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Supply
Chain Production Planning in a Mass Customization Environment
-- Josefa Mula Bru, Raul Poler and Jose P Garcia
Mass
Customization consists of the design, production, marketing
and delivery of customized products and services on a mass
basis (Pine, 1992). Some of the strategies of mass customization
are: Supply chain management, modular product design, virtual
enterprise, the Web, best-of-breed ICT and agile manufacturing.
In this context, the European Community Growth project called
`Virtual Enterprise for Supply Chain Management (V-Chain)',
is trying to introduce the concept of extended enterprise
and promote the collaboration between the automobile manufacturer
and suppliers. Thus, data from this project are used in
this paper to analyze and prescribe the main characteristics
of an automobile industry supply chain required to mass
customize from a production planning point of view.
©
2004 Josefa Mula Bru, Raul Poler and Jose P Garcia. This
paper was presented at the POMS 2004 Conference. Reprinted
with permission.
Innovation
Generation in Supply Chain Relationships: A Conceptual Model
and Research Propositions
-- Subroto
Roy, K Sivakumar and Ian F Wilkinson
Innovation
generation has increasingly been recognized as an outcome
of interaction between a firm and various outside entities.
According to this view, supplier involvement and alliances
are routes to innovation generation. Despite this realization,
there is a dearth of research, both conceptual and empirical,
focusing on innovation generation in buyer-seller relationships
in supply chains. In an attempt to fill this void, this
article develops a conceptual model of innovation generation
in buyer-seller relationships in upstream supply chains.
The authors propose that innovation generation in supply
chain relationships, both incremental and radical, is a
consequence of interactions between buyers and sellers.
They also delineate factors internal and external to the
relationship that moderate the link between interaction
and innovation generation. Finally, the authors discuss
managerial implications of their research and offer guidelines
for future empirical research.
©
2003 Sage Publications, Inc. This article is written by
Subroto Roy, K Sivakumar and Ian F Wilkinson in the Journal
of Academy of Marketing Science, Vol. 32, No. 1, pp.
61-79. Reprinted with permission.
The
Impact of Supply Chain Management on Service Organizations
-- Linda L Stanley and Joel D Wisner
Supply
chain management has been used to describe the integration
of purchasing, operations, and distribution activities among
a network of interdependent organizations. Most of the research
to date focuses on manufacturing practices within the supply
chain with little emphasis on the service sector. This paper
presents exploratory findings of a comprehensive survey
of US and European organizations to study the practice of
supply chain management in services. Respondents who practiced
supply chain management were asked a number of questions
regarding their supply base including logistics, partnership,
certification, supplier selection and performance, and customer
relationship issues. Their responses form the basis for
this paper.
©
2005 IUP. All Rights Reserved.
Supply
Chain Management in the Indian Computer Hardware Industry
-- S Subramanian* and S Swaminathan
It
is an irony that the computer hardware industry that helps
other sectors in building an `integrated supply chain management
system' does not have a well-developed, value-added supply
chain system for its own procurement and distribution. This
paper empirically analyzes the existing supply chain practices
in the Indian computer hardware industry. The analysis focuses
on the status of procurement and distribution chains in
the Indian hardware industry along the major dimensions
of supply chain like inventory, transportation, facilities
and information. The findings suggest that though underdeveloped
currently, the supply chain system of the Indian computer
hardware industry may improve in the near future. Besides,
there is a necessity and ample scope for third party logistics
service providers in this industry.
©
2005 IUP. All Rights Reserved.
X-BSCMeasuring
the Performance of Truly Strategic Supplier Relationships
-- Lutz
Kaufmann
Initiatives
to improve relationships with key suppliers are under way
in many companies. One important decision relating to the
design and administration of strategic supplier relationships
is which concept to apply when measuring their performance.
The relationships with strategic suppliers are multifaceted
and require a multidimensional measurement. Furthermore,
measuring their performance has to be tailored to the specific
situation, as not all strategic supplier relationships are
created equal. The concept of the Balanced Scorecard (BSC)
is frequently employed to support the implementation of
the strategies of individual business units within a multibusiness
organization. This report describes how the principles of
the BSC concept were successfully applied to strategic supplier
relationships at a company from the automotive industry
under the term Cross-Balanced Scorecard or X-BSC.
©
2004 CAPS Research (www.capsresearch.org). The complete
Practix report, released in March 2004 is "X-BSCMeasuring
the Performance of Truly Strategic Supplier Relationships".
(Tempe, AZ: CAPS Research/Institute for Supply Management).
Reprinted with permission. |
