and material management process flow are the main concerns in the SCM context and ATO manufacturing environment. This study investigates elements to minimize the issues caused by the long product lead time and to identify the relationship between reducing raw material lead time and improving product lead time. Material classification, raw material improvement strategy, and suppliers' relationships are reviewed to develop and enhance current material strategy in accordance with present situations. An overall supplier material management system will be developed to improve the entire supply chain system as well as information sharing and identification methods. Information sharing from manufacturers to suppliers and vice versa is important to ensure that manufacturers can obtain scheduled and timely production information. Information from manufacturers to suppliers provides an advantage for the suppliers to prepare the raw materials and capacity plan to meet ATO requirements. The framework is unique as it addressed the importance of CSFs constructs, planning and monitoring processes to continue the success in SCM implementation. This framework integrates most of the planning process as the first input namely product classification, material management strategy, information sharing, logistic management and supplier relationship. This includes demand planning, supply planning, demand fulfillment, replenish planning and lead time planning. The planning process covered all demand and supply from customers, suppliers and manufacturers perspectives. The monitoring process in this framework is a guideline to companies on continuous SCM implementation.

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Performance observation and analysis of an information re‐engineered supply chain: a case study of an automotive firm

Cited by 39 publications

References 21 publications

Entrepreneurial Competencies and SMEs Business Success: The Contingent Role of External Integration

Entrepreneurial Competencies and SMEs Business Success: The Contingent Role of External Integration

The Impact of Contract Manufacturing on Inventory Performance: An Examination of U.S. Manufacturing Industries

Supply Chain Material Management Framework In Assemble To Orders (ATO)

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