A Market-based Approach to Multi-factory Scheduling

In this paper, we report on the design of a novel market-based approach for decentralised scheduling across multiple factories. Specifically, because of the limitations of scheduling in a centralised manner -- which requires a center to have complete and perfect information for optimality and the truthful revelation of potentially commercially private preferences to that center -- we advocate an informationally decentralised approach that is both agile and dynamic. In particular, this work adopts a market-based approach for decentralised scheduling by considering the different stakeholders representing different factories as self-interested, profit-motivated economic agents that trade resources for the scheduling of jobs. The overall schedule of these jobs is then an emergent behaviour of the strategic interaction of these trading agents bidding for resources in a market based on limited information and their own preferences. Using a simple (zero-intelligence) bidding strategy, we empirically demonstrate that our market-based approach achieves a lower bound efficiency of 84%. This represents a trade-off between a reasonable level of efficiency (compared to a centralised approach) and the desirable benefits of a decentralised solution

Performance measurement of cross-culture supply chain partnership: a case study in the Chinese automotive industry

This study explores a performance measurement system for a dynamic supply chain partnership in a cross-cultural context. An initial framework is constructed by reviewing the existing literature, followed by an in-depth case study in the Chinese automotive industry, where the framework is refined to address the multi-cultural setting. A performance measurement, system which includes the relationship strategy and operational measurement criteria for a supply chain partnership, has been developed. The relationship strategy contains elements of strategy orientation, management style, interdependence, mutual organisational characteristics and common goals. The operational measurement criteria consist of commitment, trust, communication behaviour, information sharing, participation decision, quality, production performance, delivery, cost, supplier strength, attitude, compromise and loyalty. The last three operational measurement criteria are found to be particularly relevant to the cross-cultural feature. While existing studies tend to focus on either specific measures or individual organisations, this paper for the first time proposes a comprehensive framework to measure the performance of supply chain partnerships. The cross-cultural perspective provides a further unique view on how a performance measurement system can be responsive to the dynamics in practice

Emergent strategy in managing cooperative supply chain change

There is much debate about the nature of strategy formulation as content or process. This paper takes a process view informed from insights from non-linear dynamics, complexity and chaos theory and applies it to a well tested management of change process in cooperative supply chain management to draw illustrations from two case examples which reinforce the utility of this use of complexity in formulating emergent strategies

European high technology manufacturing: Choices on the path to manufacturing excellence

The author is concerned to point out that advanced manufacturing technologies have their main impact on 'manufacturing deliverables', particularly quality, delivery and cost. It is these deliverables that interest companies in their attempts to compete globally by using high technology strategies. The technologies themselves - computer aided design, computer numerical control, or optimised production technology, for instance, can be categorised into 'high-tech' or 'lo-tech'. But the division is somewhat artificial, and the way forward may be pragmatic.

Flexible manufacturing -- The hope for European industry

It is suggested that a major strategic failure in European industry is its weakness in production and manufacturing technology. In this article it is argued that positive adoption of Flexible Manufacturing Systems provides the best hope for European firms to recover their manufacturing competitiveness. The author discusses the opportunities and problems encountered in computerising production and moving towards FMS from a strategic perspective, and concludes that it can only occur successfully if senior management are directly involved from a general systems perspective.

The strategic management of technology: Integrating technology supply and demand perspectives

The rapid rate of technological change of recent years has played a major role in changing the structure of established industries as well as new industries. It has elevated the management of technology into the arena of strategic issues. This paper reviews the work of authors who argue that technology management must be given a strategic role in the firm. It does not take issue with the general tenor of their views. But, it counsels caution on the grounds that a focus on technology supply may lead to a product orientation which subverts the influence of customer considerations in strategy making. The writers argue for an approach to the strategic management of technology that integrates the technology supply and technology demand perspectives. Descriptive guidelines are developed for an integrative framework by means of which technology strategy can be formulated. Several factors are discussed which are considered to have an important role to play in formalising the role of technology strategy and ensuring a balanced view of market needs and desired technological capabilities.