The selected determinants of manufacturing postponement within supply chain context: An international study

A Historical Review of Postponement Research

“…Clearly, the higher the level of uncertainty, the greater the potential benefit of postponement. This finding converges with Swaminathan and Tayur's () finding showing that demand variance favors postponement and, similarly, with Kisperska‐Moron and Swierczek's () finding showing that demand variability and accuracy in forecast demand are also factors favoring postponement.…”

“…A factor that emerged in various forms is the notion of product variation. The larger the number of variations offered to customers, the greater the potential benefit of postponement (Zinn and Bowersox ; Gupta and Benjaafar ; Kisperska‐Moron and Swierczek ). This can be expanded to other forms of product variation, such as number of vanilla boxes or product modules, with similar findings in both the former (Swaminathan and Tayur ) and the latter cases (Van Hoek and Commandeur ).…”

Mass Customization in Supply Chain Level: Development of a Conceptual Framework to Manage and Assess Performance

“…Within those who consider postponement in supply chain level, many discuss about issues such as the conflict between product variety and quick response time [16], or product growth and cost control at certain point [32,33]. Generally literature discusses about postponement by either focusing on types of postponement (time, form and place), their evaluation and comparison [11], [17], [39,40]; or targeting management of inventory to set optimal level of inventory [2], [8], [24], [32,33]. In both of these groups modularization has been recognized as an enabling method for efficient customization.…”

“…Partners characteristics Cost of postponement [8], [10], [17], [32], [33], [39] This factor refers to the cost associated to customization and is faced by supplier [2], [9], [12] This factor refers to the inventory level of partners. It is assumed that the inventory is used for uncertainties and it highlights the impact of penetration point on partners…”

Impact of the customer demand on order fulfilment strategies based on floating decoupling point: a simulation analysis

“…At present, postponement researches aim at studying and developing of new strategies (Wong, Wikner, and Naim 2009;Kisperska-Moron and Swierczek 2011;Saghiri 2011;Wong, Potter, and Naim 2011;Van Kampen and Van Donk 2014), which focus on the application to productive environments such as the food industry (Wong, Potter, and Naim 2011;Van Kampen and Van Donk 2014), the textile industry (Huang and Li 2009;Chaudhry and Hodge 2012) and the supply chain (Kisperska-Moron and Swierczek 2011; Chaudhry and Hodge 2012). The aim of the companies, within the scope of the current demand, is to increase the flexibility of the process while proposing new approaches to address the complexity of the production environment and markets.…”