UK sourcing practices and relationships

Baines, Tim; Kay, Gwyn

doi:10.1049/me:20020309

Cited by 2 publications

(3 citation statements)

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“…The initial problem faced by Orangebox was that most of the local suppliers did not have the technological, resource and logistical capabilities that could support the company's operations, however, by integrating local suppliers into the network and then working with them to develop selected product lines (Bains and Kay, 2002), it is possible for local suppliers to achieve a level of quality, cost, delivery and flexibility which can meet the company's immediate and long-term needs.…”

Section: The Need For a New Manufacturing Strategy At Orangeboxmentioning

confidence: 99%

Integrating local suppliers in a global supply network

Thomas

Barton

2007

Journal of Manufacturing Technology Management

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Purpose -The development of a local area supply chain network (LASCaN) is only as good as the skills and technological capabilities of the companies within that network. Recent studies have pointed to the lack of capability amongst local suppliers and hence many OEMs have now moved towards global supplier networks to meet demand. The purpose of this paper is to highlight the drivers which push companies to develop global supplier networks. Design/methodology/approach -Through the development of a case study approach, the paper chronicles the design, development and implementation of a supplier development programme (SDP). The programme is subsequently evaluated for its effectiveness in the subject company. Findings -The LASCaN is evaluated rigorously and describes accurately the effectiveness of the system and how the integration of the LASCaN into the global network allows the company to meet the demands of a fluctuating, mass customised market. Originality/value -The proposed SDP framework for the successful development of a LASCaN contributes to the existing knowledge base on supply chain systems and subsequently disseminates this information in order to provide impetus, guidance and support towards increasing the development of local suppliers in an attempt to move the UK SME sector towards world class manufacturing performance.

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Section: The Need For a New Manufacturing Strategy At Orangeboxmentioning

confidence: 99%

Integrating local suppliers in a global supply network

Thomas

Barton

2007

Journal of Manufacturing Technology Management

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“…Therefore, to gain an insight into the differing approaches used to form strategic positioning decisions, a selection of companies were sought which demonstrated a variety of competitive performances. A suitable source of possible companies to study came in the form of respondents to a survey carried out on 'Sourcing for Competitive Manufacture" (Baines and Kay, 2002). In this survey, 96 companies indicated that they would be willing to discuss being involved in a subsequent study of supply chain practices.…”

Section: Selection Of Casesmentioning

confidence: 99%

“…This survey had included an assessment of the level of success each company attained in managing and exploiting their manufacturing supply chain practices. This was based on a form of practitioner self-assessment of practice and is described in greater detail in Baines and Kay (2002). Two sets of companies could therefore be chosen for the study, the first where supply chain management was regarded by the managers as particularly effective, and a second where this was not currently the case.…”

Section: Selection Of Casesmentioning

confidence: 99%

Strategic positioning: an integrated decision process for manufacturers

Baines

Kay

Adesola

et al. 2005

International Journal of Operations &Amp; Production Management

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Strategic positioning of a manufacturer concerns choosing those service, production and supply chain related activities that an organisation should carry out internally, and those that should be external and under the ownership and control of suppliers, partners and customers. This paper describes research that has investigated how manufacturers make this decision and what, if any, are the characteristics of a successful approach to forming such decisions. Six UK manufacturing companies have been studied in-depth and, in each case, the decision making processes that practitioners actually apply have been explored, recorded and analysed. This study has revealed distinctly different styles of thinking across these companies. Based on this insight the paper proposes three key principles that manufacturers should adopt when forming strategic positioning decisions.

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UK sourcing practices and relationships

Cited by 2 publications

References 0 publications

Integrating local suppliers in a global supply network

Integrating local suppliers in a global supply network

Strategic positioning: an integrated decision process for manufacturers

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