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Discusses production models for final assembly in the automotive industry and also reports on the performance of one final assembly plant representing an innovative production model, namely the Volvo Uddevalla plant. Briefly considers some issues and pitfalls in current production model discourse, and in this connection introduces a distinction between two manufacturing models and broader industrial models. Describes two manufacturing models for final assembly work as namely the “serial flow model” and the “parallel flow model”. Discusses the Japanese “lean production”, sometimes synonymous with “Toyotism”, as an industrial model and the impact of socio‐economic and socio‐cultural contexts on manufacturing models and industrial models. Concludes that the Uddevalla plant highlights the paradox that long cycle time work in parallel flow assembly systems is in fact more efficient than short cycle time work in serial flow systems, provided that suitable technical and administrative preconditions exist. Therefore, the engineering point of view and the Swedish experiences of innovative manufacturing systems should be carefully considered in the current production model discourse.

In recent years, assembly lines have been reintroduced in the Swedish automotive industry and, in many cases, have replaced those so‐called alternative assembly systems which had their roots in the 1970s. This paper reviews and evaluates some explicit reasons given for the return to the assembly line. It also considers whether the decisions to replace alternative assembly systems with assembly lines may have been driven by other factors and mechanisms than those implicit in these arguments and, if so, what other factors could explain their reintroduction. There is also a discussion of which dimensions that should be taken into account when choosing between alternative assembly systems and assembly lines and empirical data are used to shed more light on the issues discussed in the article. The authors report one study that compares automobile assembly in an alternative assembly system with assembly of the same products after introducing an assembly line. They also briefly discuss reasons for and experiences from the recent introduction of alternative assembly systems in the Japanese electronics industry. In this case, so‐called cellular assembly systems have replaced assembly lines.

Argues that the design of the Volvo Uddevalla plant may be described as a process with an “internal logic” in which design options were eliminated through irreversible design decisions until only one alternative remained ‐ an unorthodox alternative comprising, for example, long cycle time work never used before for full‐scale production of automobiles. Contends that the most innovative features of the Uddevalla plant ‐ i.e. the detailed layout in the assembly workshops and the corresponding unorthodox production principles used ‐ were in many respects an unanticipated outcome of the design process. Pre‐existing gross layout of the plant as well as the interaction between the materials feeding techniques adopted and the operation of the automated guided vehicle system. When this was perceived by the Volvo managers, the design process had passed the point of no return, i.e. the investments made and lack of time prevented regression to more traditional layouts and production principles.

Presents some theoretical principles and empirical evidence relating to the new Swedish production systems for final assembly of motor vehicles. Contends that in these production systems it is possible simultaneously to enhance efficiency and quality of working life. Briefly sketches three production forms as they apply to the final assembly of automobiles and discusses the societal environments in which these different forms of production have evolved. Focuses on Volvo′s Swedish Uddevalla plant as one of the main examples so far of a reflective production system for final assembly of automobiles. Amplifies the analysis of different production flow patterns for final assembly and in particular addresses the issue of semi‐parallel mechanistic production flow and parallel organic production flow as alternatives to serial flow on a conventional line assembly.

Research results concerning the cost‐saving potential of international sourcing have been ambiguous and the topic has been covered in isolation without accounting for influences of alternative cost‐saving approaches. This paper aims to analyze the expected financial impact of international sourcing in relation to savings potential attributed to other sourcing tactics, such as, e.g. collaborative product improvement. Furthermore, the paper tests for potential trade‐offs between different levers.

Data stem from results of 134 cross‐functional cost‐saving workshops using an identical methodology. Workshop participants identified and estimated cost‐saving projects considering seven sourcing levers. Results were recorded in a standardized way and analyzed scrutinizing secondary data.

Contrary to other studies, data revealed that international sourcing projects averaged 3.4 percent savings expectations. More than 80 percent of total savings potential was attributed to other sourcing levers, such as pooling of demand or process improvement. Results highlight possible trade‐offs between international sourcing and, e.g. joint product optimization.

A rigorous and strict, highly standardized method was employed and data were validated via cross‐functional team discussions, however, ex ante expectations instead of ex post realized savings are analyzed.

Findings give guidance on the importance of international sourcing compared to other levers and help to correct the misconception of international sourcing as a “purchasing panacea.” The findings highlight the need to develop a coherent sourcing strategy for specific commodity groups, including reinforcing tactics and avoiding trade‐offs.

For the first time, explicitly cost‐savings expectations from international sourcing have been analyzed together with other cost‐saving levers concerning relative importance and possible trade‐offs among them.

Companies that try to build sustainable supply chains or that have to reengineer their supply chains to face sustainable development issues are confronted with such a complex and uncertain context that scanning their environment becomes more than ever necessary. This paper makes up the first stage of a research program. It aims to find an adequate scanning approach for sustainable supply chain design.

The research follows a two‐steps methodology. First, it looks for appropriate scanning frameworks by reviewing the dedicated literature. Second, it gathers ideas and knowledge combining an analysis of sustainable supply chain empirical studies with the collection of experts' scanning know‐how, by means of semi‐structured interviews.

This first stage of the research program suggests use of a multi‐and interrelated levels scope for sustainable scanning with a network perspective. The renewed target approach it promotes results in modifying scanning priorities. The overall findings shape up the first draft of a sustainable scanning framework, including a multi‐levels scope of analysis, a list of sustainable targets and a first contribution concerning scanning methods and attitudes.

The relevance of our scanning framework needs further testing to validate its usefulness and provide recommendations for managers.

The paper proposes a scanning framework and a list of targets that could be implemented by professionals.

The contribution in this paper is to link environmental scanning and sustainable development adding a supply chain orientation, and to propose a conceptual “sustainable scanning framework”. It is hoped that further research will prove that it has interesting managerial implications for companies challenged by sustainable development issues.

The purpose of this paper is to test the moderating effects of technological and demand uncertainties on the relationship between supply chain integration and customer delivery performance.

Based on a survey questionnaire with 151 participants in the Thai automotive industry supply chain, hierarchical regressions are used to test the moderating effects.

Internal and supplier integration, but not customer integration, were positively associated with customer delivery performance. Technological and demand uncertainties were found to moderate the relationships between internal integration and customer delivery performance, and supplier integration and customer delivery performance.

The moderating effects of technological and demand uncertainties in the Thai automotive just‐in‐time (JIT) environment are explained. This research contributes to the development of a contingency theory of supply chain integration suggesting that the impacts of supply chain integration on customer delivery performance vary under different levels of technological and demand uncertainties.

Managers recognize the diminishing effects of internal integration and supplier integration under demand uncertainty, and the increasing effect of supplier integration under high technological uncertainty.

This study contributes to the supply chain management literature by clarifying the moderating effects of technological and demand uncertainties on the relationship between supply chain integration and customer delivery performance.

Whilst there are a plethora of theoretical ideas regarding a segmented approach to supply chain strategy, there is paucity of empirical data. This paper aims to present the results of a field‐based case study in a fast moving consumer goods company (FMCGCo) that sought to identify the most relevant basis for supply chain segmentation.

Research carried out on a single instrumental case, FMCGCo. A four‐stage research design was employed to develop and test an approach to developing a segmented supply chain strategy for FMCGCo supply chain Western Europe.

The study identified demand profiling at an item level (using volume and variability classifiers) as the primary driver of supply chain strategy. It also developed a novel profiling tool. This not only segmented demand but identified through the introduction of the concept of filters a method for turning the results of the demand profiling analysis into a segmented supply chain strategy.

The results presented are based on a single instrumental case. It is the approach that is transferable to other supply chain contexts not the specific solution per se.

The paper presents a practical and pragmatic approach for companies to develop a segmented supply chain strategy based on demand profiling.

The introduction of a new tool as a practical and relatively quick means of developing a segmented supply chain strategy, that considers both market and product characteristics.

Lean has long been developed and utilised in the manufacturing setting. Today, lean seems to be applicable in all organisational settings; and recently, lean has been applied in the municipal sector. The purpose of this paper is to investigate lean practices in the municipal sector in a service supply chain management (SCM) context.

This paper analyses lean implementation in Danish municipalities through the use of two sets of questionnaire surveys from 2008 to 2009. Furthermore, data based on three confirmative case studies of lean implementations are included.

The paper outlines a model that illustrates under which conditions lean is deemed most appropriate according to the type of service delivered. The surveys and case studies show that lean is mainly implemented as “toolbox lean,” such as with value stream mapping, kaizen and information boards. In addition, the analyses show that the lean philosophy can be used by the public sector to be more effective in terms of cost reduction and service improvements if the assumptions for implementing lean exist.

From a supply chain perspective, data are collected only from a focal firm perspective (municipalities). Future research must investigate lean applications in public service supply chains from interorganisational perspectives.

This paper provides guidance on the concept of lean and on under which circumstances it may be applied in a public service SCM context. Furthermore, it stresses the importance of defining the customers and clarifying their demands in terms of value requirements.

This paper is the first to study the lean philosophy in the public sector from a service supply chain perspective.