2000
DOI: 10.1016/s0925-5273(99)00026-2
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Supply chain management: A strategic issue in engineer to order manufacturing

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Cited by 170 publications
(122 citation statements)
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“…The arena for the empirical work in this paper is the construction industry, where projects often require a complex mix of activities, relationships, organisations, knowledge and skills to come together to complete a 'one-of-a-kind' assignment. It is widely perceived to have structural problems inhibiting the adoption of some supply chain best practice (Briscoe and Dainty 2005), but the same has been noted in other ETO industries (Anderson et al 2000, Hicks et al 2000 The sector has been the subject of many UK and Australian government reports which probe how the sector may improve performance and prescribe reform agendas. Murray and Langford (2003) analyse all UK construction reports published between 1944 and 2002, and conclude they all encourage a set of changing relationships between different parties to the construction process.…”
Section: Research Objectives and Methodological Approachmentioning
confidence: 99%
See 1 more Smart Citation
“…The arena for the empirical work in this paper is the construction industry, where projects often require a complex mix of activities, relationships, organisations, knowledge and skills to come together to complete a 'one-of-a-kind' assignment. It is widely perceived to have structural problems inhibiting the adoption of some supply chain best practice (Briscoe and Dainty 2005), but the same has been noted in other ETO industries (Anderson et al 2000, Hicks et al 2000 The sector has been the subject of many UK and Australian government reports which probe how the sector may improve performance and prescribe reform agendas. Murray and Langford (2003) analyse all UK construction reports published between 1944 and 2002, and conclude they all encourage a set of changing relationships between different parties to the construction process.…”
Section: Research Objectives and Methodological Approachmentioning
confidence: 99%
“…In particular, procurement and the competitive bidding, as well as the design stage have been highlighted as being time bottlenecks for ETO supply chains (Elfving et al 2005). Hicks et al (2000), researching the capital goods sector, found that modular configurations and standard items can reduce costs and lead times. They also emphasized that some lessons can be learnt from the high volume sector, such as reduction of the supplier base and long term relationships, but that the characteristics of ETO markets significantly constrain the application of established supply chain management methods.…”
Section: Deriving Principles For Engineer-to-order Supply Chainsmentioning
confidence: 99%
“…The product produced by ETO companies varies significantly, so do their customer demands and available capability (engineers, plants, equipment, etc.). This variability makes it difficult to prescribe best practice(s) for optimal market responses [1].…”
Section: Prescriptive Analytics In Manufacturingmentioning
confidence: 99%
“…Engineer-To-Order (ETO) companies design and produce products that are generally highly customized to meet individual customer requirements but produced in low volume [1]. High levels of customization lead to increased costs, higher risks, and long lead times.…”
Section: Introductionmentioning
confidence: 99%
“…But in MTO companies, orders' value stream consists of the tendering phase, the design phase, the purchasing phase and the production phase and activities are not restricted only in the shop floor. Dealing only in the shop floor activities will ignore the other parts of the whole flow and also important issues like departments' integration and coordination [4,5,6]. Therefore, WLC in MTO companies should not be confined only in the shop floor but should also address the other parts of the whole supply chain, from the tendering phase to the assembly stage [7,8], similar to a pure flow shop environment.…”
Section: Introductionmentioning
confidence: 99%