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Tiedemann, F., Johansson, E. & Gosling, J. (2019). Structuring a new product development process portfolio using decoupling thinking. Production planning & control (Print)
Open this publication in new window or tab >>Structuring a new product development process portfolio using decoupling thinking
2019 (English)In: Production planning & control (Print), ISSN 0953-7287, E-ISSN 1366-5871Article in journal (Refereed) Epub ahead of print
Abstract [en]

The purpose is to develop a structured new product development (NPD) process portfolio for manufacturing companies that facilitates the organization of NPD processes for both standardized products, focusing on time-to-market, and customized products, focusing on time-to-customer. The research combines different literature streams, enriching and advancing the understanding of decoupling thinking in NPD processes of manufacturing companies. It includes extensive empirical data from six manufacturing companies and presents testable propositions for further research. The resulting NPD process portfolio separates technology development from product development, acknowledges the different drivers and outcomes of processes and addresses the lead-time trade-offs. It provides an overview of potential options for NPD processes and shows different pathways through the processes. Companies can use the portfolio to support decisions related to the overall configuration of their NPD portfolios, the role and the range of different NPD processes, as well as to determine when and how to engage customers.

Place, publisher, year, edition, pages
Taylor & Francis, 2019
Keywords
aggregate project plan, customer order decoupling point, decoupling thinking, lead time, New product development, Commerce, Economic and social effects, Industrial research, Manufacture, Sales, Leadtime, Project plans, Product development
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-45481 (URN)10.1080/09537287.2019.1629037 (DOI)000473725000001 ()2-s2.0-85068185151 (Scopus ID);JTHLogistikIS (Local ID);JTHLogistikIS (Archive number);JTHLogistikIS (OAI)
Available from: 2019-08-07 Created: 2019-08-07 Last updated: 2019-08-08
Wikner, J., Bäckstrand, J. & Johansson, E. (2017). Customer-differentiated triadic interaction based on decoupling points. Journal of Global Operations and Strategic Sourcing, 10(2), 185-205
Open this publication in new window or tab >>Customer-differentiated triadic interaction based on decoupling points
2017 (English)In: Journal of Global Operations and Strategic Sourcing, ISSN 2398-5364, Vol. 10, no 2, p. 185-205Article in journal (Refereed) Published
Abstract [en]

Purpose

The integration of supply chains together with the disintegration of individual actors in the supply chain shifts the focus from actors to challenges in the interaction between actors. This paper sets out to identify risk strategies for different supplier interactions in triadic configurations, in order to outline supply strategies.

Design/methodology/approach

Companies participating in a research project recounted the challenges they faced regarding the integration of customer order-based management and supply from a triad perspective. Six triad configurations were identified, based on the literature, resulting in three risk strategies, which were empirically illustrated in practice by the participating companies.

Findings

A key finding is that a triad perspective for a customer-differentiated approach to supplier interaction results in a material classification that highlights the circumstances in which to apply ‘balance efficiency’, ‘postpone’, ‘balance responsiveness’ and ‘speculate’ supply strategies.

Research limitations/implications

The research has focused on process drivers and controllability and the results may require careful interpretation when there is a mix of standardized and customized products since further interaction differentiation then may be required.

Practical implications

The strategies developed herein provide guidelines for differentiated supplier interaction with explicit focus on triads where customer actors directly influence supplier actors. This approach highlights how outsourcing must be carefully executed when supplier actors are involved in delivery to customer orders.

Originality/value

The paper sheds new light on how customer requirements impact supplier interaction in terms of decoupling points related to both delivery strategy and control strategy. The study also presents a novel application of the Kraljic matrix in in terms of risk strategies in different triad configurations.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2017
Keywords
Buyer–supplier interaction, Decoupling points, Delivery strategy, Supply strategy, Risk strategy
National Category
Business Administration Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-37203 (URN)10.1108/JGOSS-10-2016-0032 (DOI)000412178400003 ()2-s2.0-85024484955 (Scopus ID)
Available from: 2017-09-06 Created: 2017-09-06 Last updated: 2018-09-20Bibliographically approved
Tiedemann, F., Johansson, E. & Wikner, J. (2016). Strategic lead-time implications on return on assets. In: : . Paper presented at 23rd EurOMA International Annual Conference, June 17 - 22, 2016, Trondheim, Norway. International Annual EurOMA Conference
Open this publication in new window or tab >>Strategic lead-time implications on return on assets
2016 (English)Conference paper, Oral presentation with published abstract (Other academic)
Abstract [en]

Time, or elements of time, are frequently considered a core competitive advantage and affecting the financial situation of a company. However, the connection between lead-time and financial measures is not always obvious. Therefore, in this paper the conceptual relations between the strategic lead-times and the financial measure return on assets (ROA) are empirically investigated. The results from this research will help increase the understanding of lead-time as a critical resource and reduce the literature gap between strategic lead-times and financial measures. Furthermore, the result could be used by practitioners in evaluating supply chain design and prioritize alternatives based on profitability.

Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2016
Keywords
Decoupling point, strategic lead-time, return on assets
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-30870 (URN)
Conference
23rd EurOMA International Annual Conference, June 17 - 22, 2016, Trondheim, Norway
Projects
KOPtimera
Funder
Knowledge Foundation
Available from: 2016-06-26 Created: 2016-06-26 Last updated: 2018-09-12Bibliographically approved
Tiedemann, F., Johansson, E. & Wikner, J. (2016). Strategiska ledtiders inverkan på räntabilitet. In: : . Paper presented at PLANs Forsknings- och tillämpningskonferens 2016: Logistik – teori möter praktik, Växjö, 19-20 oktober, 2016. (pp. 185-196).
Open this publication in new window or tab >>Strategiska ledtiders inverkan på räntabilitet
2016 (Swedish)Conference paper, Published paper (Refereed)
Abstract [sv]

Tid och ledtid betraktas ofta som en konkurrensfördel samt påverkar ett företags ekonomiska situation. Sambandet mellan ledtid och finansiella nyckeltal är dock inte alltid självklart. I denna studie undersöktes därför empiriskt relationen mellan strategiska ledtider och det finansiella nyckeltalet ROA. Resultaten från denna studie bidrar till att öka förståelsen för ledtid som en kritisk egenskap samt minska det teoretiska gapet gällande sambandet mellan ledtid och finansiella nyckeltal. Resultaten kan vidare användas av företag vid utvärdering och prioritering av olika alternativ i försörjningskedjan.

National Category
Business Administration Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-32250 (URN)
Conference
PLANs Forsknings- och tillämpningskonferens 2016: Logistik – teori möter praktik, Växjö, 19-20 oktober, 2016.
Projects
KOPtimera
Funder
Knowledge Foundation
Available from: 2016-11-07 Created: 2016-11-07 Last updated: 2017-06-22Bibliographically approved
Johansson, E. & Tiedemann, F. (2016). Using decoupling thinking in NPD. In: : . Paper presented at 23rd EurOMA International Annual Conference, June 17 - 22, 2016, Trondheim, Norway. International Annual EurOMA Conference
Open this publication in new window or tab >>Using decoupling thinking in NPD
2016 (English)Conference paper, Oral presentation with published abstract (Other academic)
Abstract [en]

Decoupling thinking is a powerful tool that has helped companies to balance between short lead-times and low inventory holding costs but mainly with focus on production and distribution. The research presented in this paper shows the potential of using decoupling thinking also in new product development within manufacturing industry, mainly by combining decoupling thinking in the two dimensions of engineering and production, in line with Wikner och Rudberg (2005). This could be especially helpful for companies that struggle with long lead-times in both engineering and production but who cannot complete engineering before the customer order has been received.

Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2016
Keywords
Decoupling thinking, new product development, lead-time
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-30871 (URN)
Conference
23rd EurOMA International Annual Conference, June 17 - 22, 2016, Trondheim, Norway
Projects
KOPtimera
Funder
Knowledge Foundation
Available from: 2016-06-26 Created: 2016-06-26 Last updated: 2018-09-12Bibliographically approved
Tiedemann, F., Johansson, E. & Gosling, J. (2015). Extending and applying an engineering based framework for decoupling points. In: : . Paper presented at 22nd International Annual EurOMA Conference, Neuchâtel, Switzerland, June 28 - July 1, 2015.. International Annual EurOMA Conference
Open this publication in new window or tab >>Extending and applying an engineering based framework for decoupling points
2015 (English)Conference paper, Published paper (Refereed)
Abstract [en]

In order to rapidly reach markets with new products, it is important for companies to first acquaint themselves with their product development processes and create an aggregated project plan. In this paper a framework developed within complex civil and structural construction projects is revised and applied to three cases within the manufacturing industry and combined with earlier research on product development. This resulted in new insights into potential configurations of companies’ product development activities regarding separating, sequencing, and overlapping of different processes. The application further showed that the case companies used separate development processes depending on the extent of customization.

Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2015
Keywords
Decoupling point, new product development, manufacturing industry
National Category
Economics and Business
Identifiers
urn:nbn:se:hj:diva-27808 (URN)
Conference
22nd International Annual EurOMA Conference, Neuchâtel, Switzerland, June 28 - July 1, 2015.
Projects
KOPtimera
Funder
Knowledge Foundation
Available from: 2015-08-31 Created: 2015-08-31 Last updated: 2018-09-13Bibliographically approved
Wikner, J. & Johansson, E. (2015). Inventory classification based on decoupling points. Production & Manufacturing Research, 3(1), 218-235
Open this publication in new window or tab >>Inventory classification based on decoupling points
2015 (English)In: Production & Manufacturing Research, ISSN 2169-3277, Vol. 3, no 1, p. 218-235Article in journal (Refereed) Published
Abstract [en]

The ideal state of continuous one-piece flow may never be achieved. Still the logistics manager can improve the flow by carefully positioning inventory to buffer against variations. Strategies such as lean, postponement, mass customization, and outsourcing all rely on strategic positioning of decoupling points to separate forecast-driven from customer-order-driven flows. Planning and scheduling of the flow are also based on classification of decoupling points as master scheduled or not. A comprehensive classification scheme for these types of decoupling points is introduced. The approach rests on identification of flows as being either demand based or supply based. The demand or supply is then combined with exogenous factors, classified as independent, or endogenous factors, classified as dependent. As a result, eight types of strategic as well as tactical decoupling points are identified resulting in a process-based framework for inventory classification that can be used for flow design.

Keywords
decoupling points, inventory classification, materials management, planning and control
National Category
Transport Systems and Logistics
Identifiers
urn:nbn:se:hj:diva-31270 (URN)10.1080/21693277.2015.1067845 (DOI)000373405800001 ()2-s2.0-84977177469 (Scopus ID)
External cooperation:
Available from: 2016-08-17 Created: 2016-08-17 Last updated: 2017-11-28Bibliographically approved
Wikner, J., Bäckstrand, J., Tiedemann, F. & Johansson, E. (2015). Leagility in a triad with multiple decoupling points. In: S. Umeda, M. Nakano, H. Mizuyama, N. Hibino, D. Kiritsis, G. von Cieminski (Ed.), Advances in production management systems: Innovative production management towards sustainable growth. Paper presented at International Conference in Advances in Production Management Systems, Tokyo, Japan, September 5 - 9, 2015 (pp. 113-120). Berlin: Springer, 459
Open this publication in new window or tab >>Leagility in a triad with multiple decoupling points
2015 (English)In: Advances in production management systems: Innovative production management towards sustainable growth / [ed] S. Umeda, M. Nakano, H. Mizuyama, N. Hibino, D. Kiritsis, G. von Cieminski, Berlin: Springer, 2015, Vol. 459, p. 113-120Conference paper, Published paper (Refereed)
Abstract [en]

Leagility is a strategic concept that represents a combination of lean and agile. Lean is assumed to be a cost-based strategy that is appropriate in a forecast-driven context upstream of the customer order decoupling point (CODP). Agile is the corresponding flexibility-based strategy in a customer-order-driven context downstream of the CODP. Competitive advantage is based on that the position of the CODP is aligned with the market requirements. In a dyad setting this alignment can be realized with relative ease but in a triad setting it becomes more complicated if both supply actors pursue a leagile strategy. If lean based purchasing faces an agile based delivery strategy or the opposite, where agile based purchasing faces a lean based delivery strategy, the interface is misaligned. In this paper, four interface configurations are identified and empirical examples of each are given based on a case study.

Place, publisher, year, edition, pages
Berlin: Springer, 2015
Series
IFIP Advances in Information and Communication Technology, ISSN 1868-4238
Keywords
Leagility, lean, agile, lead-time, supplier relations, decoupling points
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-27806 (URN)10.1007/978-3-319-22756-6_14 (DOI)000380380800014 ()2-s2.0-84950135663 (Scopus ID)978-3-319-22756-6 (ISBN)
Conference
International Conference in Advances in Production Management Systems, Tokyo, Japan, September 5 - 9, 2015
Projects
KOPtimera
Funder
Knowledge Foundation
Available from: 2015-08-31 Created: 2015-08-31 Last updated: 2017-01-19Bibliographically approved
Bäckstrand, J., Johansson, E. & Ohlson, N.-E. (2014). Extending the customer differentiated supply method to new product development. In: Operations Management in an Innovation Economy: . Paper presented at 21st International Annual EurOMA Conference, Palermo, Italy, 22-25 June, 2014. International Annual EurOMA Conference
Open this publication in new window or tab >>Extending the customer differentiated supply method to new product development
2014 (English)In: Operations Management in an Innovation Economy, International Annual EurOMA Conference, 2014Conference paper, Published paper (Refereed)
Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2014
Keywords
Decoupling points, Design for Supply Chain Management, New product development
National Category
Economics and Business
Identifiers
urn:nbn:se:hj:diva-24195 (URN)
Conference
21st International Annual EurOMA Conference, Palermo, Italy, 22-25 June, 2014
Projects
KOPtimera
Funder
Knowledge Foundation, 20130150
Available from: 2014-07-01 Created: 2014-07-01 Last updated: 2018-09-13Bibliographically approved
Bäckstrand, J., Johansson, E., Wikner, J., Andersson, R., Carlsson, B., Kornebäck, F., . . . Spaak, B. (2013). A method for customer-driven purchasing. In: Operations Management at the Heart of the Recovery: . Paper presented at 20th International Annual EurOMA Conference, Dublin, Ireland, 9-11 June 2013. International Annual EurOMA Conference
Open this publication in new window or tab >>A method for customer-driven purchasing
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2013 (English)In: Operations Management at the Heart of the Recovery, International Annual EurOMA Conference, 2013Conference paper, Published paper (Refereed)
Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2013
Keywords
Purchasing, Customer-driven, Decoupling points
National Category
Economics and Business
Identifiers
urn:nbn:se:hj:diva-22577 (URN)
Conference
20th International Annual EurOMA Conference, Dublin, Ireland, 9-11 June 2013
Projects
KOPeration
Funder
Knowledge Foundation, 2008-0537
Available from: 2013-11-18 Created: 2013-11-18 Last updated: 2018-09-13Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0003-3783-0633

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