Modular assembly with postponement to improve health, safety & productivity in construction

This paper presents the outcome of an engineering study as part of the design and development of a lean and agile construction system and in particular its supply chain component. This combines modular assembly with a postponement function to be tested on a case study project (not reported here), the objective of which is to improve health, safety and productivity for the company sponsoring the research. The contribution to research is the combination of countermeasures described in this paper that have been developed and incorporated into a wider construction system, in the same way that manufacturing has used this strategy with great success. Also, a further output is the development and use of an innovative method for assembling, transporting and installing mechanical and electrical modules, whereby modularization can be achieved with or without offsite manufacturing capability. The research forecasts a reduction of onsite labor of 35% compared to using traditional methods of construction, with less onsite operatives at risk of injury carrying out simpler assembly tasks within ergonomic mobile work cells. Further research is proposed to measure the benefits of the construction system following its implementation on a case study project

Order fulfillment in high variety production environments

Providing high levels of product variety and product customization is challenging for many companies. This paper presents a new classification of production and order fulfillment approaches available to manufacturing companies that offer high variety and/or product customization. Six categories of approaches are identified and described. An important emerging approach - open pipeline planning – is highlighted for high variety manufacturing environments. It allows a customer order to be fulfilled from anywhere in the system, enabling greater responsiveness in Build-to-Forecast systems. The links between the open pipeline approach, decoupling concepts and postponement strategies are discussed and the relevance of the approach to the volume automotive sector is highlighted. Results from a simulation study are presented illustrating the potential benefits when products can be reconfigured in an open pipeline system. The application of open pipeline concepts to different manufacturing domains is discussed and the operating characteristics of most relevance are highlighted. In addition to the automotive, sectors such as machinery and instrumentation, computer servers, telecommunications and electronic equipment may benefit from an open pipeline planning approach. When properly designed these systems can significantly enhance order fulfillment performance

Supply chain uncertainty:a review and theoretical foundation for future research

Supply-chain uncertainty is an issue with which every practising manager wrestles, deriving from the increasing complexity of global supply networks. Taking a broad view of supply-chain uncertainty (incorporating supply-chain risk), this paper seeks to review the literature in this area and develop a theoretical foundation for future research. The literature review identifies a comprehensive list of 14 sources of uncertainty, including those that have received much research attention, such as the bullwhip effect, and those more recently described, such as parallel interaction. Approaches to managing these sources of uncertainty are classified into: 10 approaches that seek to reduce uncertainty at its source; and, 11 approaches that seek to cope with it, thereby minimising its impact on performance. Manufacturing strategy theory, including the concepts of alignment and contingency, is then used to develop a model of supply-chain uncertainty, which is populated using the literature review to show alignment between uncertainty sources and management strategies. Future research proposed includes more empirical research in order to further investigate: which uncertainties occur in particular industrial contexts; the impact of appropriate sources/management strategy alignment on performance; and the complex interplay between management strategies and multiple sources of uncertainty (positive or negative)

Postponement and the wealth of nations

In this paper, Fair Value Chain Creation (FVC2;), as an approach that applies and extends principles of Fair Trade to exports from developed countries to the less developed countries, is being introduced. It awards a Fair Value label to goods which undergo further value adding in the host market. FVC2; attempts to utilize a label pointing at made for rather than made in by emblematizing the degree of Fair Value involved. Building on logistics and manufacturing postponement allows FVC2; to balance value chains in such a way that both stakes (North - South; developed countries - developing countries; country of origin - host market) are going to profit. Developing countries can increase their share in value chains originating from Northern countries. In turn, this enables those developed countries and corresponding manufacturers to level their resources. While postponing none-core activities to the developing countries and the respective host markets, manufacturers can focus even more on core processes. In fact, FVC2; mostly employs humans instead of machines. It makes labor a promoted option. Based on free-market mechanisms, like opportunity costs and the production possibilities frontier, the authors prove FVC2; being an attempt in the market and on the structure of global value chains. Fair Value Chain Creation is driven by enhanced global logistics performance. Thus, and in contrast to Fair Trade, FVC2; requires no price premium being paid by the consumer and therefore no stringent inspection of its application. Nonetheless, every labeling initiative requires an authority to prevent malpractice. The authors show, before such an initiative can be put into practice, that it is particularly evident to define the developing gap enabling to specify the potential and spectrum of FVC2;. This gap arises from globalization and enhanced logistics performance (foremost postponement). --Fair Trade,Fair Value Chain,Fair Value Creation,Postponement,Wealth of Nations

Variety Management in Assemble-to-Order Supply Chains

Assemble-to-order refers to a supply chain strategy in which products are not assembled until customer order arrives. It is based on the so-called form postponement that is to hold components at a generic form and to delay the point of product differentiation. The performance of an assem-ble-to-order supply chain depends on two main dimensions, which are responsiveness and achievement level of scale economies. Responsiveness refers to the capability of fulfilling customer requirements in a fast-paced manner, whereas the achievement of scale economies reflects the degree of operations efficiency. Assemble-to-order supply chains induce high product variety, which has adverse effects on performance. We use demand volumes as a proxy for scale economies and lead times as a proxy for responsiveness. A matrix that consists of both dimensions can be defined, in which we distinguish between short/long lead times and low/high demand volumes. This matrix is called performance matrix. On the other hand, the consequence that results from product variety is a high demand variability of end products, which also affects the demand variability of components. An analysis of component demand variability enables one to identify the components with low/high demand variability. These components can further be classified into supplied and in-house made components. Thus, a second matrix (called component matrix) with two dimensions, namely variability (low/high) and supply source (in-house/supplier) can be defined. Due to the supply source dimension in the component matrix, the supply chain perspective is also taken into ac-count. The combination of both matrixes into a single one provides the performance/component matrix for assemble-to-order supply chains. To use the final matrix, it is necessary to compute lead times, demand volumes and demand variability of the supplied and in-house made components. By plotting the components in the matrix, one can determine the problems induced by variety. In order to improve the performance of the assemble-to-order supply chain, the implementation of variety management strategies is necessary. The identified strategies are: commonality, component families, modularity, and platforms. Based on the performance/component matrix, we discuss how these strategies or a combination of them can contribute to derive recommendations that aim to alleviate variety impacts on the as-semble-to-order supply chain.Assemble-to-order; Supply Chain Management; Variety Management

Precautionary Expertise for GM Crops (PEG): National Workshop Report UK

Although the precautionary principle has been widely accepted in Europe as a basis for decision making about Genetically Modified (GM) crops, there are many perspectives on its interpretation and how it should be implemented. The PEG project is analysing how current European practices compare with different accounts of the precautionary principle. It has been examining different people’s accounts of precaution and their views on the procedures for regulating and managing GM crops, in seven EU member states. Workshops with the potential end-users of our research findings are an integral part of the PEG project. Workshops have been carried out in each of the partner’s countries. These scenario workshops offer a policy analysis tool that enables a more action orientated approach to policy research. They help bridge the gap between research and the policy process by involving people at an early stage of the project, and ensure that our research questions and findings are embedded in the policy process. This report discusses the outcomes of the UK workshop, ‘GM Futures? Scenarios for GM Crops’, held on 5th February 2003 at the Royal Horticultural Halls, London. The workshop used three policy scenarios as a tool for considering the causes and consequences of commercialisation of GM crops. Rather than attempting to predict the future, by mapping different scenarios the workshop attempted to draw out dynamics and interactions which may not otherwise be obvious. Workshop participants came from a range of backgrounds and were all involved in the policy process either directly as a member of a Government department or advisory committee, or through their position within their organisation. A key policy-relevant outcome was the way that the three policy scenarios - to go ahead with commercialisation, to postpone it further or to commercialise GM crops in a limited way - might all present the Government with equally complex and difficult consequences. Further, while limited commercialisation may appear to be an attractive policy option, the scenario map drawn by the participants indicated difficulties that would need to be handled in order for limited commercialisation to be regarded as a potential option