Eddie McAleer, Ronan McIvor, Paul Humphreys and Larry McCurry
Since the 1970s, international manufacturing companies, in pursuit of world‐class goals, have been adopting and adapting management practices developed originally in Japan…
Abstract
Since the 1970s, international manufacturing companies, in pursuit of world‐class goals, have been adopting and adapting management practices developed originally in Japan. Notable characteristics of such companies now include: a customer‐focused culture; a concentration on core competencies with high levels of outsourcing; an emphasis on team working and manufacturing cells; low levels of stock at all stages of assembly; frequent small deliveries by suppliers directly to the production areas; a supply base of relatively few suppliers; partnership agreements with key first‐tier suppliers. Such companies are aiming to produce goods of world‐class quality and to do so, given the large amounts of bought‐in components and sub‐systems, pay a great deal of attention to the supply network. As a result, the purchasing function in these companies, as the interface with suppliers, plays a crucial role in manufacturing strategy. It is thus important to determine what multinational manufacturing companies want from their suppliers, ie what constitutes the “total package” that they want to have supplied? To this end, a total quality‐based 15‐criteria model of this package was developed and pre‐tested with senior purchasing managers from multinational corporations (MNCs). Based on this model a survey of senior purchasing managers of 170 MNCs throughout Ireland was undertaken and this paper reports on the results from the 62 usable returns.
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W.E. McAleer, J.A. Turner, D. Lismor and I.A. Naqvi
Describes a study of six operating theatres in a modern hospitalwhere management was concerned about the throughput of the system.Senior medical staff were of the opinion that…
Abstract
Describes a study of six operating theatres in a modern hospital where management was concerned about the throughput of the system. Senior medical staff were of the opinion that insufficient recovery spaces had been provided when the suite of theatres had been built which, if correct, was a physical constraint requiring considerable financial investment to remedy. They also thought that shortage of porters (“You can never find a porter when you need one!”) and recovery nurses were current operational problems. The relationship issues encountered when interfacing with the staff involved, the collection and analyses of relevant data and the building of a visual interactive simulation model are described.
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R.T. McIvor, P.K. Humphreys and W.E. McAleer
Illustrates that the make or buy is a strategic decision and has implications for the overall corporate strategy of the organization by describing a model which involves analysing…
Abstract
Illustrates that the make or buy is a strategic decision and has implications for the overall corporate strategy of the organization by describing a model which involves analysing a number of strategic factors. In recent years, many companies have been moving significantly away from “making” towards “buying”. However, research has revealed that make or buy decisions are rarely taken within a thoroughly strategic perspective. It has been shown that many firms adopt a short‐term perspective and are motivated primarily by the search for short‐term cost reductions. It is argued that make or buy decisions are made most frequently by default with little consideration for the long‐run competitiveness of the organization. Presents an outline of three key problems encountered by companies in their efforts to formulate an effective make or buy decision to illustrate the weaknesses in current make or buy practice. The make or buy model described in this article attempts to overcome these problems by offering an organization a conceptual framework to follow in the sourcing decision.
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R.T. McIvor, P.K. Humphreys and W.E. McAleer
The objective of this paper is to examine changes in the European car industry and in particular the impact these changes are having on the car makers and their relationships with…
Abstract
The objective of this paper is to examine changes in the European car industry and in particular the impact these changes are having on the car makers and their relationships with their suppliers. With excess production capacity and the poor outlook for car sales, the European car industry requires structural changes to balance supply and demand. In an effort to address these problems, the car makers are re‐appraising their relations with their suppliers. They are now pursuing more intensive and interactive relationships with their suppliers, collaborating in areas such as new product development, supplier development, and information sharing on a range of issues. However, there is evidence to illustrate that there is a lack of trust between the car makers and their suppliers. It is argued that if the European car makers are to compete globally then there will have to be more trust and co‐operation between the car makers and the components industry.
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Describes changes in the organization of the NHS towards a trust‐based system and explains that these changes have devolved decision making downwards. Points to the importance of…
Abstract
Describes changes in the organization of the NHS towards a trust‐based system and explains that these changes have devolved decision making downwards. Points to the importance of strategic planning for the survival of hospital trusts and notes that strategy should be developed by doctors and managers working together. Outlines management concepts and theoretical constructs underpinning strategic decision making, applying them to the NHS. Concludes that the professionalization of NHS management has shifted power from doctors towards generalist managers but that there is evidence suggesting the value of clinicians as decision makers, given the right skills and an understanding of factors affecting decision processes.
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Claudia Neumüller, Rainer Lasch and Florian Kellner
The purpose of this paper is to propose a comprehensive methodology and a problem-specific model for the configuration of the optimal strategic supplier portfolio in terms of…
Abstract
Purpose
The purpose of this paper is to propose a comprehensive methodology and a problem-specific model for the configuration of the optimal strategic supplier portfolio in terms of traditional, performance-related objectives and sustainability targets.
Design/methodology/approach
To bridge the research gap, i.e., to align strategic supplier portfolio selection with corporate sustainability targets, a hybrid model of the analytic network process (ANP) and goal programming (GP) is developed. To validate the model, a case example is presented and managerial feedback is collected.
Findings
By enabling the integration of sustainability targets into strategic supplier portfolio configuration, the hybrid ANP-GP model contributes to research in the area of sustainable supply chain management. Results indicate that simplifying the model by omitting one or more details may lead to unfortunate actions.
Research limitations/implications
The model has been applied using a case example in the automotive industry. To strengthen the findings, it should be examined under other terms as well.
Practical implications
Integrating economic, environmental, and social targets into strategic supplier portfolio configuration reduces supply risks and promotes the achievement of the sustainability goals of the purchasing company.
Social implications
Strategic supplier selection counts among the decisions that have an impact on the environment and society for several years. Configuring economically rational, environmentally friendly, and socially responsible supplier bases supports worldwide efforts towards sustainable development.
Originality/value
Although sustainable supplier selection has gained importance in recent years, this is the first time that a comprehensive model for the determination of the optimal strategic supplier portfolio in terms of performance-related objectives and sustainability targets has been proposed.
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L.E. Cánez, K.W. Platts and D.R. Probert
The make‐or‐buy question represents a fundamental dilemma faced by many companies. Companies have finite resources and cannot always afford to have all manufacturing technologies…
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The make‐or‐buy question represents a fundamental dilemma faced by many companies. Companies have finite resources and cannot always afford to have all manufacturing technologies in‐house. This has resulted in an increasing awareness of the importance of make‐or‐buy decisions. This paper reports on the development of a make‐or‐buy framework to address the make‐or‐buy decision for either a specific individual part or family of parts. Firstly, a literature review of the principal make‐or‐buy approaches is discussed. Secondly, the development of a make‐or‐buy framework is described and the framework is explained and illustrated using case studies. Thirdly, the operationalisation of the framework is outlined. The paper concludes with a discussion of its contribution to both the academic understanding of the subject, and the improvement of industrial practice.
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John Mills, Johannes Schmitz and Gerry Frizelle
This review aims to provide researchers and managers interested in supply networks with a strategic review of this rapidly expanding field. It does not attempt a comprehensive…
Abstract
This review aims to provide researchers and managers interested in supply networks with a strategic review of this rapidly expanding field. It does not attempt a comprehensive review of the enormous and fast growing literature but does present the breadth and depth of research and practice in the area. The central aspect of the paper is to suggest that the field can be viewed from four perspectives which all researchers and managers implicitly or explicitly use: upstream, as purchaser; downstream, as supplier; static network, as an auditor of position within its supply network, typically comprising several supply chains, providing a static and comparative view; and dynamic network, as strategist, seeking opportunities to improve the firm's position in an existing network or creating a new network, providing a strategic, dynamic and long‐term view.