Guest editorialRethinking international manufacturing in times of global turbulence

Cheng, Yang; Fredriksson, Anna; Fleury, Afonso

doi:10.1108/jmtm-10-2021-501

Cited by 3 publications

(2 citation statements)

References 19 publications

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“…According to these literature streams, national and transnational firms differ in how they manage their operational processes (Keijser et al, 2021). For example, some differences found in the literature between national and transnational production firms in t e r m s o f m a n u f a c t u r i n g p r a c t i c e s r e l a t e t o J I T ( G e r e f f i , 2 0 2 0 ) , total quality management (TQM) (Saranga et al, 2019) or lean manufacturing (Cheng et al, 2021).…”

Section: The Moderating Role Of Geography Of Productionmentioning

confidence: 99%

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Is digital transformation equally attractive to all manufacturers? Contextualizing the operational and customer benefits of smart manufacturing

Opazo‐Basáez

Vendrell‐Herrero

Bustinza

et al. 2023

IJPDLM

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PurposeThe implementation of Smart Manufacturing (SM) is deemed a key enabler in the enhancement of manufacturing competitiveness and performance. Nevertheless, SM's repercussion on consumer perceptions and the contextualization of SM's performance-enhancement effects remain undetermined and have yet to be clarified. This study analyzes the effect of SM on operational and customer performance. Moreover, this study explores how these relationships change depending on a firm's geography of production (i.e. national/local vs transnational operations) and the relational arrangement adopted (i.e. service-oriented vs transaction-oriented manufacturers).Design/methodology/approachThis research surveys 351 Spanish manufacturing firms operating in an SM environment. The theoretical framework comprises a Multiple-Indicators Multiple-Causes (MIMIC) model and is tested using a Generalized Structural Equations Model.FindingsThe results obtained substantiate the positive effect of SM implementation on both of the performance measures analyzed (i.e. operational and customer focused). Moreover, the study reveals that while geography of production moderates the effect on a firm's operational performance, relational arrangement also does so in terms of customer performance.Originality/valueThis research clearly differentiates the benefits of SM depending on business context. In this regard, transnational production firms tend to gain in operational performance while service-oriented manufacturers gain in customer performance.

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Section: The Moderating Role Of Geography Of Productionmentioning

confidence: 99%

“…For example, some differences found in the literature between national and transnational production firms in terms of manufacturing practices relate to JIT (Gereffi, 2020), total quality management (TQM) (Saranga et al. , 2019) or lean manufacturing (Cheng et al. , 2021).…”

Section: Background Literature and Hypotheses Developmentmentioning

confidence: 99%

Is digital transformation equally attractive to all manufacturers? Contextualizing the operational and customer benefits of smart manufacturing

Opazo‐Basáez

Vendrell‐Herrero

Bustinza

et al. 2023

IJPDLM

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Steering through the storm: a process framework to guide purchasing and supply managers in navigating low-probability-high-impact disruptions

Mwesiumo,

Nujen,

Utvær

et al. 2024

JMTM

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PurposeThis study seeks to explore the strategies purchasing and supply managers can employ to navigate the challenges presented by low-probability-high-impact (LPHI) disruptions. The core aim is to create a process framework that provides a systematic, step-by-step method to help purchasing and supply managers effectively deal with the chaos triggered by LPHI events.Design/methodology/approachThe study draws on qualitative data collected from eight firms operating within different industries (healthcare, fishing, food retail and manufacturing), where two firms represented each industry. The data underwent a thorough analytical process involving open coding, axial coding and aggregation of categories, resulting in the identification and formulation of overarching themes.FindingsThe analysis unveiled five primary challenges purchasing and supply management (PSM) encountered during the COVID-19 pandemic. These include supply shortages, supplier opportunism, the imperative to build a new supply base, price volatility and the need to make critical decisions based on limited information. It also identified contingent factors that influenced the magnitude of these challenges and approaches applied to address them. Additionally, it identified five responses to the challenges and two contingent factors that affected the responses.Originality/valueThis study extends the existing body of knowledge in purchasing and supply management by developing a process framework tailored to assist purchasing and supply managers in effectively addressing LPHI disruptions. To the best of our knowledge, this is one of the first studies to offer a structured, step-by-step approach that guides PSM professionals in navigating the chaos likely to be caused by such events.

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Integrating Risk into the Analysis

Saretz,

Friedli

2024

Zeitschrift Für Wirtschaftlichen Fabrikbetrieb

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In times of global turbulence, risk management is key to ensuring competitiveness. For the management of manufacturing networks, the analysis of country risks is crucial. Operations managers must identify and manage risks arising from adverse country developments at an early stage. This paper presents a framework to map these risks and their impact on the manufacturing network. Two industry examples show how operations managers can use the approach to analyze and mitigate country-level risks.

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Guest editorialRethinking international manufacturing in times of global turbulence

Cited by 3 publications

References 19 publications

Is digital transformation equally attractive to all manufacturers? Contextualizing the operational and customer benefits of smart manufacturing

Is digital transformation equally attractive to all manufacturers? Contextualizing the operational and customer benefits of smart manufacturing

Steering through the storm: a process framework to guide purchasing and supply managers in navigating low-probability-high-impact disruptions

Integrating Risk into the Analysis

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