| 1. |
- Hilletofth, Per, et al.
(författare)
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Coordination of new product development and supply chain management
- 2018
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Ingår i: Innovation and Supply Chain Management. - Cham : Springer. - 9783319743035 - 9783319743042 ; , s. 33-50
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Bokkapitel (refereegranskat)abstract
- New product development (NPD) and supply chain management (SCM) enable companies to respond to new demands in a responsive manner. The scarcity of research addressing the coordination of NPD and SCM is notable. The purpose of this research is to identify and examine linkages between NPD and SCM through a case study that includes a Swedish furniture wholesaler. Several linkages that stress the need of using an integrative NPD process where the design functions are aligned with other main functions of the company were identified. For example, it was observed that a strong focus on the demand side (NPD) has induced high demands on the supply side (SCM) of the case company. Therefore, the NPD process to a larger extend needs to incorporate main supply functions and other sales-related functions that support the commercialization of the product. This promises to create a consumer-oriented business, especially needed in markets where products have short life cycles and where having a short time to market is crucial. Within future research, it will be interesting to expand this research to companies that operate in different markets and/or have different objectives and to provide an inclusive description of the consumer-oriented business model.
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| 2. |
- Manfredsson, Peter, et al.
(författare)
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Involving Suppliers In A Lean Training Program
- 2019
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Ingår i: Proceedings of the 9th International Conference on Operations and Supply Chain Management, Vietnam, 2019, OSCM, 2019. - OSCM.
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Konferensbidrag (refereegranskat)abstract
- The purpose of this study is to investigate the outcomes of a manufacturer involving its suppliers in their lean training program. A single in-depth case study is conducted to examine a lean training program that was offered by Scania to five suppliers. Semi-structured interviews were conducted at Scania and these suppliers to explore the outcomes of the training program. The interview findings were triangulated by completing observations and focus groups at the suppliers. Four main outcomes are identified after the completion of the training program. First, the suppliers became easier to collaborate with due to better internal ways of working and more trust in terms of reliability. Second, the suppliers improved their ability to identify possible problems that could jeopardize deliveries. Third, the suppliers improved their delivery precision. Fourth and finally, financially unstable suppliers were less perceptive to the lean training program than financially stable suppliers. This study also proposes avenues for future research.
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| 3. |
- Murillo-Oviedo, Ana Beatriz, et al.
(författare)
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Achieving market orientation through cross-functional integration
- 2019
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Ingår i: Operations and Supply Chain Management. - : OSCM. - 1979-3561 .- 2579-9363. ; 12:3, s. 175-185
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of this study is to understand how cross-functional integration contributes to the market orientation of a company that strives to increase market responsiveness. A case study in the Brazilian beverages industry was conducted and empirical data was collected through fourteen in-depth interviews from various functions within the company. The findings indicate that cross-functional integration enables the company to achieve market orientation through two main processes: product launch and customer complaints. Cross-functional integration enables a company to disseminate knowledge about organizational dynamics at both departmental and individual levels, to generate interdependency, to improve the awareness about the internal needs, and to improve the internal knowledge about the customer. This study shows that practitioners need to establish cross-functional integration, as it contributes to the market orientation of a company. Internal knowledge enables practitioners to create value through products and services, while still preserving the corporate image. It also shows that cross-functional teams and meetings are necessary to achieve market orientation in a company.
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| 4. |
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| 5. |
- Reitsma, Ewout, et al.
(författare)
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Critical operations capabilities in a high cost environment : A grey relational analysis
- 2017
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Ingår i: Management Challenges in a Network Economy: Proceedings of the MakeLearn and TIIM Joint International Conference, Lublin, 17–19 May, 2017.. - : ToKnowPress. - 9789616914215 ; , s. 169-176
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Konferensbidrag (refereegranskat)abstract
- Operations capabilities has been a common research area for many years and several frameworks have been offered. The existing frameworks are general and do not take specific contexts into consideration, such as a high cost environment. This research gap is of interest as a manufacturing relocation process has been taking place during the last decades, resulting in a vast amount of manufacturing being moved from high to low cost environments. The purpose of this study is to analyse critical operations capabilities in a high cost environment. A survey study was conducted, which focused on the evaluation of an existing framework of operations capabilities in the specific high cost environment context. Data was collected by a questionnaire that was developed based on the existing framework and distributed to 14 managers in five Swedish manufacturing firms. Grey relational analysis (GRA) was used to rank and cluster the dimensions and operations capabilities. The findings revealed that all the dimensions and operations capabilities included in the framework were critical in a high cost environment. However, the analysis also indicated that different emphasis was put on the different dimensions and capabilities. Thus, the dimensions and capabilities were ranked in order of critically and clustered as either ‘most critical’, ‘critical’, or ‘least critical’. The most critical dimension was ‘quality’ while the least critical dimension was ‘environment’. The critical dimensions included ‘delivery’, ‘cost’, ‘flexibility’, ‘service’ and ‘innovation’. The findings increased the validity of the framework and its usefulness in a high cost environment.
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| 6. |
- Reitsma, Ewout, et al.
(författare)
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Critical success factors for ERP system implementation : A user perspective
- 2018
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Ingår i: European Business Review. - : Emerald Group Publishing Limited. - 0955-534X .- 1758-7107. ; 30:3, s. 285-310
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Tidskriftsartikel (refereegranskat)abstract
- PurposeThe purpose of this study is to evaluate critical success factors (CSFs) for the implementation of an enterprise resource planning (ERP) system from a user perspective.Design/methodology/approachThe research was conducted in two successive steps. First, a literature review was conducted to derive CSFs for ERP system implementation. Second, a survey was conducted to evaluate the importance of these CSFs from a user perspective. Data were collected through a questionnaire that was distributed within a German manufacturer and was developed based on the CSFs found in the literature. Gray relational analysis (GRA) was used to rank the CSFs in order of importance from a user perspective.FindingsThe findings reveal that users regard 11 of the 13 CSFs found in the literature as important for ERP system implementation. Seven of the CFSs were classified as the most important from a user perspective, namely, project team, technical possibilities, strategic decision-making, training and education, minimum customization, software testing and performance measurement. Users regarded 2 of the 13 CSFs as not important when implementing an ERP system, including organizational change management and top management involvement.Research limitations/implicationsOne limitation of this study is that the respondents originate from one organization, industry and country. The findings may differ in other contexts, and thus, future research should be expanded to include more organizations, industries and countries. Another limitation is that this study only evaluates existing CSFs from a user perspective rather than identifying new ones and/or the underlying reasons using more qualitative research.Practical implicationsA better understanding of the user perspective toward CSFs for ERP system implementation promises to contribute to the design of more effective ERP systems, a more successful implementation and a more effective operation. When trying to successfully implement an ERP system, the project team may use the insights from the user perspective.Originality/valueEven though researchers highlight the important role users play during ERP system implementation, their perspective toward the widely discussed CSFs for ERP system implementation has not been investigated comprehensively. This study aims to fill this gap by evaluating CSFs derived from the literature from a user perspective.
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| 7. |
- Reitsma, Ewout, et al.
(författare)
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Engaging with ‘Engineer for Supply Chain’ (EfSC) : insights from two engineer-to-order manufacturers
- 2023
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Ingår i: Production planning & control (Print). - : Taylor & Francis. - 0953-7287 .- 1366-5871.
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Tidskriftsartikel (refereegranskat)abstract
- The practice of ‘Design for Supply Chain’ (DfSC) aims at integrating strategic sourcing into manufacturers’ new product development (NPD) processes. The literature on this topic, however, mainly focuses on contexts involving high-volume, standardised products, while the engineer-to-order (ETO) context has received only limited attention. As argued in this paper, this constitutes a gap in the literature since the findings from high-volume, standardised contexts may not be directly applicable to the ETO context. To support this claim, a case study approach is used to explore DfSC in two ETO manufacturers. This paper terms this practice ‘Engineer for Supply Chain’ (EfSC) and identifies four dimensions that it comprises: (1) consideration of strategic sourcing in NPD, (2) representation of the sourcing function in NPD, (3) collaboration between the R&D and sourcing functions, and (4) adoption of methods for considering strategic sourcing in NPD. Although these dimensions partly overlap with the literature on DfSC, the characteristics of EfSC differ—most notably by requiring the consideration of strategic sourcing before the product design stage of NPD, as well as procedures that encourage this consideration. Finally, the study identifies relationships among the dimensions and develops a holistic four-step process for engaging with EfSC.
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| 8. |
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| 9. |
- Reitsma, Ewout, et al.
(författare)
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Enterprise resource planning system implementation : A user perspective
- 2018
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Ingår i: Operations and Supply Chain Management. - : OSCM. - 1979-3561 .- 2579-9363. ; 11:3, s. 110-117
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of this study is to evaluate critical success factors (CSFs) for the implementation of an enterprise resource planning (ERP) system from a user perspective. Users play a vital role when implementing an ERP system, but their perspective has been neglected in the literature. A better understanding of their perspective promises to contribute to the design of more effective ERP systems, its implementation, and management. In order to identify the user perspective, a survey was conducted within three organizations from Pakistan that have recently implemented an ERP system. The questionnaire was developed based on thirteen CSFs deduced from literature. Based on each CSF’s level of importance, they are ranked in order of importance and divided into three groups: most important, important and not important. Findings reveal that users of the three organizations in Pakistan believe that the implementing organization should prioritize the following four CSFs when implementing an ERP system: education and training, strategic decision-making, communication, and business process alignment.
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| 10. |
- Reitsma, Ewout, et al.
(författare)
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Implementation of enterprise resource planning systems : A user perspective
- 2018
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Ingår i: IOP Conference Series. - : Institute of Physics Publishing (IOPP).
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Konferensbidrag (refereegranskat)abstract
- The purpose of this study is to evaluate critical success factors (CSFs) for the implementation of an enterprise resource planning (ERP) system from a user perspective. Users play a vital role when implementing an ERP system, but their perspective has been neglected in the literature. A better understanding of their perspective promises to contribute to the design of more effective ERP systems, its implementation, and management. In order to identify the user perspective, a survey was conducted within three Pakistani companies that recently have implemented a new ERP system. The questionnaire was developed based on thirteen CSFs deduced from literature. Based on each CSF's level of importance, they are ranked in order of importance and divided into three groups: most important, important and not important. Findings reveal that users believe that management should prioritize the following four CSFs when implementing an ERP system: education and training, strategic decision-making, communication, and business process alignment.
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| 11. |
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| 12. |
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| 13. |
- Reitsma, Ewout, et al.
(författare)
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Performing Supply Chain Design Activities during Product Development Projects : A Systematic Literature Review
- 2019
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Ingår i: Proceedings of the 9th International Conference on Operations and Supply Chain Management, Vietnam, 2019. - OSCM.
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Konferensbidrag (refereegranskat)abstract
- The purpose of this research is to provide a state-of-the-art overview of the supply chain design (SCD) activities that an OEM can perform when developing new products. This purpose is realized by systematically examining peer-reviewed journal articles written in English. The search strategy adopted in this research is based on selected databases and keywords. Crossreferencing is used to identify additional relevant articles. This resulted in a synthesis sample of 93 relevant articles. From this synthesis sample, a set of SCD activities that can be performed by OEMs during product development projects are extracted. These activities are discussed by using a subset articles (47) from the synthesis sample.
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| 14. |
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| 15. |
- Reitsma, Ewout
(författare)
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Sourcing strategising in the new product development process : Insights from the strategy-as-practice lens and engineer-to-order context
- 2022
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- In many cases, manufacturers have changed from sourcing only a few, simple, and separate components from local suppliers to sourcing a high variety of modules from globally dispersed suppliers. This has resulted in the implementation of a wide variety of sourcing strategies, including, for example, multiple sourcing and supplier integration. All these and other sourcing strategies are aimed at achieving a certain level of supply chain (SC) responsiveness. The level of SC responsiveness ideally matches the characteristics of a product. For example, highly innovative products typically require highly responsive SCs.In order to match products with their SCs, manufacturers are advised to engage in sourcing strategy in their new product development (NPD) process. However, there are at least two knowledge gaps in the literature on this topic: (1) the lack of a widely accepted, comprehensive conceptualisation of how manufacturers can engage in sourcing strategy in NPD, and (2) the lack of empirical insights into manufacturers operating in the engineer-to-order (ETO) context. This dissertation focuses on filling these knowledge gaps.Addressing the first gap, the dissertation uses the theoretical lens of ‘strategy-as-practice’ (SAP) and the literature to conceptualise the ‘doing of sourcing strategy’ in NPD as three interrelated dimensions: (1) practitioners, (2) activities, and (3) practices. Through discussing these dimensions and their potential interplay throughout NPD, the dissertation demonstrates the potential of the SAP lens in providing a common framework and reducing the fragmented nature of the literature. By using the SAP lens, the dissertation also contributes to practice. Despite not being ‘actionable’ in the sense of constituting detailed guidelines for acting, the SAP lens produces insights that can help practitioners to become more reflective. For example, they can learn to see sourcing strategising as a multidimensional, dynamic concept and the place it can occupy in the NPD process.The second knowledge gap in the literature regards the lack of empirical research focusing on the ETO context. Therefore, the dissertation includes a case study focusing on practitioners’ sourcing strategising activities and practices in this context. First, five approaches to performing sourcing strategising activities in NPD are explored in terms of their conditions and intended outcomes. Secondly, four practices that can support sourcing strategising in NPD are identified. These practices – referred to as ‘Design for Supply Chain’ (DFSC) practices – are also examined in terms of their interrelations. Practitioners can use the case study findings to compare the advantages of the five sourcing strategising approaches when sourcing items or services. Furthermore, the findings allow practitioners to assess how the four interrelated DFSC practices can support their sourcing strategising efforts in NPD.
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| 16. |
- Reitsma, Ewout, et al.
(författare)
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Supply chain design during product development: a systematic literature review
- 2023
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Ingår i: Production planning & control (Print). - : Taylor & Francis. - 0953-7287 .- 1366-5871. ; 34:1, s. 1-18
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Tidskriftsartikel (refereegranskat)abstract
- This paper explores how supply chains can be designed during product development (PD) through systematically reviewing 143 peer-reviewed journal articles written in English. The findings indicate that practitioners can perform 14 supply chain design (SCD) activities during PD. These activities are grouped into levels and areas, and a model is developed that interrelates SCD with nine product characteristics. Therewith, scholars are given a deep insight into the literature on SCD during PD. The paper also provides a framework for developing company- and project-specific checklists that can be used for multiple purposes, including planning, performing, or evaluating SCD activities before, during, or after PD projects. The implementation of the framework, according to the characteristics of a manufacturer and its PD projects, constitutes an opportunity for the creation of resilient supply chains.
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| 17. |
- Reitsma, Ewout, et al.
(författare)
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Supply chain strategizing in new product development
- 2022
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Ingår i: The Palgrave Handbook of Supply Chain Management. - Cham : Palgrave Macmillan. - 9783030898229 ; , s. 1-23
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Bokkapitel (refereegranskat)abstract
- During the last few decades, supply chain (SC) strategy has become an important focus for manufacturers. This has resulted in the implementation of a wide variety of SC strategies, including, for example, lean, agile, and leagile – the latter being a combination of the first two. All these and other SC strategies aim at achieving a certain level of responsiveness to customer needs. Since the level of responsiveness should match the characteristics of a product, this chapter discusses how manufacturers can engage in SC strategizing in the context of new product development (NPD). Through the theoretical lens of “strategy-as-practice” (SAP), SC strategizing in NPD is conceptualized as a dynamic interplay of “practitioners,” “activities,” and “practices.” The chapter also explains that, while managing this interplay, manufacturers should be aware of challenges caused by uncertainty, politics, and learning. Finally, the chapter opens the door for future research that utilizes the SAP lens in order to empirically explore SC strategizing in NPD.
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| 18. |
- Reitsma, Ewout, et al.
(författare)
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Supply chain strategizing in new product development : An interplay of practitioners, activities, and practices
- 2024
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Ingår i: The Palgrave Handbook of Supply Chain Management. - : Springer. - 9783031198830 - 9783031198847 ; , s. 247-269
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Bokkapitel (refereegranskat)abstract
- During the last few decades, supply chain (SC) strategy has become an important focus for manufacturering companies (hereafter referred to as "manufacturers"). This has resulted in the implementation of a wide variety of SC strategies, including, for example, lean, agile, and leagile - the latter being a combination of the first two. All these and other SC strategies aim at achieving a certain level of responsiveness to customer needs. Since the level of responsiveness should match the characteristics of a product, this chapter discusses how manufacturers can engage in SC strategizing in the context of new product development (NPD).Through the theoretical lens of "strategy-as-practice" (SAP), SC strategizing in NPD is conceptualized as a dynamic interplay of "practitioners," "activities," and "practices." The chapter also explains that, while managing this interplay, manufacturers should be aware of challenges caused by uncertainty, politics, and learning. Finally, the chapter opens the door for future research that utilizes the SAP lens in order to empirically explore SC strategizing in NPD.
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| 19. |
- Reitsma, Ewout, et al.
(författare)
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Supply chain strategizing in new product development: An interplay of practitioners, activities, and practice
- 2022
-
Ingår i: The Palgrave Handbook of Supply Chain Management. - Cham : Palgrave Macmillan.
-
Bokkapitel (refereegranskat)abstract
- During the last few decades, supply chain (SC) strategy has become an important focus for manufacturers. This has resulted in the implementation of a wide variety of SC strategies, including, for example, lean, agile, and leagile – the latter being a combination of the first two. All these and other SC strategies aim at achieving a certain level of responsiveness to customer needs. Since the level of responsiveness should match the characteristics of a product, this chapter discusses how manufacturers can engage in SC strategizing in the context of new product development (NPD). Through the theoretical lens of “strategy-as-practice” (SAP), SC strategizing in NPD is conceptualized as a dynamic interplay of “practitioners,” “activities,” and “practices.” The chapter also explains that, while managing this interplay, manufacturers should be aware of challenges caused by uncertainty, politics, and learning. Finally, the chapter opens the door for future research that utilizes the SAP lens in order to empirically explore SC strategizing in NPD.
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| 20. |
- Reitsma, Ewout, et al.
(författare)
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The outcomes of providing lean training to strategic suppliers: A Swedish case study
- 2021
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Ingår i: The TQM Journal. - : Emerald. - 1754-2731 .- 1754-274X. ; 33:5, s. 1049-1065
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: The aim of this study is to investigate the outcomes of a leading Swedish truck maker (referred to as “TruckCo” for confidentiality reasons) providing lean training to its strategic suppliers. Design/methodology/approach: A single in-depth case study is conducted, using on-site semi-structured interviews with representatives from TruckCo and its suppliers for data collection. Findings: The lean training program resulted in four main outcomes. First, financially unstable suppliers were less receptive to the lean training program than financially stable suppliers. Second, the suppliers became easier to collaborate with over time, through improving their internal ways of working and thus creating more trust in terms of reliability. Third, the suppliers improved their ability to identify possible problems that could jeopardize deliveries. Fourth and finally, the suppliers improved their delivery precision. Research limitations/implications: One limitation of this study is that its findings are based on a single in-depth case study. Another limitation is that all the involved companies originate from Sweden. These limitations should be considered in attempts to replicate or further test the reported findings. Practical implications: This study provides insights into how a manufacturer can teach lean management to suppliers, and how suppliers can be involved in a manufacturer's journey towards a leaner supply chain. Furthermore, the study reflects more generally on the potential outcomes of a manufacturer providing lean training to suppliers. Originality/value: This study highlights both TruckCo's and the suppliers' view of the outcomes of the lean training program and discusses how different suppliers adopt the taught lean practices. Avenues for future research are proposed as well.
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