Showing papers on "Supply chain management published in 1991"
TL;DR: In this paper, the advantages and disadvantages of vertical integration and obligational contracts are discussed, and it is concluded that supply chain management is a way of combining many of the advantages of both types of contracts while overcoming some of their disadvantages.
Abstract: While supply chain management concepts are receiving increasing attention in literature and practice, the supply chain management philosophy is supported by a limited theoretical base. The industrial organisation literature related to the advantages, disadvantages and applications of vertical integration and obligational contracts is explored. The industrial organisation literature regarding vertical integration and obligational contracts is related to supply chain management. The advantages and disadvantages which supply chain management shares with vertical integration and obligational contracts are discussed. It is concluded that supply chain management is a way of combining many of the advantages of vertical integration and obligational contracts, while overcoming some of their disadvantages. Using the industrial organisation literature and findings from two case studies, prerequisites are developed for supply chain management, and three competitive situations are described. Supply chain management ho...
467 citations
TL;DR: In this paper, a three-stage approach to help companies see just which actions are likely to get the supply chain into better competitive shape is proposed, and two simple graphical tools to help management develop a strategy for enhanced supply chain effectiveness: the pipeline map and the supplier relationship grid.
Abstract: Intense global competition has created a highly demanding customer. To serve his needs for highvariety, low cost, sound quality and easy availability, organisations are looking beyond their own boundaries to the management of their supply chains. In this they have been inspired by the typical Far Eastern, and the very best Western, practice. But supply chain management is still a hope not a reality for many companies. On the one hand there is an array of “panaceas” on offer for our “sick” businesses; new technology, computer integrated manufacturing, the Just-in-Time approach, total quality management, and more besides. On the other hand supply chain management has few specific tools of its own. To the manager busy holding on to his market share it is difficult to see where to start the process of making his operation more competitive. A three-stage approach to help companies see just which actions are likely to get the supply chain into better competitive shape is proposed. Also introduced are two simple graphical tools to help management develop a strategy for enhanced supply chain effectiveness: the pipeline map and the supplier relationship grid.
411 citations
Book•
01 May 1991
TL;DR: In this paper, the authors present competitive and operations strategy processes in manufacturing and services supplement, financial analysis in operations management process measurement and analysis quality management supplement, statistical process control forecasting facility location, capacity and layout waiting line management supplement and waiting line theory human resource issues in OM supplement.
Abstract: Competitiveness and operations strategy processes in manufacturing and services supplement - financial analysis in operations management process measurement and analysis quality management supplement - statistical process control forecasting facility location, capacity and layout waiting line management supplement - waiting line theory human resource issues in OM supplement - work performance measurements job scheduling and control project planning and control aggregate planning supply chain management inventory systems for independent demand inventory systems for dependent demand just-in-time systems appendices - tables answers to selected problems
180 citations
TL;DR: In this article, the authors describe key components of the logistics mix in an effort to create an understanding of the total logistics concept, including customer service levels, channel relationships, facilities location, transport, inventory management, materials handling, interface with production, purchasing and materials management, estimating demand, order processing, systems performance, leadership and team building, business resource management.
Abstract: Key components of the logistics mix are described in an effort to create an understanding of the total logistics concept. Chapters include an introduction to logistics; the strategic role of logistics, customer service levels, channel relationships, facilities location, transport, inventory management, materials handling, interface with production, purchasing and materials management, estimating demand, order processing, systems performance, leadership and team building, business resource management.
63 citations
TL;DR: The fundamental weakness in traditional supply chain management thinking is that of trying to change the behaviour of everyone involved by exhorting them to create and maintain a shared vision and strategy as discussed by the authors.
Abstract: The fundamental weakness in traditional supply‐chain management thinking is that of trying to change the behaviour of everyone involved by exhorting them to create and maintain a shared vision and strategy. This is fruitless, particularly in global and cross‐cultural situations. A pragmatic, market‐based approach is needed which is repeatedly proven by practical applications and relies on identifying and accepting the differing objectives and styles of other supply chain members, and clustering these seemingly disparate groups into their “natural logics”. These can be aligned, by restructuring the organisation, to allow the natural flows to emerge and operate efficiently. The resulting alignment of the organisation to its markets enables it to achieve near‐perfect customer service.
29 citations
TL;DR: In this article, the authors discuss the concerns with supply chains under the headings of: innovation, competence and value added, investment flexibility, networks rather than single chains, proprietary design knowledge and dependence.
Abstract: Supply chain management can be seen as an approach to obtaining the benefits of Vertical Integration without ownership. Vertical Integration has the potential to offer benefits of increased control as well as cost reduction, but supply chain approaches can theoretically provide these same benefits through effective organisation. The concerns with supply chains are discussed under the headings of: innovation, competence and value added, investment flexibility, networks rather than single chains, proprietary design knowledge and dependence. The conclusion is that, where supply chains are identified (even within vertically integrated organisations), then an approach based on effective management of each of the customer‐supplier relationships is key to success. Reference is made to work and materials produced by the Supply Chain Management Group at the University of Glasgow Business School which emphasises the need to implement “best practice” at each point in each chain.
23 citations
TL;DR: In this paper, a review of the latest developments in information technology can ensure that the supply chain runs even more smoothly and efficiently, to get those goods to the shelves even faster.
Abstract: Retailing is sometimes defined as having the right goods in the right place at the right time. Latest developments in information technology can ensure that the supply chain runs even more smoothly and efficiently, to get those goods to the shelves even faster. This article reviews some of these developments in the context of the 1991 Retail Solutions conference.
12 citations
TL;DR: In this paper, the authors advocate the merits of an integrated supply chain information system (ISCIS), in connection with EDI, information channels, and online processing will help transform an inwardlooking, slow-to-react company into one that can adapt to changing and flexible market conditions.
Abstract: A company′s need and ability to respond to market changes has become crucial, with failure to do so often resulting in disastrous consequences. In this context, the next phase of supply chain management after electronic data interchange (EDI) is examined, advocating the merits of an integrated supply chain information system (ISCIS). ISCIS, in connection with EDI, information channels, and online processing will help transform an inward‐looking, slow‐to‐react company into one that can adapt to changing and flexible market conditions.
9 citations
01 Jan 1991
TL;DR: In this paper, the authors describe forms of waste that result from the lack of alignment in the supply chain, wastes that need to be eliminated in order to create the greatest value for the customers and suppliers.
Abstract: Overview Lean thinking provides principles and tools used to eliminate waste and to strive for perfection through continuous improvement. Though lean thinking was conceptualized to apply to all activities within the firm and across companies in the supply chain, usually lean is employed in operational settings within a single firm. Lean thinking in supply chain management is the use of lean principles to align activities across corporate functions within the firm and to manage business relationships with customers and suppliers. We show how lean principles and tools can be used in the context of the supply chain management framework. Also, we describe forms of waste that result from the lack of alignment in the supply chain ‐ wastes that need to be eliminated in order to create greatest value for the
4 citations
Book•
01 Jan 1991
TL;DR: The role of education and training in the implementation of a manufacturing strategy is discussed in this paper, where a prototype of an expert system for solving maintenance budgeting problems is presented. But, it is not clear how to evaluate the effectiveness of such a system.
Abstract: Operations Strategy.- Problems in Operations Strategy Development: Reconciling Theory with Practice.- The Role of Education and Training in the Implementation of a Manufacturing Strategy.- Measuring Product Goal Congruence: A Case Study.- Materials Control, Supply Chain Management and Logistics.- An Integrated Supply Chain Management Strategy.- Reorganisation of Material Flow for Natural Grouped Assembly Work - Some Principles and Results from Action Research.- A Model for Evaluating Manufacturing System Time Performances.- The Impact of Electronic Data Interchange on Inventory Replenishment Policy for a Single Item, Single Supplier, Multiple Buyers System.- Supply Networks and the Changing Role of Operations Managers.- Flexibility in Operations Systems.- The Flexibility of Three Manufacturing Planning and Control Systems.- The Effective Implementation and Operation of Flexible Manufacturing Systems.- Production Technology and Flexibility in the UK Steel Industry.- Flexible Automation and Small Enterprises.- Design of Production Systems for Batch Production in Short Series to Reduced Lead Time.- Evaluating Flexible Manufacturing Technologies: A research agenda for investment decision theory.- Computer-Aided Management of Operations.- Manufacturing-Oriented Simulation for Production Mannagement.- Computer Aided Production Management: An Example of Organization and Technology Systems.- A Methodology for the Implementation of Integrated CAPM Systems.- Images and Realities in the Computerisation of Managerial Work: Case Studies of Computer-Aided Production Management.- The Strategic Evaluation of R&D Projects Through the use of VERT.- Work Organization.- The Competitive Advantage of Autonomous Work Groups in a Changed Environment.- Competing via Alternative Work Organizations: The Case of Car Assembly in Sweden.- The Implementation of Group Assembly Methods in a Medium-sized Scottish Manufacturing Company: First Results and Comparisons with Conventional Assembly Methods.- Consequences for Final Assembly, Pre-production and Design of Natural Grouped Assembly Work and Materials Handling: Methods and Experience.- Competitive Edge Through Flexible Work Organization: Evidence from the UK Electronics Industry.- Design of The Operation/Maintenance Interface in Highly Mechanized Flows.- Learning Curves for Extended Work Cycles Within Assembly.- A Method to Evaluate the Flexibility of Autonomous Work Groups.- Human Factors.- Top Management Commitment?.- Improving Manufacturing Competitiveness through Human Performance Engineering.- The Workforce in the Year 2000: Technology Focuses on the Older Worker.- Managing the Implementation of Technology.- Critical Implementation Decisions for Advanced Manufacturing Technologies.- Implementing Change Strategies:Towards a Framework for Aligning Implementation to a Situation Specific Context.- Integrating Technology and Organisation in the Implementation of CAD/CAM.- Managing the Manufacturing Technology Transfer Process: Experience of UK-Based Firms.- Factory 2000: Organisation Design for the Factory of the Future.- A Study of Introducing Foreign Technology for the Development of Shanghai's Industry.- The Enterprise Design Manifesto: A New Approach to Computer Systems Development.- Design, Process Planning and 'Time to Market' Factors.- Manufacturing and Product Development by Symbiotic Co-operation in Small Scale Industries.- How to Achieve Competitive Edge by Simultaneous Process Engineering.- The Need for Parallel Planning Systems for Operational Planning within Batch Production.- Feature-Based Component Model for Computer Aided Process Planning Systems.- Competitive Product Design Strategies in the UK Mechanical Engineering Industry.- The Corporate Learning Process in the Context of Electronics Product Development.- International Comparisons and Country-based Papers.- Competition By Effective Management Of Multicultural Groups.- Comparing CAD Implementation in Engineering Firms in Brazil, Canada and the United States: The Need for "Engimation".- Case Studies: Processes and Problems on the Early Stage of Localization.- Innovating for Survival: Problems of Small Businesses During the Transition of the Economy in the ex GDR.- The Future Implementation and Consequences of Advanced Manufacturing Techniques in Dutch Industrial Enterprises: Results from a Delphi-research.- Service Operations.- The Operations Management Challenge in the Delivery of Complex Human Services.- After Sales Support Strategy: A Research Agenda.- Applying Service Concepts in Manufacturing.- Assessing Consumer Perceptions of Service Quality: Experiences from Application of SERVQUAL and Considerations for Further Development..- Application of KBS, Expert Systems and Modelling.- A Prototype of an Expert System for Solving Maintenance Budgeting Problems.- A Fuzzy Expert System for Adjustment of Color Display Monitor.- Operations Management in Integrated Markets: A Conceptual Model.- A Cobweb Model and its Application.- Production Planning and Control.- A Hybrid Push/Pull Production Control System for Multi-stage Manufacturing Processes.- Effective Implementation of Master Production Scheduling Systems Using a Gap Analysis Approach.- Strategic Capacity Planning and Shop Floor Control in Jobbing Production.- On Order Loading Operation Management System for MRP: Mathematical Model versus Knowledge Based Approach.- Improvement of Error Terms and Its Effect on Production Inventory Systems.- Manufacturing Resource Planning: "Some Salient Issues".- Performance and Productivity Measurement and Improvement.- Quality Information Management for Improving Productivity in Japan.- Improving the Labour Efficiency of a Partially Automated Warehouse: A Case Study from the Flour Milling Industry.- Improving Manufacturing Performance Through the Application of Just in Time Techniques.- Managing the Quality Improvement Process.- Steps and Activities for a Customer-Driven Quality Strategy.- Improvement Through People: A Practical Approach that Works.- Technology and the Drive for Quality: A Study of Survival in the Foundry Industry.- Total Quality Management in the Construction Industry - A Competitive Edge.- Implementing Total Quality: Erecting Tents or Building Palaces.- Two Approaches to Revolution in Manufacturing.- Education, Training and Development.- Educational Programs in Management of Technology.- Training for Cultural Change in a Brownfield Site: A Progress Report.- Economic Regeneration in the North East of England: Developing Strategic Viable Systems for Small and Medium Size Enterprises.- The Influence of Director's "Qualifications" on Profitability in UK Manufacturing Companies.- Management Education and Training in the Small Firm.- Undergraduate Studies in Food and Beverage Operations Management.- Employee Participation and Involvement.- Unions and Productivity: Convergence or Divergence in Perceptions?.- Work Teams in Four Irish Manufacturing Subsidiaries.- Manufacturing Performance and Employee Involvement.- Creating a Successful Team (Unleashing Employee Power).- Author Index.
3 citations
TL;DR: In this paper, the authors discuss the issues associated with the adoption of supply chain management techniques and their implications for location decisions in the single market and industrial property location in the European market.
Abstract: Explores some of the issues associated with the adoption of supply chain management techniques and their implications for location decisions in the single market. Discusses the single market, European property, foreign direct investment, the location decision, and industrial property location. Concludes that property requirements will reflect both the firm′s primary activity and its specific SCM policies.
01 Jul 1991
TL;DR: This paper sets out to explain the critical success factors which encouraged the directors of Rowntree Mackintosh to entrust such a vital part of their business operations to an obscure Greek language which executes backwards.
Abstract: APL has been in use at Rowntree Mackintosh since late 1978; during this time it has developed from an initial application to "little local systems" to play a vital role in the supply-chain management of the company. APL systems are now deeply embedded in all stages of company operations, from recipe modelling to the scheduling of raw materials, from five-year planning to detailed shift-by-shift production scheduling.This paper sets out to explain the critical success factors which encouraged the directors of Rowntree Mackintosh to entrust such a vital part of their business operations to an obscure Greek language which executes backwards.