Adoption of additive manufacturing technology: drivers, barriers and impacts on upstream supply chain design

Purpose – This paper investigates how the adoption of additive manufacturing (AM) impacts upstream supply chain (SC) design and considers the influence of drivers and barriers towards the adoption. Design/methodology/approach – Ten case studies investigating AM adoption by Original Equipment Manufacturers (OEMs) in five industries were conducted. This research is driven by a literature-based framework, and the results are discussed according to the theory of transaction cost economics (TCE). Findings – The case studies reveal four patterns of AM adoption that affect upstream SC design (due to changes in supply base or types of buyer–supplier relationships): make, buy, make and buy and vertical integration. A make or buy decision is based on the level of experience with the technology, on the AM application (rapid manufacturing, prototyping or tooling) and on the need of control over production. Other barriers playing a role in the decision are the high initial investments and the lack of skills and knowledge. Originality/value – This paper shows how different decisions regarding AM adoption result in different SC designs, with a specific focus on the upstream SC and changes in the supply base. This research is among the first to provide empirical evidence on the impact of AM adoption on upstream SCs and to identify drivers of the make or buy decision when adopting AM through the theoretical lens of TC

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

Artificial intelligence for supplier scouting: an information processing theory approach

Purpose: The objective of this paper is to study the role of artificial intelligence (AI) in supporting the supplier scouting process, considering the information and the capabilities required to do so. Design/methodology/approach: Twelve cases of IT and information providers offering AI-based scouting solutions were studied. The unit of analysis was the AI-based scouting solution, specifically the relationship between the provider and the buyer. Information processing theory (IPT) was adopted to address information processing needs (IPNs) and capabilities (IPCs). Findings: Among buyers, IPNs in supplier scouting are high. IT and information providers can meet the needs of buyers through IPCs enabled by AI-based solutions. In this way, the fit between needs and capabilities can be reached. Originality/value: The investigation of the role of AI in supplier scouting is original. The application of IPT to study the impact of AI in business processes is also novel. This paper contributes by investigating a phenomenon that is still unexplored and unconsolidated in a business context

Implementing collaborative improvement, top-down, bottom-up, or both?

The research presented in this paper was aimed at increasing the current understanding of the process of developing collaborative improvement in Extended Manufacturing Enterprises (EME). Based on action research and action learning of three EMEs involving a total of thirteen companies from five European countries, the present study identifies three different approaches to collaborative improvement (CoI), that is, inter-organisational continuous improvement. One approach to CoI focuses on learning at a practical level, developing this knowledge into strategic and theoretical knowledge. We call this the bottom-up learning-bydoing approach. Another approach focuses on goal alignment and assessment to provide a foundation for improvement before actually improving. We call this the top-down directive approach. Yet another approach focuses on shared goals/vision and meeting on equal terms, and joint work in a non-directive matter. This is the laissez-faire approach. The different approaches influence the collaborative improvement results achieved, and how and why they do so is the question addressed this article

Collaboration for sustainability in the food supply chain: A multi-stage study in Italy

The objective of this study is twofold. Firstly, to analyze sustainability practices adopted in collaboration, including vertical collaboration i.e., with other actors or stages upstream or downstream in the supply chain, and horizontal collaboration i.e., with actors such as non-governmental organizations (NGOs). Secondly, to identify the sustainability performance expected from sustainability practices implemented in different supply chain stages. The study reports on a set of case studies representing four different food supply chain (FSC) stages: breeding/growing, processing, distribution and retail. The findings indicate that each stage selects different collaboration schemes for sustainability practices' implementation, prioritizing relations with upstream actors, namely grower/breeder, as these are key actors responsible for ensuring product quality and safety. In addition, the type of collaborative relationship is shown to be predominantly transactional for environmental and community practices, especially for solving specific short-term issues. Finally, varied areas of environmental and social sustainability performance are recognized, upstream and downstream, as a result of collaborative practices applied in different FSC stages, showing the diverse sustainability objectives pursued along the chain

Designing and developing OM research – from concept to publication

Purpose: Our purpose is to identify similarities and differences between qualitative-based and quantitative-based research, and to present recommendations for designing and conducting the research so that the possibilities of publishing it in leading OM Journals are improved. Design/methodology/approach: The paper takes it outset in contributions made at the 2016 European Operations Management Association Young Scholars Workshop. The theme of the workshop was “Designing and developing research projects in Operations Management – from concept to publication”. Taking the perspectives of the case researcher, the survey researcher and the editor/reviewer, we present and discuss our views on and experiences with designing research for publication. Findings: We identify a number of recommendations that researchers should use when designing, conducting and presenting their research for publication. The recommendations include the need to clearly and concisely establish relevance, account for choice of methodology as well as the operationalization, sampling, analytical and validation methods used, and demonstrate the contribution of the paper in the discussion section. Furthermore, we draw attention to the importance of developing a publication strategy as early as possible. Other important aspects include the title of the paper, keywords selection and rejection criteria. Finally, we stress the importance of “total quality management” in designing and executing OM research. Originality/value – Going beyond the standard author guidelines found at journal web sites, we present a collection of viewpoints, which are based on our experiences as reviewers, editors and evaluators of OM research projects and their design

Sustainability practices and web-based communication: An analysis of the Italian fashion industry

Purpose \u2013 The purpose of this paper is to examine which environmental and social sustainability practices companies in the Italian fashion industry adopt and how these companies communicate their sustainability commitment through their corporate websites. Design/methodology/approach \u2013 The multiple case studies approach was selected and the practices of 12 companies in the Italian fashion industry were investigated. Findings \u2013 The findings showed that four different approaches in the field of sustainability practices and web-based communication are available within the Italian fashion industry (i.e. low commitment, high commitment, low disclosure, high marketing) by highlighting the alignment (i.e. fit or misfit) among these dimensions and by discussing the practices as well as the drivers/barriers of each approach. Originality/value \u2013 The paper contributes to the literature by deepening the understanding of both the environmental and social dimensions of the sustainability issue. Moreover, the work investigates the relationship between sustainability practices and web-based sustainability communication, a topic that has not yet been addressed in the current literature

Alternative uses of temporary work and new forms of work organisation

The purpose of this study is to investigate the relationship between the use of temporary workers and the adoption of new forms of work organisation (NFWO) in production. This study aims to understand to what extent these two forms of human resources flexibility are synergic or mutually exclusive. In order to answer this main goal, we discuss different levels of temporary workers adoption in relation to different levels of use of NFWO, the level of integration of temporary workers within the overall production organisation and the joint and synergistic use of NFWO and temporary work. Evidence drawn from seven case studies in manufacturing plants in northern Italy is provided. Results highlight that, according to the characteristics of the production process, temporary workers and NFWO are not mutually exclusive, that temporary workers can be integrated with other workers in the shop floor, and that NFWO can also be adopted for temporary workers. In addition, NFWO has been proven to be a key enabler to integrate temporary workers within the organisation, thus showing an important synergistic effect between the two human resource flexibility practices

The impact of country culture on the adoption of new forms of work organization

Purpose – This paper aims at understanding the relationship between the adoption of new forms of work organizations (NFWOs) and measures of country impact, in terms of national culture and economic development. Design/methodology/approach – The adoption of NFWO practices is measured through data from the fourth edition of the International Manufacturing Strategy Survey, while Hofstede’s measures are adopted for national culture, and gross national income (GNI) per capita is used as an economic development variable. Multivariate linear regression is applied to investigate relationships, using company size as a control variable. A cluster analysis is utilized to identify groups of countries with similar cultural characteristics and to highlight different patterns of adoption of NFWO practices. Findings – The authors show that it is possible to explain different patterns in the adoption of NFWO practices when considering company size and cultural variables. GNI is instead only significant for some practices and does not always positively influence the adoption of NFWO. On the other hand, cultural variables are linked to all the practices, but there is no dominant dimension to explain higher or lower NFWO adoption. Research limitations/implications – Results are limited because only Hofstede’s cultural variables are used and manufacturing performance is not considered. Therefore, it is not possible to discriminate between more or less successful NFWO variations. Practical implications – This paper provides managers with insights on how to take into account cultural variables when transferring organizational models to different countries. Originality/value – This paper contributes to previous studies showing the importance of including several contextual variables, country impact in particular, in the study of operations management