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Article
Publication date: 7 December 2015

Simone Thomas, Maike Scherrer-Rathje, Maria Fischl and Thomas Friedli

To cope with the increasing challenges of globalisation, various manufacturing companies have established intra-company manufacturing networks. The purpose of this paper is to…

1122

Abstract

Purpose

To cope with the increasing challenges of globalisation, various manufacturing companies have established intra-company manufacturing networks. The purpose of this paper is to link the strategic network targets (i.e. accessibility, thriftiness represented by economies of scale and economies of scope, mobility, and learning) with the capabilities and characteristics of the constituting sites of the manufacturing network and thus facilitate the identification of mismatches and the discussion of possible development paths for the network.

Design/methodology/approach

The authors derive a conceptual framework from the literature which is tested with a single case; a manufacturing network consisting of eight manufacturing sites. Case data were collected based on 24 interviews with operations managers at network level and a standardised online survey among the sites’ management teams.

Findings

Results indicate that manufacturing network and site levels need to be related when striving for a fit between manufacturing strategy, network strategy, and site capabilities and characteristics.

Research limitations/implications

Single case studies have only limited generalisability. Nevertheless, the case demonstrates the usefulness of several dimensions when analysing manufacturing networks on site and network level.

Originality/value

This paper represents the first attempt to link strategic targets of intra-company manufacturing networks with site capabilities and characteristics. Thereby, it provides a theoretical basis for future research on the relationship between strategic targets of manufacturing networks and their fulfilment. The developed manufacturing site portfolio, moreover, extends the site role typology discussion by a multi-dimensional perspective and represents a starting point for a multi-faceted discussion of site roles.

Details

International Journal of Operations & Production Management, vol. 35 no. 12
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 26 August 2014

Maike Scherrer-Rathje, Patricia Deflorin and Gopesh Anand

The purpose of this paper is to examine the influence of organizational context on the relationships between outsourcing and manufacturing flexibility. In doing so, the authors…

3182

Abstract

Purpose

The purpose of this paper is to examine the influence of organizational context on the relationships between outsourcing and manufacturing flexibility. In doing so, the authors study four types of manufacturing flexibility: product, mix, volume, and labor competence flexibility.

Design/methodology/approach

Based on transaction cost economics theory and resource-based view of competitive advantage, the authors focus on economies of scale and scope, asset specificity, organizational learning, and dynamic capabilities as contingencies affecting outsourcing-flexibility relationships. Combining theoretically developed propositions with insights from case studies of 11 manufacturing companies that outsourced some portion of their manufacturing, the authors derive grounded hypotheses.

Findings

Empirical results show that in some cases the effects of outsourcing on different types of manufacturing flexibility vary based upon some contingency factors.

Research limitations/implications

Due to the qualitative nature and the geographical focus of the empirical examination, applicability of the findings to other contexts may be limited.

Practical implications

The authors point out specific contingencies that managers should consider when targeting manufacturing flexibility through outsourcing.

Originality/value

This paper presents the interrelationships among outsourcing of manufacturing activities, four types of manufacturing flexibilities, and theoretically derived contingencies. Based on evidence from the analyzed cases, the authors find indications that some contingencies moderate outsourcing-flexibility relationships. In addition, this paper introduces a new type of manufacturing flexibility: labor competence flexibility, which is defined as the ability of a company's workforce to deal with technology driven additions to and subtractions from products over time.

Details

International Journal of Operations & Production Management, vol. 34 no. 9
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 27 April 2012

Patricia Deflorin, Helmut Dietl, Markus Lang and Maike Scherrer‐Rathje

The purpose of this paper is to compare two distinct network structures to determine and show which structure is more profitable. Specifically, it aims to show which factors…

894

Abstract

Purpose

The purpose of this paper is to compare two distinct network structures to determine and show which structure is more profitable. Specifically, it aims to show which factors render the lead factory concept advantageous.

Design/methodology/approach

Based on a simple, two‐stage model for prototype and serial production, the authors highlight factors that determine the relative advantages and disadvantages of the lead factory concept in comparison to an archetype network. The archetype network mirrors those networks that have not implemented special strategic plant roles.

Findings

The analysis shows that the lead factory concept benefits from an efficient knowledge transfer. Particularly, it is more profitable than the archetype network under the following conditions: there are a high number of production plants; the adaptation costs for implementing the transferred prototype from the lead factory to the plant are low; the manufacturing costs for the prototype are high; and the manufacturing processes are not highly specific or knowledge intensive.

Originality/value

The paper enables better understanding of the conditions under which the lead factory concept is advantageous for transferring knowledge within an intra‐firm network.

Details

Journal of Manufacturing Technology Management, vol. 23 no. 4
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 2 September 2014

Maria Fischl, Maike Scherrer-Rathje and Thomas Friedli

The purpose of this paper is both to provide an overview of existing knowledge pertaining to the management of price risks in manufacturing companies from an operations management…

3611

Abstract

Purpose

The purpose of this paper is both to provide an overview of existing knowledge pertaining to the management of price risks in manufacturing companies from an operations management (OM) perspective and to establish an agenda for future research. Risks related to the purchase prices of industrial consumption factors (raw materials, semi-finished/finished goods, auxiliary materials and operating materials) exert an increasing influence on manufacturing companies’ business continuity and economic sustainability.

Design/methodology/approach

A systematic literature review was conducted following the literature search approach of vom Brocke et al. (2009). In total, 138 relevant articles were identified, analysed and synthesised.

Findings

The literature review reveals that the existing OM literature devotes little attention to price risks and their management in manufacturing companies. In particular, further empirical investigation is required to support decision-making in various risk contexts.

Social implications

This paper emphasises that in addition to existing national resource funds and inter-company alliances, alternative concepts are required to secure both stable prices and access to natural resources. Otherwise, in the future, small- and medium-sized companies, along with companies based in countries lacking available resource funds, will not have an opportunity to engage in fair competition.

Originality/value

To the best of the authors’ knowledge, this is the first literature review to focus on price as a specific supply risk.

Details

Supply Chain Management: An International Journal, vol. 19 no. 5/6
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 7 June 2011

Todd A. Boyle, Maike Scherrer‐Rathje and Ian Stuart

The purpose of this paper is to examine the role of management exposure to external information sources, such as training sessions, plant visits, and conferences, in helping…

4926

Abstract

Purpose

The purpose of this paper is to examine the role of management exposure to external information sources, such as training sessions, plant visits, and conferences, in helping manufacturing organizations achieve lean goals.

Design/methodology/approach

A model is proposed highlighting the relationship between various key drivers of lean, external information sources, management commitment to lean, and lean thinking. To empirically test the model, 1,000 surveys were mailed to Canadian manufacturers with 109 usable surveys returned. Analyzing the data using partial least squares, the common sources of management information on lean and their effectiveness for lean improvements are discussed.

Findings

The final model confirms that management exposure to external information sources and commitment to lean both influence lean thinking within organizations. However, the direct relationship between external information sources and lean thinking is not supported. Instead, an indirect relationship exists, where increased exposure to sources of lean information, increases management commitment to lean, and ultimately the extent of lean thinking in the organization.

Practical implications

The practical implications of this research are that it will help manufacturing managers identify both organizational and environmental factors that may facilitate or inhibit the extensive use of lean in their organization, and the impact that their own understanding of lean and commitment to lean improvements will have on the overall success of a lean program.

Originality/value

The paper should help improve understanding of the differences in the extent of lean thinking between plants in the same company, organizations in the same industry, and organizations across industries.

Details

Journal of Manufacturing Technology Management, vol. 22 no. 5
Type: Research Article
ISSN: 1741-038X

Keywords

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Article
Publication date: 13 March 2009

Todd A. Boyle and Maike Scherrer‐Rathje

The purpose of this paper is to identify the best practices managers use to improve manufacturing flexibility and ensure the tools and techniques selected for flexibility…

3165

Abstract

Purpose

The purpose of this paper is to identify the best practices managers use to improve manufacturing flexibility and ensure the tools and techniques selected for flexibility improvement are in line with broader organizational and manufacturing goals, such as lean production.

Design/methodology/approach

A number of best practices are identified based on a review and synthesis of the conceptual frameworks for improving manufacturing flexibility and are presented to North American manufacturing managers. Results of analyzing the data from 168 managers indicate the best practices, techniques, and major groups involved in improving flexibility.

Findings

Results support these best practices, with the most important practices being: incorporating the role of manufacturing flexibility into the manufacturing strategy; identifying the major potential sources of uncertainty faced by the manufacturing department; and identifying the general capability of the manufacturing department to address these potential sources of uncertainty. The results also indicate a growing preference to reducing sources of uncertainty, in addition to responding to it, as demonstrated by the use of lean tools and practices.

Originality/value

This research empirically develops a framework linking manufacturing flexibility and lean decisions; and subsequently addressing an area under examined by the extant literature. In addition, this study empirically tests many of the best flexibility practices identified in the literature and in doing so provides some empirical support for the frameworks developed in previous studies. This research also highlights the practices, which managers should consider when attempting to improve flexibility in their manufacturing facility, while keeping in mind broader organizational strategies such as lean.

Details

Journal of Manufacturing Technology Management, vol. 20 no. 3
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 4 July 2016

Levente Szász, Maike Scherrer and Patricia Deflorin

The purpose of this paper is to offer deeper insight into the relationship between a subsidiary’s internal integration in its manufacturing network and subsidiary-level…

1309

Abstract

Purpose

The purpose of this paper is to offer deeper insight into the relationship between a subsidiary’s internal integration in its manufacturing network and subsidiary-level operational performance by taking into account the country context of the respective subsidiary.

Design/methodology/approach

Subsidiary-level information is gathered using the sixth round of the International Manufacturing Strategy Survey, thus including 507 subsidiaries from 22 countries. Country context is operationalised using the Global Competitiveness Report published by the World Economic Forum.

Findings

The findings reveal that internal integration has a positive influence on operational performance improvement. Country context acts as a moderator on this relationship: subsidiaries in less developed countries are only able to improve their effectiveness (quality, flexibility, delivery), while developed country subsidiaries gain both effectiveness and efficiency (cost, time) benefits from internal integration.

Research limitations/implications

The unit of analysis is the knowledge-receiving subsidiary without taking the characteristics of the sending unit or that of the whole network of subsidiaries into account. Based on the context-dependency of the integration-performance relationship found in this paper, a future research agenda is proposed including further factors (absorptive capacity, knowledge complementarity, organisational practices) that could influence this relationship.

Practical implications

Subsidiary managers in less developed countries should strive to acquire intra-network knowledge related to effectiveness, while managers in developed countries can expect both efficiency and effectiveness benefits.

Originality/value

A large-scale survey encompassing subsidiaries from both emerging and developed countries is used to offer deeper insight into the relationship between internal integration and performance. The paper provides a possible explanation for previous mixed findings on this relationship. The differentiation between efficiency and effectiveness performance shows that country context represents an important factor that moderates the integration-performance relationship.

Details

International Journal of Operations & Production Management, vol. 36 no. 7
Type: Research Article
ISSN: 0144-3577

Keywords

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Article
Publication date: 3 April 2017

Krisztina Demeter

The purpose of this paper is to shortly overview the research in international operations management (OM), to provide background to the papers published in this special section.

1969

Abstract

Purpose

The purpose of this paper is to shortly overview the research in international operations management (OM), to provide background to the papers published in this special section.

Design/methodology/approach

As a literature review, the paper investigates the past, present, and future of international OM. It is not a systematic review; the paper just highlights the most important international operational management research networks, streams and concepts in the field.

Findings

The paper finds that there is a time lag in the field of international OM compared to other research areas within international business and management. It provides some ideas for the future to be researched.

Originality/value

The paper gives a focused review on international research networks which has not been done before. It also identifies two different streams of researches in international OM: the stream investigating OM differences among geographical areas, and the stream dealing with issues of international manufacturing networks.

Details

Journal of Manufacturing Technology Management, vol. 28 no. 3
Type: Research Article
ISSN: 1741-038X

Keywords

Available. Content available

Abstract

Details

Supply Chain Management: An International Journal, vol. 19 no. 5/6
Type: Research Article
ISSN: 1359-8546

Available. Content available
Article
Publication date: 1 February 2016

19

Abstract

Details

Journal of Manufacturing Technology Management, vol. 27 no. 1
Type: Research Article
ISSN: 1741-038X

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