1,721,053 research outputs found
Gestione dei magazzini di beni a domanda indipendente
No full textSistemi di monitoraggio delle scorte. Come calcolare Q per il modello di riordino a quantità fissa. Come calcolare R nel modello di riordino a quantità fissa. Come calcolare P e T nel modello di riordino a periodo fisso
Gestione dei magazzini di beni a domanda dipendente
No full textChe cos’è un sistema MRP. Come lavora un sistema MRP
Concetti base di magazzino
No full textIl concetto di magazzino. Scopi del magazzino. Costi del magazzino. Decisioni nella gestione del magazzino. Indicatori di prestazione per la gestione del magazzino. Le scorte nella catena di fornitura
The roles of product design modularity & manufacturing task allocation in mitigating the product proliferation-operational performance tradoff
No full textMany firms have decided or are deciding to expand their product offerings through the proliferation of options and variants available within product lines to better align what it offers in the market to customer requirements. Such a decisin presents the firm with a number of challanges with respect to the performance of internal operations. In this paper, we present and discuss three empirical generalization concerning the simultaneous roles that product diseign modularity and manufacturing task allocation play in mitigating the trade-offs between product proliferation and operational performance
Build-To-Order is not that easy. Adding volume flexibility to mass customization
No full textA number of industries are facing the challenge of offering multiple choices to their customers and of adjusting to heavily seasonal demands. Sports equipment, gardening equipment, and personal mobility solutions such as scooters, just to mention a few, all require the manufacturer and its supply chain to contemporarily meet the requirements for mix flexibility and volume flexibility. Both mix flexibility and volume flexibility entail the reduction of a specific trade-off. Volume flexibility means that a company serves a widely varying marked demand without building too many inventories and without compromising its cost structure with excessive overheads. On the other side, mix-flexibility means that a company serves a widely heterogeneous demand while avoiding that the costs of product proliferation offset its profitability.
Research has been studying product and mix flexibility for a long time, providing strategies and methods to cope with these two trade-offs. However, the issues related to the simultaneous pursuit of mix and volume flexibility have not been explored, neither by empirical nor by conceptual research. Being mix and volume flexibility the ultimate goals pursued by the so-called Build-To-Order strategies, the relevance of this research topic is becoming greater and greater for industry.
The present paper reports the first findings of a longitudinal case study of a business unit of a Fortune 500 company which is engaging into a Build-To-Order strategy. By analyzing the problems related to the simultaneous pursuit of volume and mix flexibility we propose a model explaining how these two trade-offs can be simultaneously addressed. We then speculate about the compatibility of the techniques generally advocated to address either volume or mix flexibility, in the case these two trade-offs have to be jointly reduced
Mix flexibility and volume flexibility in a build-to-order environment: synergies and trade-offs
No full textPurpose - This paper aims to investigate the factors enabling or hindering the simultaneous pursuit of volume flexibility and mix flexibility within a supply chain through the lens of a manufacturing plant seeking to implement a build-to-order (BTO) strategy.
Design/methodology/approach - To accomplish this empirical investigation, an in-depth case study involving a manufacturing plant and its supply chain was designed. Prior to primary and secondary data collection, this research setting had already decided to implement a BTO strategy and had, moreover, carefully assessed several practices for BTO strategy implementation, as well as their interactions.
Findings - The studied case suggests that a number of approaches typically used to increase volume flexibility, actually negatively affect mix flexibility and vice versa. The existence of such trade-offs may ultimately inhibit the implementation of a BTO strategy and this was the case in the studied company. Nevertheless, empirical evidence also suggests that, to some extent, volume flexibility and mix flexibility may be achieved synergistically, as initiatives such as component standardization or component-process interface standardization would improve both volume flexibility and mix flexibility.
Research limitations/implications - The pursuit of volume flexibility and mix flexibility in implementing a BTO strategy in a specific setting and from primarily an operations management perspective was investigated. As such, the findings can be complemented by viewing the case study results through the lens of other established general management theories or by replicating the study in different research settings.
Originality/value - While past research informs us about how manufacturing firms can successfully achieve mix flexibility or volume flexibility, there are few insights for understanding how volume flexibility and mix flexibility can both be simultaneously achieved within a manufacturing plant and its supply chain. This research fills this gap in the literature and contributes to the development of a theory of BTO strategy implementation, especially in terms of volume flexibility, mix flexibility and their interactions
Understanding synergies and trade-offs between volume flexibility and mix flexibility in Build-To-Order strategies
No full textBuild-To-Order is an increasingly adopted strategy in many industries, including consumer electronics, automobile and apparel, which implies performing value-adding activities to order rather than to forecast. As a result, Build-To-Order requires a supply chain that is both volume-flexible, i.e. it can rapidly change its gross output while maintaining cost-effectiveness, and mix-flexible, i.e. it can rapidly change the mix of items being delivered to the market while maintaining cost-effectiveness. Research has been studying volume and mix flexibility for a long time but, the issues related to the simultaneous pursuit of volume and mix flexibility have not been explored. Through an in-depth case study of a business unit within a company involved in a Build-To-Order strategy, this paper investigates factors enabling and opposing the simultaneous pursuit of volume and mix flexibility in a manufacturing plant. The study found that volume flexibility and mix flexibility can be in trade-off or in synergy, depending on the specific lever used to achieve each of them
Operationalising form postponement from a decision-making perspective.
No full textForm postponement means delaying the commitment of inventory to the final configuration of a product as long as possible. Many firms today are striving to redesign their products and/or their manufacturing and supply chain processes to implement form postponement. Opportunities for form postponement, however, are sometimes lost in the companies' production-planning processes. By focusing on the deferring of product mix decisions in the master production scheduling process, this paper shows that form postponement opportunities can be divided into two components: one whose pursuit necessarily requires product and/or transformation process redesign, the other that can be pursued by changing the sales forecasting and master production scheduling process alone. We develop an operational procedure to identify and quantify, for a given product family, all opportunities for form postponement and their two respective components. Then, we discuss and empirically illustrate how the proposed measurement procedure may support companies in changing their decision-making routines to implement form postponement. Finally, we set future research directions on form postponement suggested by our results
What form postponement? A typology and its implications on operational performance
No full textForm postponement is increasingly drawing the attention of companies under the effect of escalating product variety. In its broadest meaning, form postponement implies deferring the time when some product differentiation activity, e.g. painting a car in different colors, is performed along a manufacturing and distribution process. The academic community has been promptly reacting to the heightened criticality of form postponement for the business community, multiplying research initiatives aimed at studying this topic. Unfortunately, a number of divergences can be found in the literature as to form postponement effects on operational performance at the company level of analysis. To disentangle this puzzle, we define three, mutually exclusive and exhaustive types of form postponement and classify literature findings into these types. By identifying effects that are specific to each form postponement type, we unify into a coherent picture the whole body of literature on the operational implications of form postponement, thus making past research findings more accessible to practitioners
Managing operations in a high product variety context: preliminary lessons from Italian firms
No full textIt is an incontrovertible fact that firms are increasingly expandig therir product offer - offering the customer with an increasing number of options and variants - in order to keep up with competition, especially in many mature markets. Expanding product variety poses great managerial challanges to the firm, as it tends to reduce repetitiveness in operational processes. The present paper presents the preliminary results of an interview study exploring what are the practices firms adopt in order to ensure operations efficiency in conditions of high product variety. From the analysis of the interviews it emerges that also firms offering relative low variety are adopting practices that are typically described as typical of high product variety environments. However, firms characterised by high product variety tend to adopt more advanced precatices for product variety management
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