Integrating operations and marketing decisions using delayed differentiation of products and guaranteed delivery time under stochastic demand

Kuthambalayan, Thyagaraj S.; Mehta, Peeyush; Shanker, Kripa

doi:10.1016/j.ejor.2014.01.055

Cited by 11 publications

(7 citation statements)

References 40 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The conceptual, theoretical works of Malhotra and Sharma (2002), Tang (2010), Wong and Lesmono (2013) and Kuthambalayan et al (2014) propose frameworks and other approaches as mathematical modeling to deal with conflict between marketing and operations. Our findings, based on sensitivity results, support and complement those studies by providing conclusions for two models that were built based on the reality of a low-tech company.…”

Section: Discussion Of Resultsmentioning

confidence: 99%

“…The literature points to the need to advance the assessments of interactions in the M/O interface (Sombultawee and Boon-itt, 2018). In this sense, we have identified studies that use mathematical modeling to optimize decisions between marketing and operations (Wong and Lesmono, 2013; Kuthambalayan et al , 2014; Fu et al , 2019), studies using mathematical modeling and the application of a case study to confirm the models (Hong et al , 2012; Wang and Chen, 2012; Özer and Uncu, 2015). In addition, there are studies that use surveys (Hsiao and Chen, 2013; Sardana et al , 2016; Song and Liao, 2019) and case studies (Mollenkopf et al , 2011, Marques et al , 2014; Hutton and Eldridge, 2019).…”

Section: The Marketing/operations Interfacementioning

confidence: 99%

See 1 more Smart Citation

Impacts of marketing decisions on delivery performance and flexibility of the operations area

Finger

Lacerda

Camargo

et al. 2021

IJPPM

View full text Add to dashboard Cite

PurposeThe purpose of this paper is to investigate the relations in the Marketing/Operations interface through the analysis of data of the operational reality of a Brazilian company with a low technological intensity. The study aims to quantify and determine the impacts of marketing decisions on delivery performance and on flexibility of the operations area.Design/methodology/approachA longitudinal case study was conducted and the variables used in the model were derived from established theories and were evaluated with artificial neural networks. The case of a food manufacturing company was selected to reflect the relations in the marketing/operations interface of a low technological intensity enterprise.FindingsThe results show that the decisions on Place/Channel, Price and Product dimensions of marketing exert a significant impact on flexibility and delivery performance of the operation area.Research limitations/implicationsThe findings of the case study cannot be generalised and the outcomes are specific to just one firm. However, the approach lends itself to replication, particularly within low technological intensity companies.Originality/valuePrior studies have focussed on coordination among functional areas as marketing and operations at higher levels of abstraction. The study contemplate empirical propositions through the data analysis of a company with a low technological intensity that can be used to improve managers' decisions and alignment in the Marketing/Operation Interface.

show abstract

Section: Discussion Of Resultsmentioning

confidence: 99%

Section: The Marketing/operations Interfacementioning

confidence: 99%

Impacts of marketing decisions on delivery performance and flexibility of the operations area

Finger

Lacerda

Camargo

et al. 2021

IJPPM

View full text Add to dashboard Cite

show abstract

“…They further provided numerical examples to validate their results and offered numerous managerial insights. Kuthambalayan et al [2] studied profit-maxi-mized operational and marketing decisions of an assemble-to-order system featuring various product demands, short order lead times, and commonality in semi-finished components. The researchers developed an integrated two-stage stochastic model capturing trade-offs relating to stochastic needs with guaranteed lead times, semi-finished stocks, and outsourcing expenses to examine the marketing decisions on products' lead-time and prices.…”

Section: Survey Of Previous Researchmentioning

confidence: 99%

Optimizing a multiproduct manufacturing system with delayed differentiation, outsourcing, expedited rate, and rework strategies

Chiu¹,

Ke²,

Chiu³

et al. 2021

J Appl Eng Science

View full text Add to dashboard Cite

This study examines the effect of delayed differentiation, outsourcing, expedited fabrication rate, and rework strategies on optimal cycle-time decisions for a multi-item manufacturing system. Today’s manufacturing firms must simultaneously deal with externally increasing client multi-item requirements with rapid lead-time and high-quality products and internally on a limited capacity. This study is aimed at assisting manufacturers in meeting client needs in conditions of restricted-capacity and minimum total operating expenses, and adopts a delayed differentiation two-stage multiproduct manufacturing scheme to manage the end products’ commonality. The first stage produces all required common components, and the second stage fabricates individual finished goods. In both stages, we adopt the reworking of the inevitable nonconforming items produced to assure product quality. Furthermore, we implemented partial outsourcing of common parts’ batch and expedited the manufacturing rate of finished products to effectively reduce the uptimes in both stages. We explicitly developed a model to describe the characteristics of the problem. Mathematical analyses with optimization proved the cost function’s convexity and determined the cost-minimization rotation cycle policy. Finally, we numerically validated our model’s and results’ applicability and capability with a simulated example. Apart from creating a useful decision model, this study makes another important contribution to the existing literature in that its revelation of collective/individual effect of the manufacturing-relevant methods on the problem’s best-operating cycle policy and crucial performance indices helps manufacturers have better control over their operations and make effective and efficient managerial decisions.

show abstract

“…Many issues arise during the implementation of operations and marketing strategy in firms with product variety, shorter lead times and variable demand conditions. Minimal product price and shorter lead time guarantee better marketing decisions (Kuthambalayan et al, 2014). LSC approach is capable of reducing lead times in majority of the production stages (Teichgräber and De Bucourt, 2012).…”

Section: Prospects Of Supply Chain Value Stream Mappingmentioning

confidence: 99%

Supply chain lead time reduction in a pharmaceutical production warehouse – a case study

Abideen

Mohamad

2020

IJPHM

View full text Add to dashboard Cite

Purpose The purpose of this study is to apply value stream mapping (VSM) in Malaysian pharmaceutical production warehouse. A current and future state value stream map from the raw material receiving end to the production unit was developed to find out waste and unwanted lead time. It was very much essential to cut down the supply chain lead time at the initial phase as the raw material unloading, sorting, temporary storage and dispatch to production were seen contributing to a huge lead time build-up. Design/methodology/approach The study was initiated with the selection of a product family, construction of the current state map, identification of various wastes and the development of future state map. Findings The expected outcomes of the study include the quantification of wastes, improvement in value-added percentage and lead time reduction. Research limitations/implications The study was carried out in a single pharmaceutical company. The results of the study are deployable and can be functional in similar production organizations. Contrary to common VSMs that capture core production processes, this study provides strong insights that shall help design lean supply chains, especially in the pharmaceutical domain. This paper has also addressed the viability of the lean in the pharmaceutical warehouse and the reduction in lead time to improve demand forecasting, marketing and sales. Practical implications The results of this study have indicated that a significant reduction in pharmaceutical warehouse supply chain lead time is possible as a result of the implementation of VSM from the supply chain’s perspective. Social implications The insights from this study help in understanding the pharmaceutical supply chain risks and their outcomes. Originality/value The paper reports a real-time study conducted in a warehouse of a pharmaceutical organization. Hence, the contributions are original.

show abstract

Integrating operations and marketing decisions using delayed differentiation of products and guaranteed delivery time under stochastic demand

Cited by 11 publications

References 40 publications

Impacts of marketing decisions on delivery performance and flexibility of the operations area

Impacts of marketing decisions on delivery performance and flexibility of the operations area

Optimizing a multiproduct manufacturing system with delayed differentiation, outsourcing, expedited rate, and rework strategies

Supply chain lead time reduction in a pharmaceutical production warehouse – a case study

Contact Info

Product

Resources

About