Supplier Integration as an Improvement Driver – An Analysis of Some Recent Approaches in the Shipbuilding Industry

Held, Tobias

doi:10.1007/978-3-8349-6000-9_22

Cited by 14 publications

(15 citation statements)

References 8 publications

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“…Multi-sourced adversarial trading is widespread in ETO companies (Hicks et al 2000). Particularly in shipbuilding, lack of collaboration is one of the major issues concerning quality and efficiency (Held 2010). Held (2010: p.372) points out that "Joint cost reducing programmes with suppliers are only at the beginning in the shipbuilding industry, even though they would make it possible to avoid time consuming and capacity binding concept competitions and RfQs [request for quotations]".…”

Section: Collaborate With Suppliersmentioning

confidence: 99%

“…Integration is necessary to manage engineering changes more effectively and ensure a seamless information flow. Integration in shipbuilding depends on several aspects, such as: co-located teams, integrated IT, common goals, direct communication and similar organisational culture (Held 2010).…”

Section: Integrate Engineering and Productionmentioning

confidence: 99%

“…According to Held (2010), the interdependence between activities performed by the ship designer and shipyard is massive, thus it is important that the ship designer can interact directly with the shipyard in order to handle changes quickly and then prevent generation of delays in other downstream activities.…”

Section: Integrate Engineering and Productionmentioning

confidence: 99%

“…As projects become more fragmented, the risk of having conflicts also increases considerably. In shipbuilding projects, joint project management it is an alternative to support problem resolution and to solve conflicts (Held 2010). Joint project management, or partnering (Cowan et al 1992), means that a team or committee involving members of various companies is set up to coordinate the decisions among project partners.…”

Section: Enable Joint Project Managementmentioning

confidence: 99%

See 3 more Smart Citations

Improving coordination in an engineer-to-order supply chain using a soft systems approach

Mello

Gosling

Strandhagen

et al. 2016

Production Planning & Control

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An empirical study in the ship-building sector has been undertaken to understand the problems associated with the coordination of engineer-to-order (ETO) supply chains and to reveal insights into opportunities for improvements based on the application of soft systems methodology (SSM). A number of alternatives to improve coordination of supply chain have been proposed based on the comparison between a soft systems model and actual practice. These alternatives were summarized into seven general principles that help define the role of individual companies' in coordinating ETO supply chains, highlighting the company's structures and interdependencies that lead to project tardiness. Due to the specific nature of a project which changes according to the context, it is difficult to generalize the soft system model. Nevertheless, future research can further explore some of the principles proposed to deal with coordination problems experienced in other types of ETO project operations, such as construction and oil and gas.

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Section: Collaborate With Suppliersmentioning

confidence: 99%

Section: Integrate Engineering and Productionmentioning

confidence: 99%

Section: Integrate Engineering and Productionmentioning

confidence: 99%

Section: Enable Joint Project Managementmentioning

confidence: 99%

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Improving coordination in an engineer-to-order supply chain using a soft systems approach

Mello

Gosling

Strandhagen

et al. 2016

Production Planning & Control

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“…Outfitting and commissioning such ships, therefore, requires advanced knowledge and experience in system procurement and integration, as well as effective project management and coordination. In this sense, the yards in Norway have the typical characteristic of today's European shipyards: They focus on assembling complex ships, with 60-80% of the value of the ship procured as systems and modules from a wide network of suppliers (Held 2010).…”

Section: Introductionmentioning

confidence: 99%

Offshoring Strategies in Norwegian Ship Production

Semini

Brett

Hagen

et al. 2018

Journal of Ship Production and Design

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For the past several decades, Norwegian shipyards have focused on innovative, customized, and technologically advanced ships, often serving the offshore oil and gas industry. Usually, a significant part of the production of the ship is offshored, especially steel-related tasks. That is, such tasks are carried out in a country with lower factor costs. The Norwegian yards focus on the more advanced outfitting tasks, such as the installation and commissioning of machinery and deck equipment, electrical systems, and accommodation. Nevertheless, the amount of work performed abroad before the Norwegian yard takes over and continues production differs among the various yards. Some only offshore block construction, others construction of the entire hull. Yet others finish the ship to such a degree abroad that it does not need to be recovered from the water in Norway and all the remaining work can be done from the quayside. This paper introduces a typology of shipbuilding strategies that differ in how much of the steel and outfitting work is performed in a country with lower cost levels. The strategies are discussed and compared in terms of relevant build strategic elements, such as pre-outfitting, concurrent execution of engineering and production, yard capabilities, and vertical integration. The strategies' likely effect on performance is also addressed, in terms of costs, quality, delivery dependability, delivery time, and flexibility. The results are based on a qualitative study of Norwegian yards and their offshoring strategies.

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Maximizing performance throughCSR: The mediator role of theCSRprinciples in the shipbuilding industry

Para‐González

Mascaraque‐Ramírez

Cubillas‐Para

2020

Corp Soc Responsibility Env

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This research studies the relationship between the compliance with the five principles of the Corporate Social Responsibility (CSR) and the performance of the shipbuilding industry. Recent studies have shown signs of a positive relationship between these concepts, although these studies are limited to certain specific fields, existing a need for detailed research in other sectors, such as shipbuilding. A longitudinal analysis of the shipbuilding sector performance is presented, considering the trends of the last five years in the five continents, considering the most relevant shipyards. Two types of results are evaluated, current contracts and new contracts, which provides respectively a perspective of the current and future strategy of the organizations. This research identifies a clear positive trend between organizations' efforts (in terms of CSR principles) and improvement in their results. This recognizes CSR as a tool that not only improves the company's image in society, but also enhances performance.

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Supplier Integration as an Improvement Driver – An Analysis of Some Recent Approaches in the Shipbuilding Industry

Cited by 14 publications

References 8 publications

Improving coordination in an engineer-to-order supply chain using a soft systems approach

Improving coordination in an engineer-to-order supply chain using a soft systems approach

Offshoring Strategies in Norwegian Ship Production

Maximizing performance throughCSR: The mediator role of theCSRprinciples in the shipbuilding industry

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