Comprehensive framework for the development of a supply chain strategy

Martínez-Olvera, César; Shunk, Dan L.

doi:10.1080/00207540600621698

Cited by 42 publications

(44 citation statements)

References 55 publications

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“…Construct validity (formality of the development process). Provided by the manufacturing alignment conditions mentioned by Martinez-Olvera (2006) in his CPPR (customer-product-process-resource) framework. .…”

Section: Research Proposalmentioning

confidence: 99%

An entropy-based approach for assessing a product's BOM blocking effect on a manufacturing process flow

Martínez-Olvera¹

2012

International Journal of Production Research

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The current global competition requires companies to follow a demand driven, product-oriented manufacturing approach, on which manufacturing complexity increases as a result of product configuration. Even though different manufacturing complexity measures have been developed, none of them seem to notice the blocking effect a product's BOM imposes on the process flow. The main original contribution of this paper is the development of an entropic formulation to address this last issue. Its validity and usefulness is put to the test via a discrete-event simulation study of a job shop. Our findings show that the entropic formulation act as a fairly good trend indicator of the system's performance parameters increase/decrease. Future research will focus on developing correcting factors so the entropic formulation can be used as an estimator of the final values.

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Section: Research Proposalmentioning

confidence: 99%

An entropy-based approach for assessing a product's BOM blocking effect on a manufacturing process flow

Martínez-Olvera¹

2012

International Journal of Production Research

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“…In simple terms, Martinez-Olvera and Shunk (2006) propose improving an existing supply chain strategy by migrating it to the closest of six predetermined supply chain strategies.…”

Section: Cppr Frameworkmentioning

confidence: 99%

“…For almost two decades, the received view of supply chain strategy has used categorization, based on a few types (Fisher, 1997, Lee, 2002, Cigolini et al, 2004, Frohlich and Westbrook, 2001, Aitken et al, 2003, taxa (Narasimhan et al, 2008, McKone-Sweet andLee, 2009) or other predefined configurations (Martinez-Olvera and Shunk, 2006). Although such categorization can be useful for the academic study of several supply chain strategies simultaneously, it is not be particularly useful for practitioners trying to rethink the supply chain strategy of their own firm as it fits its unique context.…”

Section: Capturing An As-is Supply Chain Strategymentioning

confidence: 99%

Rethinking supply chain strategy as a conceptual system

Perez-Franco

Phadnis

Caplice

et al. 2016

International Journal of Production Economics

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Changes to the strategy, context or environment of a business unit may necessitate a revision of its supply chain strategy. However, rethinking a supply chain strategy is not an easy problem, and has no clear answer in the specialized literature. Some fundamental questions about supply chain strategizing -i.e., the process of doing supply chain strategy -have been largely ignored, while others have been answered with overly-simplistic typeand-match approaches of unclear validity. In this paper, we present a holistic approach to supply-chain strategizing, called Conceptual System Assessment and Reformulation (CSAR), we have developed through a series of collaborative management research projects over a decade. This paper presents the key ideas of CSAR, and explains how it can be used to capture, evaluate and reformulate the supply chain strategy of a business unit. We argue that these ideas can serve as a first step towards a theory of supply chain strategy. Finally, we demonstrate the practical merits of CSAR by presenting the case of a large world-class corporation that used the approach as a starting point for an initiative to rethink the supply chain strategy of most of its business units.Keywords: Supply chain strategy, strategizing, capture, evaluation, reformulation Acknowledgements:The authors thank our students Javier Martin, Leonardo Laranjeira, Daniel Mota and Manuel Rippel for the feedback they provided to early versions of this manuscript. AbstractChanges to the strategy, context or environment of a business unit may necessitate a revision of its supply chain strategy. However, rethinking a supply chain strategy is not an easy problem, and has no clear answer in the specialized literature. Some fundamental questions about supply chain strategizing-i.e., the process of doing supply chain strategy-have been largely ignored, while others have been answered with overlysimplistic type-and-match approaches of unclear validity. In this paper, we present a holistic approach to supply-chain strategizing, called Conceptual System Assessment and Reformulation (CSAR), we have developed through a series of collaborative management research projects over a decade. This paper presents the key ideas of CSAR, and explains how it can be used to capture, evaluate and reformulate the supply chain strategy of a business unit. We argue that these ideas can serve as a first step towards a theory of supply chain strategy. Finally, we demonstrate the practical merits of CSAR by presenting the case of a large world-class corporation that used the approach as a starting point for an initiative to rethink the supply chain strategy of most of its business units.

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“…This migration process implies either increasing or decreasing some of the business model, standardization, and/or flexibility values. Examples of such migration process can be found in [14]. The question becomes then which values to increase/decrease and in what amount.…”

Section: Practical Application Of the Demand Fulfillment Capability Imentioning

confidence: 99%

“…The reason behind this requirement is that decisions taken at the strategic level have a deep impact at the operational level [11], and the correct management of the operational level has a big impact on the efficiency of the strategic level [12], so even though strategic issues are important to achieve responsiveness to market changes, they are not sufficient without achieving responsiveness at the operational level [13]. In this paper we understand the strategic and operational levels of a manufacturing organization, in terms of the CPPR framework proposed by [14]: the strategic level of a manufacturing enterprise corresponds to the customer level of the CPPR framework, while the operational level corresponds to the process level of the CPPR framework. …”

Section: Introductionmentioning

confidence: 99%

Quantifying the Demand Fulfillment Capability of a Manufacturing Organization

Martínez-Olvera¹

2011

Supply Chain Management

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Comprehensive framework for the development of a supply chain strategy

Cited by 42 publications

References 55 publications

An entropy-based approach for assessing a product's BOM blocking effect on a manufacturing process flow

An entropy-based approach for assessing a product's BOM blocking effect on a manufacturing process flow

Rethinking supply chain strategy as a conceptual system

Quantifying the Demand Fulfillment Capability of a Manufacturing Organization

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