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This article provides a discussion of key components for the decisionmaker concerned with the logistical issues of implementing a Just‐in‐Time (JIT) manufacturing philosophy. A JIT philosophy promotes reduced cycle times that provide benefits not normally considered in traditional inventory models and presents new concerns for the purchasing and logistics functions. The ramifications are investigated of a JIT implementation using an inventory‐theoretic modelling procedure modified and expanded to incorporate these considerations. The resulting cost comparisons indicate that the lead time variability associated with uncertain transit times in JIT is critical in the determination of order cycle time, order point, safety stock and the holding cost of the safety stock.

This article provides an analysis of inbound logistics incorporated in a JIT manufacturing environment. An inventory‐theoretic model is presented that measures the implications of JIT manufacturing on the logistics process and the ability of inbound consolidation opportunities to accommodate these implications. Key components of the inventory‐theoretic model are indentified and the sensitivity of the model to these components is analysed.

Addresses the dynamic, continual‐improvement nature of the JIT implementation process. Learning curves are incorporated to analyse the impact of continual reduction of processing time variation over time. The results provide valuable information on the relationship between the level of processing time variation, the output rate of the production system, and inventory between work processes. The methodology used in this study incorporates an additional dimension in analysing JIT. It also provides a general and effective tool for decision makers facing the complex task of implementing pull production processes.

Manufacturing strategy literature continues to be split between process and content. Content has continually evolved and more precise applications have been developed. Process has lagged behind because of the difficulty in conducting research in this area. Little has been developed since the introduction of the product profiling mechanism. This study presents a methodology that extends the product profiling technique, resulting in more appropriate content recommendations. Two case examples, one manufacturing operation and one service operation, are provided to demonstrate the improved performance of the product profile when combined with simulation. In both cases, problem symptoms caused the organization to seek help in scheduling operations. Cursory study clearly indicated that neither organization had a scheduling problem, but rather, an improper relationship between the marketing and operations functions of the organizations. In both cases, it was possible to demonstrate, with product profiling, the lack of coordination between the marketing and operating functions of the organizations. Product profiling alone, however, was not sufficient to convince either organization to implement proper solutions. When changes were supplemented with a graphical simulation analysis, both organizations agreed with the recommendations and began implementing change.

As businesses progress through their organizational lifecycle, many experience growing pains associated with increased volume, product line breadth, personnel, and the complexity associated with managing larger businesses. It is essential that the company have the ability to recognize these and develop methods of dealing with them if they expect to survive. While many authors address the area of how to grow in terms of marketing, product development and financing and, while they note that there are risks to rapid growth, little information is available on how to recognize trouble spots, analyze them and accommodate them. The product profile is a management tool that helps decision‐makers to identify problems that have evolved through time and to identify impending opportunities on the horizon. Discusses the advantages of adapting product profiling to services to identify and accommodate growing pains and then provides an example of its successful use by a service company.

The purpose of this paper is to develop a generic framework for the assessment of VMI implementation. The framework is used for the analysis of multiple case studies in German hospitals to discuss the feasibility of VMI in the German blood supply chain.

The methodology is twofold. In a first step, the literature is reviewed and a generic theoretical VMI framework is developed. In a second step, the case study methodology is applied to 13 cases to assess the feasibility of VMI in the German blood supply chain.

The paper contributes a generic framework for assessing the implementation of VMI in seven steps. The research proposed that hospitals hesitate to enter a VMI relationship for critical resources such as blood. Hospitals fear losing control over critical resources.

The unit of analysis is hospitals in Germany and the case studies do not target the suppliers in the supply chain. The paper contributes three propositions regarding VMI in the healthcare/blood supply chain.

A generic framework for assessing the applicability and feasibility of VMI is provided which supports managers with the implementation of VMI in a supply chain.

The paper is one of the first papers targeting inventory and supply chain management in the German blood supply chain. It provides a generic framework for the assessment of the feasibility of VMI.