Build to order supply chains in developed and developing countries

Prasad, Sameer; Tata, Jasmine; Madan, Manu S.

doi:10.1016/j.jom.2004.10.011

Cited by 52 publications

(32 citation statements)

References 20 publications

(25 reference statements)

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“…Research on supply-chain integration covers information integration, process integration and supplier integration. The construction supply chain closely resembles a BTO supply chain, which are characterised by low operational interdependence but a higher level of supplier integration (Prasad et al, 2005). The transaction cost theory proposes that high transaction costs, uncertainty and asset specificity drive firms towards vertical integration (Williamson, 1985).…”

Section: Construction Supply-chain Integrationmentioning

confidence: 99%

An empirical examination of the procurement-led supply chain in the construction industry

Kamble¹,

Raut²,

Jagtap³

2017

IJPM

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Abstract:The mechanisms of supply chains are omnipresent, but procurementcentric supply-chain management has received little attention in the construction industry, despite its economic weight. A procurement centric construction supply chain requires client integration and contractor integration to cope with the project complexity and project uncertainty. In this regard, procurement-led supply-chain initiatives using mediated power and non-mediated power of the client organisation can influence contractor integration and project performance. A structural equation model consisting of two exogenous variables -mediated power and non-mediated power of clientand three endogenous variables -client integration, contractor integration and project performance -is developed based on theoretical support. The data are collected from 244 construction professionals working in a variety of construction projects across India. The result of the study suggests that, the use of mediated power by the client organisation accompanied by the involvement of the client in the project relates to the improving of project performance.Keywords: supply chain; procurement; integration; project performance; power.Reference to this paper should be made as follows: Jagtap, M., Kamble, S.S. M. Jagtap et al.Sachin S. Kamble is an Associate Professor at the National Institute of Industrial Engineering, Mumbai, India is a leading academician, top industry consultant and researcher with rich experience in supply chain and operations management. He obtained his Bachelor degree in Mechanical Engineering; Master degree in MBA; Doctorate degree in Business Management. His research area of expertise includes supply chain performance studies in several sectors that include -farm fresh products (agriculture supply chain), medical supply chain, construction, retail and automobile supply chains. He has co-authored more than 67 publications in international refereed journals such as

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Section: Construction Supply-chain Integrationmentioning

confidence: 99%

An empirical examination of the procurement-led supply chain in the construction industry

Kamble¹,

Raut²,

Jagtap³

2017

IJPM

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“…Different forms of postponement include time postponement (TP) and form postponement (FP). Time postponement or the make to order approach involves waiting for customer orders (Prasad, Tata & Madan, 2005;Su et al, 2005;Zhang & Efstathiou, 2006). This dimension of postponement gives priority to customer orders and delays the manufacturing and shipping until customer orders have been received (Su et al, 2005).…”

Section: Postponementmentioning

confidence: 99%

Workplace Spirituality, Organizational Learning Capabilities and Mass Customization: An Integrated Framework

Deshpande¹

2012

IJBM

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In today's world organizations strive to achieve competitive advantage. To this end, mass customization (MC) as a source of competitive advantage has generated a lot of interest. Gap however exists in terms of exploring factors enabling the successful development of MC. The current study examines the role of organizational learning capabilities in the development of MC. In addition workplace spirituality has been known to influence organizational learning capability. Workplace spirituality also impacts overall employee as well as organizational outcomes and practices. The goal of the study is to explore the linkages between the dimensions of workplace spirituality, organizational learning capability and MC. Based on a comprehensive literature review, a theoretical framework and propositions are derived. The findings are expected to provide guidance for firms to effectively develop MC practices.

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“…Despite this, non-MTS supply chains have received less attention than MTS chains in the coordination and information sharing literature, especially in the global supply chain management area. Most of the existing literature in this area is either generic or focused on MTS contexts (Prasad et al, 2005;Sahin & Robinson, 2005). However, according to Prasad et al (2005), differences between MTS and non-MTS systems mean that research findings are not transferable across supply chain structures.…”

Section: The Cem Process: a Global Perspectivementioning

confidence: 99%

“…With globalization and a generally decreasing degree of vertical integration in many manufacturing environments, coordination becomes more complex and critical to both organizational effectiveness and efficiency (Gunasekaran & Ngai, 2005;Meijboom, 1999;Prasad, Tata, & Madan, 2005). Globalization also results in negotiations between members of different nations; differences in language and culture play an important role in CEM (e.g., in pricing decisions) and should be considered at a strategic and tactical decision level (Flint, 2004;Meijboom, 1999;Reynolds, Simintiras, & Vlachou, 2003;Sambharya, Kumaraswamy, & Banerjee, 2005).…”

Section: Introductionmentioning

confidence: 99%

Customer Enquiry Management in global supply chains: A comparative multi-case study analysis

Zorzini

Stevenson

Hendry

2012

European Management Journal

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Summary The Customer Enquiry Management (CEM) process is of strategic importance to non-Make-To-Stock companies but few empirical studies have explored the CEM practices adopted by firms in practice. A study on the Italian capital goods sector by Zorzini, Hendry, Stevenson, and Pozzetti (2008) provides the most comprehensive contingencybased framework to date. This paper builds on Zorzini et al. (2008) by conducting multi-case study research with seven global capital goods companies managing CEM in the UK. The evidence suggests that both high levels of coordination and formalization of the CEM process are linked to improved performance. In particular, cross-functional coordination and formalization impact jointly on the performance of companies characterized by a large-sized control problem. Two moderating factors are also identified: the proportion of slightly/highly customized orders and the availability of integrated information systems. Analysis of the impact of supply chain coordination and other globalization factors on CEM shows that CEM practices are: directly influenced by the complexity of the supply chain configuration; and, indirectly influenced by the types of relationships with supply chain partners. Two sources of complexity that result from operating in a global context are also identified: coordinating the activities of sales structures distributed around the world; and, managing global customers with different languages and cultures. In terms of managerial implications, the results indicate that coordination with partners along the supply chain is needed at the customer enquiry stage and constraints linked to global customers should be considered when structuring CEM. ª

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Build to order supply chains in developed and developing countries

Cited by 52 publications

References 20 publications

An empirical examination of the procurement-led supply chain in the construction industry

An empirical examination of the procurement-led supply chain in the construction industry

Workplace Spirituality, Organizational Learning Capabilities and Mass Customization: An Integrated Framework

Customer Enquiry Management in global supply chains: A comparative multi-case study analysis

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