Pub Date : 2021-12-13DOI: 10.1080/09537287.2021.2015805
Ilias Vlachos
Abstract Despite the proliferation of Industry 4.0 technologies, there is little guidance concerning how companies can integrate them in their supply chains. This study examines the implementation of a supply chain (SC) control tower (SCCT) by a large manufacturing company aiming to create an intelligent supply chain. This study applies Socio-Technical systems (STS) theory using the technology typology (long-linked, mediating, intensive) in the context of industry 4.0. The company followed a three-phase implementation plan (I: Initiation, II: Live, III: Continuous improvement) to transit from outsourcing supply chain control to developing the SCCT control structure and then creating intelligent SC assets and capabilities. The study shows that the SCCT needs to integrate all three technology types to reflect the intelligent supply chain. Further, it shows that the interactions of technologies with the SCCT team, internal and external supply chain stakeholders are critical in managing the development, implementation, and growth of intelligent supply chains. It identifies transition barriers including system misalignment, poor socio-technical integration, and an invert of trust between internal and external supply chain stakeholders. The intelligent supply chain emerges as a result of managing socio-technical interactions systematically.
{"title":"Implementation of an intelligent supply chain control tower: a socio-technical systems case study","authors":"Ilias Vlachos","doi":"10.1080/09537287.2021.2015805","DOIUrl":"https://doi.org/10.1080/09537287.2021.2015805","url":null,"abstract":"Abstract Despite the proliferation of Industry 4.0 technologies, there is little guidance concerning how companies can integrate them in their supply chains. This study examines the implementation of a supply chain (SC) control tower (SCCT) by a large manufacturing company aiming to create an intelligent supply chain. This study applies Socio-Technical systems (STS) theory using the technology typology (long-linked, mediating, intensive) in the context of industry 4.0. The company followed a three-phase implementation plan (I: Initiation, II: Live, III: Continuous improvement) to transit from outsourcing supply chain control to developing the SCCT control structure and then creating intelligent SC assets and capabilities. The study shows that the SCCT needs to integrate all three technology types to reflect the intelligent supply chain. Further, it shows that the interactions of technologies with the SCCT team, internal and external supply chain stakeholders are critical in managing the development, implementation, and growth of intelligent supply chains. It identifies transition barriers including system misalignment, poor socio-technical integration, and an invert of trust between internal and external supply chain stakeholders. The intelligent supply chain emerges as a result of managing socio-technical interactions systematically.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"29 1","pages":"1415 - 1431"},"PeriodicalIF":8.3,"publicationDate":"2021-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84641253","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-08DOI: 10.1080/09537287.2021.2010823
A. Polenghi, I. Roda, M. Macchi, A. Pozzetti
Abstract Maintenance is evolving due to the double-sided influence of the Asset Management paradigm and digitalization. In this evolution, assessing the maintenance management process status in terms of process completeness, information and data completeness and integration is paramount to boost reliable data-driven decision-making. Grounding on Design Science Research, a methodology is realized to favour the comparison of two data models, a reference one and a company-specific one, used as a means to evaluate the process status. In particular, the methodology embeds a reference data model for the maintenance management process. Both methodology and data model are artefacts tested and refined during action research in an automotive company willing to improve the maintenance management process. The application of both artefacts demonstrates that the company is facilitated in planning improvement actions for various time horizons to foster a modern maintenance practice whose decision-making is more data-driven.
{"title":"A methodology to boost data-driven decision-making process for a modern maintenance practice","authors":"A. Polenghi, I. Roda, M. Macchi, A. Pozzetti","doi":"10.1080/09537287.2021.2010823","DOIUrl":"https://doi.org/10.1080/09537287.2021.2010823","url":null,"abstract":"Abstract Maintenance is evolving due to the double-sided influence of the Asset Management paradigm and digitalization. In this evolution, assessing the maintenance management process status in terms of process completeness, information and data completeness and integration is paramount to boost reliable data-driven decision-making. Grounding on Design Science Research, a methodology is realized to favour the comparison of two data models, a reference one and a company-specific one, used as a means to evaluate the process status. In particular, the methodology embeds a reference data model for the maintenance management process. Both methodology and data model are artefacts tested and refined during action research in an automotive company willing to improve the maintenance management process. The application of both artefacts demonstrates that the company is facilitated in planning improvement actions for various time horizons to foster a modern maintenance practice whose decision-making is more data-driven.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"95 1","pages":"1333 - 1349"},"PeriodicalIF":8.3,"publicationDate":"2021-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80658036","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-02DOI: 10.1080/09537287.2021.1986865
A. Chiarini, A. Grando, V. Belvedere
Abstract This paper addresses the topic of social manufacturing, with the aim of understanding the key features of such a new manufacturing, network-based model, its enabling factors and the reasons-why a company should join and/or establish it. Building on the literature about social manufacturing and disruptive innovation, we develop a new framework to address our research questions. During the COVID-19 pandemic, many Italian manufacturing companies quickly adopted a network-based production approach, to provide a rapid response to healthcare organizations needing surgical masks, sanitisers, and pieces of equipment like ventilators. We discuss this transformation with two companies, Ferrari Cars and Isinnova, which developed a social manufacturing network that was successful in an emergency situation. Building on the empirical evidence stemming from these case-studies, we explain how and to what extent this emergency model could become stable and profitable in a post-pandemic scenario, creating economic value and opening up business opportunities.
{"title":"Disruptive social manufacturing models: lessons learned from Ferrari cars and Isinnova networks for a post-pandemic value creation path","authors":"A. Chiarini, A. Grando, V. Belvedere","doi":"10.1080/09537287.2021.1986865","DOIUrl":"https://doi.org/10.1080/09537287.2021.1986865","url":null,"abstract":"Abstract This paper addresses the topic of social manufacturing, with the aim of understanding the key features of such a new manufacturing, network-based model, its enabling factors and the reasons-why a company should join and/or establish it. Building on the literature about social manufacturing and disruptive innovation, we develop a new framework to address our research questions. During the COVID-19 pandemic, many Italian manufacturing companies quickly adopted a network-based production approach, to provide a rapid response to healthcare organizations needing surgical masks, sanitisers, and pieces of equipment like ventilators. We discuss this transformation with two companies, Ferrari Cars and Isinnova, which developed a social manufacturing network that was successful in an emergency situation. Building on the empirical evidence stemming from these case-studies, we explain how and to what extent this emergency model could become stable and profitable in a post-pandemic scenario, creating economic value and opening up business opportunities.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"1 1","pages":"1135 - 1148"},"PeriodicalIF":8.3,"publicationDate":"2021-12-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89166218","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-30DOI: 10.1080/09537287.2021.2008129
M. Holgado, M. Macchi
Abstract Industrial services are increasingly becoming more relational and customer-oriented, due to manufacturers’ adoption of servitisation approaches and product service system offerings. Challenges remain regarding the effective design and delivery of these new offerings, and the understanding of their actual value for both providers and customers. This work focuses on one specific type of product service systems in the context of manufacturing equipment: result-oriented or performance-based services, which aim at delivering an outcome rather than selling the equipment to the customer. A proposal of a value-driven method for their design that engages the customer in the process is presented. This new method has been applied to a real industrial life setting through an application case, involving the service provider and its customer, and targeting manufacturing equipment within customers’ plant. Results indicate the effectiveness of this prescriptive approach. Reported benefits from participants refer to its flexibility, adaptability and applicability for different types of equipment, as well as its potential to help providing a modular service portfolio adequate to equipment specific context and requirements.
{"title":"A value-driven method for the design of performance-based services for manufacturing equipment","authors":"M. Holgado, M. Macchi","doi":"10.1080/09537287.2021.2008129","DOIUrl":"https://doi.org/10.1080/09537287.2021.2008129","url":null,"abstract":"Abstract Industrial services are increasingly becoming more relational and customer-oriented, due to manufacturers’ adoption of servitisation approaches and product service system offerings. Challenges remain regarding the effective design and delivery of these new offerings, and the understanding of their actual value for both providers and customers. This work focuses on one specific type of product service systems in the context of manufacturing equipment: result-oriented or performance-based services, which aim at delivering an outcome rather than selling the equipment to the customer. A proposal of a value-driven method for their design that engages the customer in the process is presented. This new method has been applied to a real industrial life setting through an application case, involving the service provider and its customer, and targeting manufacturing equipment within customers’ plant. Results indicate the effectiveness of this prescriptive approach. Reported benefits from participants refer to its flexibility, adaptability and applicability for different types of equipment, as well as its potential to help providing a modular service portfolio adequate to equipment specific context and requirements.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"246 1","pages":"1316 - 1332"},"PeriodicalIF":8.3,"publicationDate":"2021-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75771585","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-25DOI: 10.1080/09537287.2021.2005839
Madalina Pana, M. Kreye
Abstract Despite the importance of global engineering services (GES) to many manufacturing companies, this area of research has not been studied extensively. This paper explores the role of employees in a manufacturer’s transition to a global engineering services provider. Based on the literature, a conceptual framework is defined, which specifies the dynamic interaction between employee reactions and management responses to determine the transition outcome. Evidence is presented from a single case study based on 21 interviews and observations as well as documents and media information. The findings empirically demonstrate how employee resistance, support and rejection of the globalisation strategy develop, resulting in the need for continuous management responses to ensure global integration. Exemplar employee reactions are prioritisation of local over global customers in service delivery due to lack of ownership, which were responded to by designing new organisational procedures to ensure local prioritisation of global customers with service contracts. This study contributes to the emerging field of global operations management by studying the operational contributions of employees and the respective management responses. This research focuses specifically on global services as a novel focal area within this emerging field.
{"title":"Managing the global service transition: employees’ reactions and management responses","authors":"Madalina Pana, M. Kreye","doi":"10.1080/09537287.2021.2005839","DOIUrl":"https://doi.org/10.1080/09537287.2021.2005839","url":null,"abstract":"Abstract Despite the importance of global engineering services (GES) to many manufacturing companies, this area of research has not been studied extensively. This paper explores the role of employees in a manufacturer’s transition to a global engineering services provider. Based on the literature, a conceptual framework is defined, which specifies the dynamic interaction between employee reactions and management responses to determine the transition outcome. Evidence is presented from a single case study based on 21 interviews and observations as well as documents and media information. The findings empirically demonstrate how employee resistance, support and rejection of the globalisation strategy develop, resulting in the need for continuous management responses to ensure global integration. Exemplar employee reactions are prioritisation of local over global customers in service delivery due to lack of ownership, which were responded to by designing new organisational procedures to ensure local prioritisation of global customers with service contracts. This study contributes to the emerging field of global operations management by studying the operational contributions of employees and the respective management responses. This research focuses specifically on global services as a novel focal area within this emerging field.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"64 1","pages":"1303 - 1315"},"PeriodicalIF":8.3,"publicationDate":"2021-11-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89232772","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-23DOI: 10.1080/09537287.2021.1998932
Marc Sales-Coll, R. De Castro, J. Hueto-Madrid
Abstract Introducing Lean management (LM) enables the surgical process to reach considerably high levels of performance and efficiency, in addition to increased patient safety and satisfaction among healthcare professionals. This contribution presents a consolidated model of LM which has proved highly successful in improving both overall efficiency in operation rooms and patients’ perceived value of efficient hospital care. This model is based on a real case study carried out over a 3-year period. A surgical process improvement team was set up, which then designed a Process Value Flow Map using LM tools, and detected opportunities for improvement. The map reflects the patient’s journey through the process, the flow of information and materials for optimising processes. Findings from the three improvement projects described in the paper were used to (1) enhance waiting list management, (2) improve operating room scheduling criteria and sharing of surgical resources, and (3) create continuous improvement teams. The results of the study are twofold: (1) reduced waiting times for operations and (2) increased efficiency of operating rooms stemming from a cultural change in surgical resources management, particularly activity planning. A notable increase in surgical efficiency indicators was also observed, as well as the need to incorporate Lean principles into surgical intervention programming.
{"title":"Improving operating room efficiency using lean management tools","authors":"Marc Sales-Coll, R. De Castro, J. Hueto-Madrid","doi":"10.1080/09537287.2021.1998932","DOIUrl":"https://doi.org/10.1080/09537287.2021.1998932","url":null,"abstract":"Abstract Introducing Lean management (LM) enables the surgical process to reach considerably high levels of performance and efficiency, in addition to increased patient safety and satisfaction among healthcare professionals. This contribution presents a consolidated model of LM which has proved highly successful in improving both overall efficiency in operation rooms and patients’ perceived value of efficient hospital care. This model is based on a real case study carried out over a 3-year period. A surgical process improvement team was set up, which then designed a Process Value Flow Map using LM tools, and detected opportunities for improvement. The map reflects the patient’s journey through the process, the flow of information and materials for optimising processes. Findings from the three improvement projects described in the paper were used to (1) enhance waiting list management, (2) improve operating room scheduling criteria and sharing of surgical resources, and (3) create continuous improvement teams. The results of the study are twofold: (1) reduced waiting times for operations and (2) increased efficiency of operating rooms stemming from a cultural change in surgical resources management, particularly activity planning. A notable increase in surgical efficiency indicators was also observed, as well as the need to incorporate Lean principles into surgical intervention programming.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"5 1","pages":"1261 - 1274"},"PeriodicalIF":8.3,"publicationDate":"2021-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84147909","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-04DOI: 10.1080/09537287.2021.1997291
David Baxter, N. Turner
Abstract Major changes are currently underway across new product development (NPD) practice, and a number of new NPD management methods and processes are emerging. Managers are faced with an array of possible process models and methods to choose from, including the formal Stage-Gate method as well as multiple emerging variants of Agile. The claimed benefits of Agile methods make it attractive, but its suitability is uncertain. In safety-critical organizations and environments a well-controlled, waterfall-based project model would likely be expected. In an empirical study of an R&D department in a large organization creating and adapting complex air traffic management systems we investigate the use and effects of Scrum, the leading Agile method. Since project coordination is a social phenomenon, we apply social capital and project complexity as theoretical lenses for evaluating the effects of Scrum. We find that Scrum and social capital provide reciprocal benefits, and that the stakeholders found Scrum to be an effective and valuable way of working, mitigating the effects of complexity.
{"title":"Why Scrum works in new product development: the role of social capital in managing complexity","authors":"David Baxter, N. Turner","doi":"10.1080/09537287.2021.1997291","DOIUrl":"https://doi.org/10.1080/09537287.2021.1997291","url":null,"abstract":"Abstract Major changes are currently underway across new product development (NPD) practice, and a number of new NPD management methods and processes are emerging. Managers are faced with an array of possible process models and methods to choose from, including the formal Stage-Gate method as well as multiple emerging variants of Agile. The claimed benefits of Agile methods make it attractive, but its suitability is uncertain. In safety-critical organizations and environments a well-controlled, waterfall-based project model would likely be expected. In an empirical study of an R&D department in a large organization creating and adapting complex air traffic management systems we investigate the use and effects of Scrum, the leading Agile method. Since project coordination is a social phenomenon, we apply social capital and project complexity as theoretical lenses for evaluating the effects of Scrum. We find that Scrum and social capital provide reciprocal benefits, and that the stakeholders found Scrum to be an effective and valuable way of working, mitigating the effects of complexity.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"128 1","pages":"1248 - 1260"},"PeriodicalIF":8.3,"publicationDate":"2021-11-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77923742","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-27DOI: 10.1080/09537287.2021.1993373
John Reyes, J. Mula, Manuel Díaz-Madroñero
Abstract A lean supply chain (LSC) is a set of organizations directly linked by upstream and downstream value streams between processes that work collaboratively to reduce costs and waste. Currently, supply chains (SCs) have been put to the test as the world has had to face a series of unprecedented disruptions in demand and supply caused by the COVID-19 pandemic. In this paper, a detailed study of constructs and multistructural components was carried out to develop a conceptual reference model that merges Industry 4.0 (I4.0) digital technologies with lean manufacturing tools to reduce waste and minimize costs in the lean supply chain planning (LSCP) context. The main theoretical contribution of this conceptual proposal is to establish a structured relation among the lean, agile, sustainable, resilient and flexible paradigms to improve SC performance by implementing I4.0 enabling technologies. The proposed conceptual model, dubbed as LSCP 4.0, is applied and validated with a case study in a large footwear company. It can help decision-makers and researchers to improve the planning and management of digital SC production processes, even with unexpected disruptions.
{"title":"Development of a conceptual model for lean supply chain planning in industry 4.0: multidimensional analysis for operations management","authors":"John Reyes, J. Mula, Manuel Díaz-Madroñero","doi":"10.1080/09537287.2021.1993373","DOIUrl":"https://doi.org/10.1080/09537287.2021.1993373","url":null,"abstract":"Abstract A lean supply chain (LSC) is a set of organizations directly linked by upstream and downstream value streams between processes that work collaboratively to reduce costs and waste. Currently, supply chains (SCs) have been put to the test as the world has had to face a series of unprecedented disruptions in demand and supply caused by the COVID-19 pandemic. In this paper, a detailed study of constructs and multistructural components was carried out to develop a conceptual reference model that merges Industry 4.0 (I4.0) digital technologies with lean manufacturing tools to reduce waste and minimize costs in the lean supply chain planning (LSCP) context. The main theoretical contribution of this conceptual proposal is to establish a structured relation among the lean, agile, sustainable, resilient and flexible paradigms to improve SC performance by implementing I4.0 enabling technologies. The proposed conceptual model, dubbed as LSCP 4.0, is applied and validated with a case study in a large footwear company. It can help decision-makers and researchers to improve the planning and management of digital SC production processes, even with unexpected disruptions.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"7 1","pages":"1209 - 1224"},"PeriodicalIF":8.3,"publicationDate":"2021-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82359322","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-27DOI: 10.1080/09537287.2021.1995635
N. Fernandes, M. Thürer, M. Stevenson
Abstract POLCA is an important card-based control system for low volume, high variety production contexts. A job can only be produced at an upstream station if it has acquired a POLCA card that has returned from its downstream station. A common assumption in the POLCA literature is that cards are allocated to jobs as soon as they return to the upstream station. This dissects the queue in front of a station into jobs that have a card (and can be produced) and those that do not have a card (and cannot be produced). This artificially and prematurely constrains the dispatching decision, i.e. the decision concerning which job to produce next at a station. In response, this paper proposes integrating the card-allocation and dispatching decisions such that the allocation of POLCA cards to jobs is postponed until the dispatching decision is made. Simulation results demonstrate that this integrated approach does not improve performance under simple ERD dispatching, as is commonly applied in the POLCA literature. But when a more powerful rule is applied, percentage tardy and mean tardiness performance improve by more than 75% and 50%, respectively, for an integrated decision. Most importantly, results suggest that in production environments like the one considered in this study, the integrated approach dispenses with the use of POLCA altogether if a suitable priority rule is used.
{"title":"On the integration of card-allocation and dispatching decisions in POLCA systems: an assessment by simulation","authors":"N. Fernandes, M. Thürer, M. Stevenson","doi":"10.1080/09537287.2021.1995635","DOIUrl":"https://doi.org/10.1080/09537287.2021.1995635","url":null,"abstract":"Abstract POLCA is an important card-based control system for low volume, high variety production contexts. A job can only be produced at an upstream station if it has acquired a POLCA card that has returned from its downstream station. A common assumption in the POLCA literature is that cards are allocated to jobs as soon as they return to the upstream station. This dissects the queue in front of a station into jobs that have a card (and can be produced) and those that do not have a card (and cannot be produced). This artificially and prematurely constrains the dispatching decision, i.e. the decision concerning which job to produce next at a station. In response, this paper proposes integrating the card-allocation and dispatching decisions such that the allocation of POLCA cards to jobs is postponed until the dispatching decision is made. Simulation results demonstrate that this integrated approach does not improve performance under simple ERD dispatching, as is commonly applied in the POLCA literature. But when a more powerful rule is applied, percentage tardy and mean tardiness performance improve by more than 75% and 50%, respectively, for an integrated decision. Most importantly, results suggest that in production environments like the one considered in this study, the integrated approach dispenses with the use of POLCA altogether if a suitable priority rule is used.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"148 5 1","pages":"1225 - 1232"},"PeriodicalIF":8.3,"publicationDate":"2021-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83124010","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-22DOI: 10.1080/09537287.2021.1992528
Alexandre Luis Prim, Violina Sarma, Marcelo Martins de Sá
Abstract This paper aims to analyse how small-scale breweries undertake vertical and horizontal collaborations to manage their quality performance (when measured by reducing quality variabilities). While vertical collaborations are overemphasised, horizontal and simultaneous collaboration efforts have been understudied. Our contribution lies in proposing an interplay of vertical and horizontal collaborations through information sharing, joint decision-making, and knowledge exchange with intra- and inter-supply chain partners to address quality variability issues. We draw attention to supply chain relationships being predominantly informal, which contribute strongly towards accessing external sources of knowledge. Additionally, such collaborative efforts have led companies to achieve mutual gains in their relationships. Finally, a framework is presented that consolidates the supply chain actors, collaboration types, socialisation mechanisms, and relationship types.
{"title":"The role of collaboration in reducing quality variability in Brazilian breweries","authors":"Alexandre Luis Prim, Violina Sarma, Marcelo Martins de Sá","doi":"10.1080/09537287.2021.1992528","DOIUrl":"https://doi.org/10.1080/09537287.2021.1992528","url":null,"abstract":"Abstract This paper aims to analyse how small-scale breweries undertake vertical and horizontal collaborations to manage their quality performance (when measured by reducing quality variabilities). While vertical collaborations are overemphasised, horizontal and simultaneous collaboration efforts have been understudied. Our contribution lies in proposing an interplay of vertical and horizontal collaborations through information sharing, joint decision-making, and knowledge exchange with intra- and inter-supply chain partners to address quality variability issues. We draw attention to supply chain relationships being predominantly informal, which contribute strongly towards accessing external sources of knowledge. Additionally, such collaborative efforts have led companies to achieve mutual gains in their relationships. Finally, a framework is presented that consolidates the supply chain actors, collaboration types, socialisation mechanisms, and relationship types.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"22 1","pages":"1192 - 1208"},"PeriodicalIF":8.3,"publicationDate":"2021-10-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90506627","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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