A structured procedure for materials planning during production transfer

Advances in Production Management Systems. The Path to Intelligent, Collaborative and Sustainable Manufacturing

Alfnes

2017

Many companies transfer production between them as part of relocation processes such as offshoring and outsourcing. Such production transfers (PT) are often associated with the risk of not achieving the expected performance results. Thus, many scholars and practitioners have acknowledged the importance of a thorough PT planning, based on risk management principles. One major principle is the assessment of PT risk in early stages of the process, in order to identify risk factors, analyze potential risk scenarios generated by the factors, implement risk-mitigation actions and improve PT performance. While several scholars have recommended conducting assessments early in the transfer process, which through the risk management lens, can be regarded as variants of risk assessment, there has not been published any recent review of the extant research on the risk assessment early in the PT process. Thereby, the main objectives of this paper are to identify and classify potential risk factors in the extant research, propose an assessment tool and test its utility on a longitudinal PT case. The paper also provides suggestions of how to apply the proposed tool to evaluate the requirements for resource intensive activities between the PT parties.

Section: Imentioning

confidence: 99%

A Production Transfer Risk Assessment Framework

Mogos

Advances in Production Management Systems. The Path to Intelligent, Collaborative and Sustainable Manufacturing

Alfnes

2017

“…The third phase, production transfer, concerns the actual relocation of manufacturing of products or components between two production facilities. It consists of three distinct stages: Transfer preparation; physical transfer, and; production start-up [10]. The final phase is the steady state.…”

Section: Outsourcing Of Productionmentioning

confidence: 99%

“…The final phase is the steady state. Here, the supplier has reached a full-scale and stable production, at targeted levels of cost and quality [10].…”

Section: Outsourcing Of Productionmentioning

confidence: 99%

Reframing the Outsourcing Process

Advances in Production Management Systems. The Path to Intelligent, Collaborative and Sustainable Manufacturing

Knutstad

2017

Multiple functions and stakeholders from the buyer and the supplier are involved and affected, either directly or indirectly, by the outsourcing process and the way it is managed. These can all assign different meaning to the evaluations and decisions made during the process, which in turn may strongly influence its success. To avoid distrust and suboptimal solutions, managers need to take into consideration different stakeholders' opinions when making key outsourcing decisions. However, capturing these opinions is cumbersome, and may slow down the outsourcing process significantly. This paper proposes a segmentation approach to rationalize the inclusion of different stakeholders' opinions in outsourcing decision-making. More specifically, Bolman and Deal's four leadership frames are used to consider multiple opinions regarding a production transfer between a Norwegian manufacturer of advanced hydro-acoustic sensor systems and one of its strategic suppliers. The paper shows how a multi-frame model may bring new understanding to key outsourcing decisions, and ensure that multiple stakeholders' opinions are considered throughout the process.

“…A22.Perform Transfer Risk Assessment. Implement measures [17]. A23.Problem solving upgrading recalibration test of production system [7,14].…”

Section: Production Transfermentioning

confidence: 99%

“…A42. Decide when to transfer responsibility to order raw material to Receiver [17]. A43.Adapt processes to a new environment [22].…”

Section: Production Transfermentioning

confidence: 99%

A Structured Outsourcing Procedure

Mogos

IFIP Advances in Information and Communication Technology

Alfnes

2016

Outsourcing of production entails a vast amount of activities and decisions. Although it has many acknowledged benefits, it is associated with substantial risk, and may lead to increased costs and loss of business if it is not carried out carefully and in a systematic manner. The identified outsourcing literature mainly focuses on specific parts of the outsourcing process and often provides limited practical guidance. Therefore, the purpose of this paper is to synthesize existing research on outsourcing processes into one structured outsourcing procedure. This can guide companies in carrying out outsourcing activities in a systematic manner. The suggested procedure is discussed in light of a case study of two production transfers between a Norwegian supplier of advanced maritime monitoring systems and one of its strategic suppliers.