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  • 1.
    Edh Mirzaei, Nina
    et al.
    Department of Technology Management and Economics, Chalmers University of Technology, Gothenburg, Sweden.
    Fredriksson, Anna
    Department of Science and Technology, Linköping University, Sweden.
    Winroth, Mats
    Jönköping University, School of Engineering, JTH. Research area Industrial Production. Department of Technology Management and Economics, Chalmers University of Technology, Gothenburg, Sweden.
    Strategic consensus on manufacturing strategy content: Including the operators’ perceptions2016In: International Journal of Operations & Production Management, ISSN 0144-3577, E-ISSN 1758-6593, Vol. 36, no 4, p. 429-466Article in journal (Refereed)
    Abstract [en]

    Purpose – Strategic consensus between operators and managers is an important means to accomplish a successful manufacturing strategy (MS) process. Previous studies largely left out individual operators from this concept. Therefore, the purpose of this paper was to empirically examine the level of strategic consensus on the MS within the operations function, that is, the operators’ and managers’ perceptions of MS.

    Design/methodology/approach – Interviews were conducted with both operators and managers at three small and medium-sized enterprises in Sweden. The MS dimensions were selected based on previous research; the data was analysed by using thematic coding.

    Findings – The study shows that the levels of strategic consensus on the MS vary among companies. Even when strategic consensus exists between operators and managers, their underlying reasons often differ. Furthermore, the levels of strategic consensus vary among MS dimensions. The companies’ usage of information-sharing channels, along with their size and position in the supply chain, can be important for the level of strategic consensus.

    Originality/value – This paper contributes to the body of knowledge in three ways. First, it expands the scope of the MS dimensions under study, thus offering a stronger, resource-based perspective on MS and strategic consensus than what earlier studies showed. Second, it goes beyond the management level by including both managers and operators as the unit of analysis. Third, compared to previous research, it focuses on a new context and is based on indepth case studies.

  • 2.
    Johansson, Eva
    Jönköping University, School of Engineering, JTH, Industrial Engineering and Management.
    Towards a design process for materials supply systems2007In: International Journal of Operations & Production Management, ISSN 0144-3577, E-ISSN 1758-6593, Vol. 27, no 4, p. 388-408Article in journal (Refereed)
    Abstract [en]

    Purpose – The objective of this research is to develop a structure for a materials supply systems (MSSs) design process to be used during product development projects (PDPs).

    Design/methodology/approach – The research is based on a qualitative study at a first tier supplier in the automotive industry. Empirical data were gathered over the course of one year and analysed by means of a previously developed MSSs design model and the company's product development phases.

    Findings – A structure for a MSSs design process has been developed, based on the following four phases: planning, concept development, system-level design and detail design.

    Research limitations/implications – Future research could further develop the structure discussed in this paper and complement it with engineering tools for use during the design process.

    Practical implications – The results underline the importance of a MSSs design process and emphasise that such a process should cover activities at an early stage of PDPs. Moreover, the necessity of coordinating the specifications of the various materials flows and evaluating the entire MSS before becoming absorbed by detailed design issues is highlighted.

    Originality/value – This paper complements the rapidly growing literature on concurrent engineering by emphasising the importance of integrating the materials supply aspects at an early stage of PDPs and designing the MSS in integration with the product and the production system.

  • 3.
    Johansson, Eva
    et al.
    Jönköping University, School of Engineering, JTH, Industrial Engineering and Management. Jönköping University, School of Engineering, JTH. Research area Industrial Production.
    Johansson, Mats I
    Materials supply systems design in product development projects2006In: International Journal of Operations & Production Management, ISSN 0144-3577, E-ISSN 1758-6593, Vol. 26, no 4, p. 371-393Article in journal (Refereed)
    Abstract [en]

    Purpose: This research aims to develop a model for describing and analysing materials supply systems design in product development projects.Design/methodology/approach: Literature on materials supply and production systems design is reviewed in order to derive a materials supply systems design model. The model is applied to empirical data from a qualitative case study, which exemplifies how the model can serve to describe materials supply systems design in product development projects. Moreover, the model is used to analyse the empirical data related to the focus and characteristics of the design issues.Findings: The model developed contains the six areas: materials feeding, storage, transportation, handling, packaging, and manufacturing planning and control at four levels: supply chain, plant, subunit, and utility.Research limitations/implications: Future research could complement the model by developing a design process to enable systematic design of the materials supply system as well as the integration of materials supply aspects at an early stage of product development projects. Such a design process should also consider the design of the flows of specific components.Practical implications: The importance of considering the relations between the six design areas as well as evaluating the whole materials supply system is highlighted.Originality/value: The paper focuses on the materials supply aspects dealt with in product development projects, which have been the subject of little research interest so far, despite the fact that extensive resources are required for materials supply activities.

  • 4.
    Wikner, Joakim
    et al.
    Jönköping University, School of Engineering, JTH, Industrial Engineering and Management. Jönköping University, School of Engineering, JTH. Research area Industrial Engineering and Management.
    Rudberg, Martin
    Integrating Production and Engineering Perspectives on the Customer Order Decoupling Point2005In: International Journal of Operations & Production Management, ISSN 0144-3577, E-ISSN 1758-6593, Vol. 25, no 7, p. 623-641Article in journal (Refereed)
    Abstract [en]

    Purpose – Traditionally the customer order decoupling point (CODP) has focused mainly on the separation of production performed on speculation from commitment to customer orders. Engineering has, with few exceptions in this context, simply been viewed as occurring before production activities in a sequential manner. As competition increases, customer requirements for short lead-times in combination with customisations requires further integration of processes involving both engineering and production activities making the traditional view of the CODP insufficient in these cases. The purpose of this paper is thus to provide a more general approach to enterprise integration of cross-functional processes in order to extend the applicability of the CODP as a logistics oriented concept.

    Design/methodology/approach – We use evolutionary approach to define the CODP as a two-dimensional concept based on the integration of engineering and production.

    Findings – The extended CODP captures the complexity in terms of possible configurations, but also provides a framework for the issues that must be handled when positioning the CODP in terms of both engineering and production simultaneously.

    Practical implications – The two-dimensional CODP is an important extension to make the theory better reflect reality and hence increase the scope and acceptance of both the concept CODP per se, and the analysis based on the CODP.

    Originality/value – By the introduction of a new two-dimensional approach, a more comprehensive CODP typology is defined. We also provide a classification of customer order influence based on a combined engineering and production perspective where the efficient CODPs constitute a set providing the highest level of customer value in terms of engineering adaptations.

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