Short‐term strategic management in mass customized markets

Saisse, Manoel Carlos Pego; Wilding, Richard

doi:10.1108/eum0000000004418

Cited by 21 publications

(12 citation statements)

References 8 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This was marked by the entry of global players in the local market and intensification of competition (Gunasekaran et al, 2008;Jagadeesh, 1999). As a result, the customers were not just content with the quality of the products and services rather they began to demand varieties (Zhang et al, 2009;Sherehiy et al, 2007;Saisse and Wilding, 1997). The uniformity of preferences among the customers also began to vanish.…”

Section: Introductionmentioning

confidence: 92%

Agility through the interfacing of CAD and CAM

Vinodh

Sundararaj

Devadasan

et al. 2009

Journal of Engineering, Design and Technology

View full text Add to dashboard Cite

Purpose -Agile manufacturing (AM) refers to the capability of an organisation to quickly respond to the customers' dynamic demands. The purpose of this paper is to report a research which is carried out to explore the interfacing of computer aided design/computer aided manufacturing (CAD/CAM) in a traditional manufacturing company with the purpose of acquiring AM characteristics. Design/methodology/approach -The CAD model of an existing electronics switch is developed using Pro/E package. Then, the mold adviser package is used to design the existing mold of this component. On studying this mold, ten new models of it are designed using the mold adviser package. Findings -The new models developed through CAD/CAM interfacing are found to possess more agile characteristics than those possess by the existing mold.Research limitations/implications -The explorative study is conducted in only one traditional manufacturing company. In this company several world class manufacturing strategies like kaizen and total productive maintenance are implemented. This endeavour mimics those pursue in majority of the companies situated in different parts of the world. This implies that the contributions of this research would be useful to majority of those companies as well. Practical implications -A roadmap is developed which will be useful for practically applying CAD/CAM interfacing with the objective of implementing AM. Originality/value -It appears that no researcher has examined the interfacing of CAD/CAM for achieving agility in manufacturing organisations. This paper reports a research, which is conducted to fill this research and practice gap. Hence, this research is original and valuable to both researchers and practitioners.

show abstract

Section: Introductionmentioning

confidence: 92%

Agility through the interfacing of CAD and CAM

Vinodh

Sundararaj

Devadasan

et al. 2009

Journal of Engineering, Design and Technology

View full text Add to dashboard Cite

show abstract

“…AM calls for the manufacturing companies to respond to individual customer's dynamic demands (Saisse and Wilding 1997). Thus, both AM and MC are adopted to meet the requirements and aspirations of individual customers (Bardakci andWhitelock 2003, Jin-Hai et al 2003).…”

Section: Introductionmentioning

confidence: 98%

Amalgamation of mass customisation and agile manufacturing concepts: the theory and implementation study in an electronics switches manufacturing company

Vinodh

Sundararaj

Devadasan

et al. 2009

International Journal of Production Research

View full text Add to dashboard Cite

This paper reports a research which was pursued with the purpose of indicating the need of amalgamating mass customisation and agile manufacturing principles for achieving competitiveness in organisations. The research findings and observations on these principles were used to design a model named as agile customisation programme. The implementation study of this programme was conducted in an electronics switches manufacturing company situated in India. The practical implications of this programme were studied by gathering feedback from the executives of this company. The details of these works are briefly presented in this paper. Further, the practical implications were used to propose a roadmap. Future researchers may adopt this roadmap and implement this programme in various types and sizes of companies. The performance of this programme in those companies shall be measured using agile manufacturing metrics such as responsiveness, time compression, quality improvement and profitability.

show abstract

“…This kind of turbulence is very likely to occur when manufactured products have short life cycles or go through numerous design changes within their life cycle. This is precisely the case in mass customised markets such as those the automotive industry is tending to [9].…”

Section: Instability In the Supply Chainmentioning

confidence: 99%

“…Wilding [14] has demonstrated that inventory control algorithms can generate chaos within simple supply chains. It should be emphasised that within chaotic systems, demand data, for example, can be forecast reasonably accurately in the short term; this further emphasises the need for effective short-term decision making, rather than long range planning [15].…”

Section: Insert Figure 3: the Turbulence Pipelinementioning

confidence: 99%

Virtual Teaming in the Agile Supply Chain

Bal

Wilding

Gundry³

1999

The International Journal of Logistics Management

View full text Add to dashboard Cite

This paper discusses the information flows in the supply chain, and identifies knowledge and expertise as "richer" more capable entities for its management than data or information. It briefly explores how the structure of the automotive supply chain is changing due to the pressures of increasing complexity and urgency. Then it highlights the inevitability of instability in the supply chain, through a discussion on turbulence. Agility is identified as a response for coping with this uncertainty. The tool identified for introducing agility in the supply chain is Virtual Teaming. It achieves this by forming collaborative supply chain partnerships, unconstrained by geography that can quickly apply knowledge and expertise as corrective and preventive mechanisms. A survey of the suppliers to a major automotive manufacturer has highlighted the need for this form of working.A major function of the information flows in the supply chain is in providing control information. This function is threatened because the structure of the supply chain is changing due to the pressures of increasing complexity and urgency. Tiered supply chains can lead to an increasing possibility of disturbances in the material flow in the supply change, often initiated by frequent and unexpected changes in demand. These disturbances have been termed "turbulence", which can be classified in five categories, design, volume, mix, schedule and process [1]. A number of approaches such as concurrent engineering and late configuration [2] have been proposed to reduce turbulence. However these do not reduce the occurrence of some of the more advanced forms of dynamic behaviour [3]. It is proposed that what is needed is a context in which human knowledge and expertise can be brought to bear. The article examines the agility strategy for competitiveness in changing market conditions and particularly Goldman et al.'s [4] proposals for agile supply chains that exhibit high degrees of reward, enrichment and linkage amongst members: ideas that are congruent with needing to inject human knowledge and expertise. One of the barriers to direct human interaction in the supply chain is, however, the geographical separation of its members. Virtual teaming is proposed as the model and practice that can overcome this geographical barrier. A virtual team, composed of members of the supply chain and using advanced communications technology, can improve the flow of information and quickly dampen turbulence through the ability of members to behave as a team, sharing knowledge and expertise, regardless of location. However, building effective virtual teams requires an organisation to tackle several technology, process and people related factors [5], while Clegg et al. [6] warn that technology factors typically receive attention at the expense of nontechnology factors, thus impeding the success of many IT-based processes. The article presents overview data from two research programs on virtual teaming in the automotive supply chain. The data shows recognition of the promise ...

show abstract

Short‐term strategic management in mass customized markets

Cited by 21 publications

References 8 publications

Agility through the interfacing of CAD and CAM

Agility through the interfacing of CAD and CAM

Amalgamation of mass customisation and agile manufacturing concepts: the theory and implementation study in an electronics switches manufacturing company

Virtual Teaming in the Agile Supply Chain

Contact Info

Product

Resources

About