39,529 research outputs found
A Case Study Of E-Supply Chain & Business Process Reengineering Of A Semiconductor Company In Malaysia
Penglibatan e-perniagaan dalam rantaian bekalan telah mewujudkan e-rantaian bekalan yang baru (e-SC) di
firma-firma tempatan dan global.
Due to globalization and advancement in information technology (IT), companies adopt best practices in
e-business and supply chain management to be globally competitive as both are realities and prospects in 21st century
Enablers and Constraints in Implementing Lean Manufacturing: evidence from Brazilian SMEs
Lean Manufacturing has revolutionized the global manufacturing environment at an unprecedented rate. In scholarly and managerial literature, many works have reported that Lean Manufacturing is a very efficient approach and a straightforward way towards process improvements, in terms of productivity and value adding activities ratio. However, many studies on Lean Manufacturing have highlighted many problems in its implementation. The analysis carried out within the research project is aimed to the factors enabling or constraining the Lean Transformation of a firmâs production system, along with the most relevant tools or practices to be applied. The research methodology used is the so-called âNormative Delphiâ with a panel formed by 32 experts coming from 16 Brazilian SMEs. Our results are partially consistent with what has already been discussed in the literature and we found that the most relevant tools/practices are: value stream mapping, 5S methodology, and Kaizen (Gemba walks); the top three enabling factors are: knowledge and sponsorship of senior management, focus on continuous improvement, and employee development fostered by the company; finally, the main critical constraints are: little support from the top management, resistance to change by middle management, and poor or non-qualified Lean training activities
The role of supply chain integration in achieving competitive advantage: A study of UK automobile manufacturers
The competitive nature of the global automobile industry has resulted in a battle for efficiency and consistency in supply chain management (SCM). For manufacturers, the diversified network of suppliers represents more than just a production system; it is a strategic asset that must be managed, evaluated, and revised in order to attain competitive advantage. One capability that has become an increasingly essential means of alignment and assessment is supply chain integration (SCI). Through such practices, manufacturers create informational capital that is inimitable, yet transferrable, allowing suppliers to participate in a mutually-beneficial system of performance-centred outcomes. From cost reduction to time improvements to quality control, the benefits of SCI extend throughout the supply chain lifecycle, providing firms with improved predictability, flexibility, and responsiveness. Yet in spite of such benefits, key limitations including exposure to risks, supplier failures, or changing competitive conditions may expose manufacturers to a vulnerable position that can severely impact value and performance. The current study summarizes the perspectives and predictions of managers within the automobile industry in the UK, highlighting a dynamic model of interdependency and interpolation that embraces SCI as a strategic resource. Full commitment to integration is critical to achieving improved outcomes and performance; therefore, firms seeking to integrate throughout their extended supply chain must be willing to embrace a less centralized locus of control
Collaborative improvement as an inspiration for supply chain collaboration
The battlefield of competition is today moving from the level of\ud
individual firms to the one of the extended enterprises, that is, networks of customers and their suppliers. This paper discusses how learning and continuous improvement today take place in processes based on daily collaboration at intercompany level, i.e. Extended Manufacturing Enterprises (EMEs). The purpose of the paper is to present a preliminary theory on Collaborative Improvement (CoI), i.e. continuous improvement at the EME level. Based on a literature review on Supply Networks, and Continuous Improvement and on evidence from two explorative case studies, the paper proposes a model for Collaborative Improvement in EMEs and discusses a research approach based on Action Research and Action Learning to further develop preliminary theory and actionable knowledge on how to foster and sustain CoI in EMEs
Increasing territorial capitalization by incorporation of small enterprises into clusters
Modernization of the Russian national economy depends on small businesses and their involvement in capitalization of the territorial potential. This article discusses methods, models, and mechanisms of territorial capitalization based on incorporation of small business enterprises into clusters along with medium- and large businesses. We propose an optimization model for assessing the efficiency of such clusters: our research has shown that this model can be applied for decision-making in regional strategic planning. Methodologically, this study relies on the theories of industrial development and economic growth, the industrial cluster theory, and the works of Russian and international researchers on mechanisms of management of territorial potential, their establishment and implementation. Capitalization of the region's resource potential manifests itself in the form of static and dynamic effects. We developed models of interaction between small and other businesses and structures within a cluster oriented towards territorial capitalization. We demonstrated that incorporation of a university into a cluster structure increases the innovative capacity of all cluster members. This research may be further expanded to study the mechanisms of involving small businesses operating in peripheral areas into clusters
Product to process lifecycle management in assembly automation systems
Presently, the automotive industry is facing enormous pressure due to global competition and ever
changing legislative, economic and customer demands. Product and process development in the
automotive manufacturing industry is a challenging task for many reasons. Current product life
cycle management (PLM) systems tend to be product-focussed. Though, information about
processes and resources are there but mostly linked to the product. Process is an important aspect,
especially in assembly automation systems that link products to their manufacturing resources. This
paper presents a process-centric approach to improve PLM systems in large-scale manufacturing
companies, especially in the powertrain sector of the automotive industry. The idea is to integrate
the information related to key engineering chains i.e. products, processes and resources based upon
PLM philosophy and shift the trend of product-focussed lifecycle management to process-focussed
lifecycle management, the outcome of which is the Product, Process and Resource Lifecycle
Management not PLM only
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From Supply Chains to Total Product Systems
The evolution of supply chain management and practice has had an integral and expanding role in contemporary global economic and socio-political change over the past 25 years or so. Thi srole is moving closer to centre stage with the emergence of business models equating to 'total product systems'. The impacts of advanced supply chain practice include driving fundamental changes in approach to product design, the concept of 'product', production methods, distribution, marketing, aftermarket support and end-of-life (EOL) reprocessing. Viewed in their full context, methods in supply chain management (SCM) have major influences on societal functioning and on economic development at global, national and local levels. Even the supply chains for simple products can involve several different industries and link many companies, large and small. Those for complex products may span several technological domains and economic sectors, linking hundreds or sometimes thousands of companies
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