1,721,197 research outputs found
Global supply chain management in the manufacturing industry: Configurations, improvement, programs and performance
Full text linkThis book highlights the importance of supply chain management, namely exchanging information and coordinating efforts with suppliers and customers, in order to support globalization strategies determined by companies. Globalization does not only refer to the act of selling all around the world, but also to sourcing and manufacturing on the global scale, and all of this needs to be coordinated flawlessly. As reported in the book, in the manufacturing industry more than 32% of companies source, manufacture and/or sell for more than 50% outside the continent they belong to. Within this context, this book provides a conceptualization of the above-mentioned phenomena and ends up with the guidelines considered to be useful for companies in supporting their globalization strategies. First of all, four different global supply chain models are identified. Next, for each model, the best investments in the supply chain that aim to improve performance are defined. Finally, the effect of contextual variables is taken into account, and, in particular, it shows that the structure of the supply chain from one end to another (also called the value chain) holds a crucial role. The results are supported by empirical data from an international survey (IMSS) and case studies in the electric motors industry
Inventory configurations and drivers: an international study of assembling industries
No full textIn recent decades, inventory reduction has been a key objective of companies in various industries and is particularly important in the current crisis. Inventory is closely related to a company's production system and supply chain and a one-way strategy towards zero-inventory can be inapplicable or too general. As a matter of fact, there is a complex relationship between inventory types (input, WIP and output) and the factors causing or affecting them. On the basis of three editions of a survey in different assembly industries (IMSS) carried out in 2001, 2005 and 2009, we demonstrate in this paper that the actual configurations that companies adopt, as well as the factors behind the chosen configurations, are stable and consistent over time, in terms of the levels of each type of inventory. We also show that not all of the companies are stuck in a configuration; with the right measures, they can reduce the stock of inventory and become more competitive
International development projects by non-governmental organizations: an evaluation of the need for specific project management and appraisal tools
Full text linkInternational development (ID) projects are pivotal in the field of international aid, but their actual impact is difficult to assess and often questioned. Focusing on non-governmental organizations (NGOs), in this paper we analyse two aspects related to the impact of ID projects. The first concerns the characteristics of ID projects. We reviewed the literature to define the distinctive features of these projects. Second, we analyse the state of the art of project management processes and tools for ID projects. In particular, we verify the differences between standard project management methodologies (i.e. PMBOK® Guide and IPMA) and the methodologies specifically developed for NGOs (i.e. PM4NGOs and PM4DEV). The results suggest the need for specific managerial approaches and tools for ID projects. In particular, we show that standard project management methodologies could be complemented by specific tools (e.g. the logical framework) in order to increase the likelihood that high social impact is the outcome of the project
International development projects: peculiarities and managerial approaches
No full textEvery year, hundreds of millions of dollars are spent on non-emergency international development (ID) projects. However, a recent global McKinsey/Devex survey of more than one thousand ID professionals revealed that two thirds of them believe that their projects don't fully succeed.
In this book, researchers-practitioners from two of Italy's most prestigious universities provide practical insights into this phenomenon...and how the lessons learned in this high stakes international arena can help anyone managing projects that span companies, cultures and continents.
Incorporating the wisdom of almost 500 experienced ID project managers, as well as the latest in academic research, this book provides an unprecedented look at the unique characteristics of ID projects, the methods being used to manage them and the specific tools and processes that most often lead to success.
The authors also discovered that ID's core challenges are shared by many business-to-business projects, which makes this book highly relevant to any project manager facing growing complexity in terms of stakeholder management, leadership, and working in different cultural contexts.
The book explores the full range of ID project management approaches, comparing and contrasting them with each other and with A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
The book then shares the insights of almost 500 ID project managers, including the specific practices that lead to long-term success
Exploiting the potential of manufacturing network embeddedness: an OM perspective
Full text linkPurpose
The purpose of this paper is to provide guidance in setting the level of autonomy (i.e. parental control) of plants in a network to enhance operational performance. In particular, the effect of autonomy on performance is analysed directly and indirectly through internal manufacturing network integration (MNI) and external supply chain integration (SCI) as two dimensions of manufacturing network embeddedness.
Design/methodology/approach
The analysis is based on data from 441 manufacturing plants in 17 countries. Data were gathered during the Sixth International Manufacturing Strategy Survey. Five main constructs were obtained after carrying out a confirmatory factor analysis: plant autonomy, internal MNI, external SCI, efficiency and effectiveness. Direct and indirect relationships among the constructs are tested through a structural equation model.
Findings
Higher levels of autonomy correlate with higher effectiveness and similar efficiency. However, lower autonomy leads to higher levels of manufacturing network and SCI, which enhance performance. Although not statistically significant, the analysis of the total effects reveals a mildly positive effect of autonomy on effectiveness and negative effect on efficiency, which requires further investigation.
Research limitations/implications
Further research could include headquarters’ perspectives or additional determinants (e.g. business strategy objectives).
Practical implications
Managers should set autonomy levels strategically: higher for effectiveness and lower for efficiency. However, lower autonomy can also strengthen internal MNI and external SCI, thus improving operational performance.
Originality/value
The concept of manufacturing network embeddedness highlights the importance of considering external supply chain and internal MNI in the same framework, as both dimensions can affect operational performance
The role of new forms of work organization in developing sustainability strategies in operations
No full textThis paper aims to study whether Human Resource Management and the organizational practices related to New Forms of Work Organization (NFWO) (e.g., teamwork, training, and employee involvement) shoul be implemented to attain higher environmental and social sustainability performance. This potential connection is analyzed using the International Manufacturing Strategy Survey 2009 database containing data on the assembly industry. Several hierarchical regression models are used to study the direct impact of the considered practices on sustainability performance and their interactions with sustainability action programs. The results show that some of the practices related to NFWO are linked to sustainability performance. In particular, training has a direct positive effect on environmental and social sustainability performance and creates a positive interaction between social sustainability action programs and performance. Additionally, employee involvement and incentives have a direct positive implementation of environmental sustainability action programs. This paper contributes by empirically extending the knowledge on the role of organizational practices and the understanding of environmental and social sustainability achievement at the operational level. Moreover, we highlight the complexity of these relationships within different sustainability dimensions, showing the need for more qualitative studies about this topic
Value Chain Mapping and Heterogeneity of Firms in Clusters: A Survey of the Textile and Clothing Firms of Bergamo
No full textThe debate on how to reconcile the global and local perspectives demands informative empirical evidence. By leveraging the global value chain framework, this article develops an original mapping methodology to be applied at the cluster level, in order to capture both the within-district heterogeneity and the global propensity of the cluster. The case of the textile and clothing district in Bergamo highlights the potential of the methodology, which relies on quantitative data. The results provide some interesting insights on how companies in the district under analysis strive to find distinctive traits that could enhance their competitiveness
Determinants of input, work-in-process and output inventory levels: an international study of manufacturing industries
No full textDeveloping sustainability in global manufacturing networks: the role of site competence on sustainability performance
No full textEnvironmental and social sustainability are becoming sources of competitive advantage for multinational companies. Consequently, they need to understand how to manage their global manufacturing networks to enhance both environmental and social performance. Results from an international survey show that site competence—that is, having competences in operations beyond the production activities—is an antecedent of the adoption of environmental and social sustainability programs and, in turn, of higher performance improvement. Moreover, site competence provides also a direct contribution to performance achievement especially to pursue social sustainability
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