Author
Danny Berry
Bio: Danny Berry is an academic researcher from Hewlett-Packard. The author has contributed to research in topics: Supply chain & Lean manufacturing. The author has an hindex of 1, co-authored 1 publications receiving 1538 citations.
Papers
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TL;DR: The use of either lean thinking or agile manufacturing has to be combined with a total supply chain strategy particularly considering market knowledge and positioning of the decoupling point as agile manufacturing is best suited to satisfying a fluctuating demand and lean manufacturing requires a level schedule.
1,613 citations
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TL;DR: The findings of both the contingency and configuration approach indicated that SCI was related to both operational and business performance, and indicated that internal and customer integration were more strongly related to improving performance than supplier integration.
2,535 citations
TL;DR: In this article, the authors identify and consolidate various supply chain initiatives and factors to develop key SCM constructs conducive to advancing the field and synthesize the large, fragmented body of work dispersed across many disciplines.
2,290 citations
TL;DR: In this paper, the authors conceptualized and developed five dimensions of SCM practice (strategic supplier partnership, customer relationship, level of information sharing, quality information sharing and postponement) and tested the relationships between SCM practices, competitive advantage, and organizational performance.
Abstract: Effective supply chain management (SCM) has become a potentially valuable way of securing competitive advantage and improving organizational performance since competition is no longer between organizations, but among supply chains. This research conceptualizes and develops five dimensions of SCM practice (strategic supplier partnership, customer relationship, level of information sharing, quality of information sharing, and postponement) and tests the relationships between SCM practices, competitive advantage, and organizational performance. Data for the study were collected from 196 organizations and the relationships proposed in the framework were tested using structural equation modeling. The results indicate that higher levels of SCM practice can lead to enhanced competitive advantage and improved organizational performance. Also, competitive advantage can have a direct, positive impact on organizational performance.
1,920 citations
TL;DR: In this article, the authors provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organization, and point out areas for future research.
Abstract: The application of lean thinking has made a significant impact both in academic and industrial circles over the last decade. Fostered by a rapid spread into many other industry sectors beyond the automotive industry, there has been a significant development and “localisation” of the lean concept. Despite successful “lean” applications in a range of settings however, the lean approach has been criticised on many accounts, such as the lack of human integration or its limited applicability outside high‐volume repetitive manufacturing environments. The resulting lack of definition has led to confusion and fuzzy boundaries with other management concepts. Summarising the lean evolution, this paper comments on approaches that have sought to address some of the earlier gaps in lean thinking. Linking the evolution of lean thinking to the contingency and learning organisation schools of thought, the objective of this paper is to provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organisation, and point out areas for future research.
1,692 citations
TL;DR: The literature available on IT in SCM has been classified using suitable criteria and then critically reviewed to develop a framework for studying the applications of IT inSCM and some future research directions are indicated.
1,157 citations