International Manufacturing Strategy in a Time of Great Flux (eBook)

Louis Brennan, Alessandra Vecchi (Herausgeber)

eBook Download: PDF

2016 | 1st ed. 2017
VI, 233 Seiten
Springer International Publishing (Verlag)
978-3-319-25351-0 (ISBN)

Infos

This book assesses the state of international manufacturing strategy and clarifies how recent developments, for example regarding configuration, technology, and the environment, are impacting on its content and direction and on its relationship to manufacturing performance. In providing up-to-date coverage of the consequences of such forces and factors for international manufacturing, this book aims to expand the debate concerning international manufacturing strategy and cast light on its current evolution.
International manufacturing is operating within a time of great flux. While offshoring of activities has dominated over recent decades, nearshoring and reshoring are increasingly being considered and observed in practice. At the same time, technologies such as 3D-printing are gaining traction and the role of ICT and data analytics is increasingly important in the international manufacturing landscape while digitization becomes more prevalent and the embrace of the Internet of Things (IOT) accelerates. Furthermore, issues related to the environment are figuring more prominently in international manufacturing considerations, and assumptions regarding the long-term cost of energy are being called into question. International manufacturing is also experiencing greater servitization. 


Louis Brennan is a Fellow of Trinity College Dublin, Ireland, and a Professor within the School of Business at Trinity College. His areas of interest encompass International Business, International Manufacturing, Operations and Global Strategy, and Global Supply Chains. He has published extensively in these areas. Professor Brennan has lived and worked in the United States and in a number of countries in Asia and Europe.

Alessandra Vecchi is Assistant Professor in the Department of Management at the University of Bologna in Italy, where she holds a Marie Curie Fellowship. Additionally she holds the position of Senior Research Fellow at London College of Fashion. Besides teaching several subjects, mostly in the field of International Business and Operations Management at postgraduate level, she supervises MA and PhD students in a wide array of Fashion Management-related subjects. She has a significant track of high-profile publications and her research interests tend to be of a multidisciplinary nature and rather eclectic.

Inhalt

Contents 6
1 Trends in Manufacturing Strategies: A Longitudinal Investigation of the International Manufacturing Strategy Survey 8
Abstract 8
1 Introduction 8
2 Literature Review 9
2.1 The Trade-off Versus Cumulative Capabilities Models 12
3 Methodology 13
3.1 About the IMSS 13
3.2 Measures 14
4 Findings and Discussion 17
4.1 Trend 1: Quality and Dependability Remain the Highest Competitive Priorities 17
4.2 Trend 2: Cost Is the Most Fluctuating Capability 18
4.3 Trend 3: Service Is on a Decline, but Offset by Speed 19
4.4 Trend 4: Flexibility and Innovation Is Gaining Importance 19
4.5 Trend 5: Sustainability Is not Continuing Its Growing Importance 20
4.6 A Note on the Debate on Trade-offs Versus Cumulative Capabilities 20
5 Conclusions 21
5.1 Limitations 21
Acknowledgments 22
References 22
2 The Taxonomy of International Manufacturing Strategies 24
Abstract 24
1 Introduction 24
2 Literature Review 26
2.1 Evolution of the Research Regarding Manufacturing Strategies 26
2.2 Relevant Taxonomies to Manufacturing Strategies 31
3 Research Methodology 34
4 Findings and Discussions 35
4.1 Papers’ Background 35
4.2 Emergent of the Taxonomy 36
4.3 Connectivity of the Taxonomy to Corporate-Level Strategies 38
4.4 Choosing Strategies from the Taxonomy 39
5 Limitations and Implications 42
5.1 Limitations 42
5.2 Theoretical Implications 42
5.3 Empirical Implications 42
6 Conclusions 43
References 44
3 International Manufacturing Strategy: The Impact of Misalignment Between National Culture and Organizational Structure 49
Abstract 49
1 Introduction 49
2 Management and National Culture 51
3 Theoretical Framework 53
4 Research Methodology 55
5 Case Study Analysis 56
5.1 General Presentation 56
5.2 Transfer of Managerial System 57
5.3 Budget Process 58
5.4 Organizational Structure 60
5.5 Control of Results and Incentive System 62
5.6 Final Considerations 62
6 Discussion and Conlusion 63
References 64
4 Catch-Up Strategies of Emerging Market Firms: Lessons Learned from India and China 68
Abstract 68
1 Introduction 68
2 Drivers in Seeking Strategic Resources 70
3 Inward Internationalization and Strategic Linkages 72
4 Innovative Imitation and Compositional Strategy 74
5 Innovation Clusters and Agglomeration Economies 75
6 Outward Internationalization of Research and Development 77
7 Illustrations of Catch-Up Processes by Indian and Chinese Firms 78
8 Discussion and Conclusions 83
Acknowledgment 86
References 86
5 Best Strategic Decisions in Management of Complex Operations 90
Abstract 90
1 Introduction 90
2 Conceptual Framework “Best Practice at Work” 92
3 Research Design 93
4 Empirical Findings 95
5 Theoretical Background 99
6 Discussion and Conclusion 106
References 107
6 ICT and International Manufacturing Strategy 110
Abstract 110
1 Introduction 111
2 Literature Review 111
2.1 Mission of ICT 111
2.2 Context of ICT 112
2.3 Role of ICT 113
2.4 ICT Portfolio 114
2.5 International Approach 115
2.6 Building and Managing Information Systems 116
2.7 Knowledge Management 117
2.8 People Management 117
3 Methodology 118
4 An Overview of the ICT Internationalisation Projects—Key Factors 120
5 Solving the Equation of ICT and International Manufacturing 121
5.1 People Development 122
5.2 ICT Business Alignment 123
5.3 Portfolio Management 123
6 Conclusions 124
References 125
7 Do Improvement Programs Complement Each Other? 127
Abstract 127
1 Introduction 128
1.1 Literature Review 131
2 A Study in Complementarity: The Three Improvement Programs in a System with Queuing 132
2.1 Optimization of Decisions 136
2.2 Value of an Uncertainty Reduction Program 137
2.3 Value of Bias Reduction 138
2.4 The Value of Direct Cost Savings 140
2.5 Complementary/Substitute Improvement Programs 140
2.6 Complementarity of Other Operations Improvement Programs 143
3 General Results 143
3.1 Uncertainty Reduction, Cost Bias Elimination and Direct Cost Reduction Programs 145
3.2 Complementarity of Uncertainty Reduction and Cost Bias Elimination Programs 146
3.3 Complementarity of Direct Cost Savings and Uncertainty Reduction Programs 150
3.4 Complementarity of Bias Elimination and Direct Cost Savings Programs 151
4 Conclusion 152
Appendix 153
References 155
8 Practices and Performance in Constraints Management Production Planning and Control Systems 157
Abstract 157
1 Introduction 158
2 Distinguishing Practices of Constraints Management Production Planning and Control Systems 160
3 Toc Production and Manufacturing Performance 165
4 Research Framework 170
5 Data Collection and Measurement Analysis 172
6 Data Analysis 173
7 Discussions and Conclusions 178
References 184
9 Exploring Critical Success Factors for Implementing Green Lean Six Sigma 187
Abstract 187
1 Introduction 188
2 Literature Review 189
3 Research Methodology 189
4 CSFs for the Implementation of Green Lean Six Sigma 191
4.1 Organisational Readiness to Implement Green Lean Six Sigma 192
4.2 Project Selection and Prioritization 192
4.3 Commitment of Top Management and Employees 192
4.4 Communication 193
4.5 Resource and Skills to Facilitate Implementation 193
4.6 Focus on Measurement and Results 194
5 Survey Result and Discussion 194
6 Conclusion and Agenda for Future Work 196
References 197
10 S& OP Related Key Performance Measures with Integration of Sustainability: A Decoupling Point Based and Modularized View on Supply Chains
Abstract 200
1 Introduction 201
2 Methodology 203
2.1 Conceptualization 204
2.2 Narrative Literature Review 204
2.2.1 Source of Information and Search Terms 204
2.2.2 Selection Criteria 205
2.2.3 Results 205
2.3 Classification Process 205
3 Literature Review 206
3.1 Decision Categories (DCs) 206
3.2 Performance Measures and Performance Attributes (PAs) 208
3.3 Key Performance Measures (KPMs) for Sales and Operations Planning (S& OP)
3.3.1 Sales and Operations Planning 210
3.3.2 General Performance Measures 211
3.3.3 Sustainability and Sustainable Performance Measures 211
3.4 Framework for Performance Measures in S& OP Based on Decision Categories and Performance Attributes
4 Performance Measures Classification at S& OP Level Based on the Decision Categories
4.1 Decision Category 1: Object Type 216
4.1.1 S& OP KPMs Related to Discrete Object (DO)
4.1.2 Sustainable KPMs Related to Discrete Object (DO) at S& OP Level
4.1.3 S& OP KPMs Related to Continuous Object (CO)
4.1.4 Sustainable KPMs Related to Continuous Object (CO) at S& OP Level
4.2 Decision Category 2: Control Mode 220
4.2.1 S& OP KPMs Related to Onetime Mode (OM)
4.2.2 Sustainable KPMs Related to Onetime Mode (OM) at S& OP Level
4.2.3 S& OP KPMs Related to Intermittent Mode (IM)
4.2.4 Sustainable KPMs Related to Intermittent Mode (IM) at S& OP Level
4.2.5 S& OP KPMs Related to Continuous Mode (CM)
4.2.6 Sustainable KPMs Related to Continuous Mode (CM) at S& OP Level
4.3 Decision Category 3: Flow Driver 222
4.3.1 S& OP KPMs Related to Speculation Driven (SD)
4.3.2 Sustainable KPMs Related to Speculation Driven (SD) at S& OP Level
4.3.3 S& OP KPMs Related to Commitment Driven (CD)
4.3.4 Sustainable KPMs Related to Commitment Driven (CD) at S& OP Level
5 Analysis 223
5.1 Strategic Aspects of the Dimensions 223
5.1.1 Strategic Aspects of Object Type 223
5.1.2 Strategic Aspects of Control Mode 224
5.1.3 Strategic Aspects of Flow Driver 225
5.2 Analysis of the Typology Modules and Managerial Insights 226
5.3 Analysis of Sustainable Key Performance Measures (SKPMs) 228
6 Application of the Classification 230
7 Conclusion and Further Research 231
Acknowledgments 232
References 233

Produkt-Details

• Erscheint lt. Verlag: 2.9.2016
• Reihe/Serie: Measuring Operations Performance
• Reihe/Serie: Measuring Operations Performance
• Zusatzinfo: VI, 233 p. 16 illus.
• Verlagsort: Cham
• Sprache: englisch
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Logistik / Produktion
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Planung / Organisation
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Wirtschaftsinformatik
• Schlagworte: Innovations for manufacturing • International manufacturing strategy • Manufacturing performance • Nearshoring • Offshoring • Operations Management • Reshoring • servitization • Strategic Management • Strategy Development
• ISBN-10: 3-319-25351-4 / 3319253514
• ISBN-13: 978-3-319-25351-0 / 9783319253510