Daniel J. Bragg, Edward A. Duplaga and Richard J. Penlesky
To investigate the impact of number of components (NC) and component commonality (CC) (i.e. product structure characteristics) on the effectiveness of component reservation…
Abstract
Purpose
To investigate the impact of number of components (NC) and component commonality (CC) (i.e. product structure characteristics) on the effectiveness of component reservation methods and partial order releases (i.e. order review and evaluation (ORE) procedures).
Design/methodology/approach
Simulation experiments were conducted using a multistage production‐inventory system with MRP for planning. The results were analyzed using analysis of variance.
Findings
The results indicate that: in the presence of component availability problems, partial order release is a more effective ORE procedure than component reservation; product structure characteristics should be considered when selecting partial order release proportions; and high levels of shop congestion (SC) mitigate the influence of ORE procedures, regardless of product structure characteristics.
Research limitations/implications
This study used fixed lot sizes and two factors to characterize product structures (NC and CC). Thus, studies that investigate the impact of alternative lot sizing strategies and a wider range of product structure factors could provide additional insight into the order release process.
Practical implications
The results provide a useful source of information for managers to consider when addressing problem orders related to material availability.
Originality/value
Although the literature on order review/release (ORR) recognizes the possibility of material availability problems, very little guidance is provided on how managers should react to the situation. This paper fulfils an identified information need by integrating and extending the research streams on product structure and ORE activities.
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Janet L. Hartley, Michelle D. Lane and Edward A. Duplaga
To understand the differences in perceived barriers to e‐auctions both in US buying organizations that have adopted e‐auctions and in both those that have not.
Abstract
Purpose
To understand the differences in perceived barriers to e‐auctions both in US buying organizations that have adopted e‐auctions and in both those that have not.
Design/methodology/approach
Four propositions were developed based on the literature and case studies in eight companies that used e‐auctions for sourcing. Measures were developed for lack of e‐auction knowledge, lack of supplier participation, information security concerns and importance of supplier relationships. Survey data were gathered from 163 US National Association of Purchasing Management members. GLM‐MANOVA was used to test the propositions.
Findings
E‐auction adopters perceive information security to be less of a concern than non‐adopters. No significant differences were found between adopters and non‐adopters on the buyer's e‐auction knowledge, lack of supplier participation, and the importance of supplier relationships.
Research limitations/implications
The small sample size limits statistical power, so small differences may not have been detected. The results may not generalize beyond the sample.
Practical implications
Supply managers should focus on reducing information security concerns within their organizations to facilitate adoption.
Originality/value
No published studies have explored the differences between adopters and non‐adopters of e‐auctions to identify barriers.
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Keywords
Rossella Canestrino, Pierpaolo Magliocca and Marek Ćwiklicki
Global environmental and social threats challenge humans’ well-being and the survival of posterity. Industry 4.0 (I4.0) transformed the industry sector, enabling process…
Abstract
Global environmental and social threats challenge humans’ well-being and the survival of posterity. Industry 4.0 (I4.0) transformed the industry sector, enabling process automation and scalability, increasing manufacturers’ productivity, efficiency, and profitability, and supporting manufacturing innovation and firms’ competitive advantage. Despite this, the I4.0 paradigm, as currently conceived, does not fit for purpose in the context of the climate crisis and planetary emergency, nor does it address deep social tensions.
Therefore, a new revolution focusing on human and environmental needs is strongly required to address society’s economic and social problems. Combining digitalization and social purposes may address local, national, and international issues by involving a human-centered perspective in traditional business-oriented entrepreneurship.
Depending on the above, this chapter provides an in-depth understanding of Digital Entrepreneurship (DE), Digital Social Entrepreneurship (DSE), and how entrepreneurs may employ digital technologies to reach business and social aims.