Rapid production ramp-up capability: a collaborative supply network perspective

Li, Hui-Hong Jk; Shi, Yong Jiang; Gregory, Mike; Tan, Kim Hua

doi:10.1080/00207543.2013.858837

Cited by 22 publications

(18 citation statements)

References 38 publications

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“…Ramp ups must be managed throughout the supply chain (Li et al, 2014). A service supply chain is where service providers draw on the resources of diverse subcontractors, including internal suppliers, and integrate those resources into the production of the service (Maull, Geraldi & Johnston, 2012;Sampson & Spring, 2012).…”

Section: Literature Review Service and Product Ramp Upsmentioning

confidence: 99%

“…As the research progressed, we observed problematic ramp ups leading to ramp downs and extended the scope of the research to address this. There is a growing body of ramp up research in manufacturing (Heine, Beaujean & Schmitt, ; Terweisch, Bohn & Chew, ) and the supply chain (Li, Shia, Gregory & Tan, ). We contend that the context of services, in particular digital services, can differ substantially from products during ramp ups.…”

Section: Introductionmentioning

confidence: 99%

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Ramp Up and Ramp Down Dynamics in Digital Services

Akkermans

Voss

Oers

2019

J Supply Chain Manag

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Volume ramp ups are notoriously difficult in digital services, where market pressures can lead to ramping up too soon and too rapidly which in turn can lead to the need to ramp down. This paper addresses the challenge of taking innovation to scale in an established firm by enhancing our understanding of the nature of service ramp ups and ramp downs. Digital service ramp ups differ substantially from production ramp ups as the speed is much greater, and problems are visible to customers. However there are similarities between service ramp downs and product recalls and an important contribution is exploring the nature of ramp downs their processes and possible causes. Using an engaged research approach, longitudinal data from three consecutive ramp ups in a European telecom operator were collected. Through analyses of cases, qualitative and quantitative case data, and using a system dynamics model, we identified a set of issues that affect service ramp ups and ramp downs. These include the need to ramp up the service supply chain, biases leading to unrealistic assumptions about scalability and problem‐solving, decision biases in various functions, launching digital services in beta form, a lack of transparency of capacity and lack of learning from previous ramp ups. We show that if these problems are not addressed or resolution is delayed, this can lead to cycles of delay, backlogs and productivity problems and the inevitability of a ramp down. We explore reasons and importance for such delays that lead to service ramp downs.

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Section: Literature Review Service and Product Ramp Upsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Ramp Up and Ramp Down Dynamics in Digital Services

Akkermans

Voss

Oers

2019

J Supply Chain Manag

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“…Examples include the determination of production capacities, the re-sequencing or changing of processes, the determination of lot sizes, worker training or the assignment of workers to work stations (Almgren 1999b;Scholz-Reiter et al 2007;Gopal et al 2013;Doltsinis, Ferreira, and Lohse 2014;Li et al 2014). It is clear that if companies solve these planning problems by trial and error instead of following a systematic planning approach, delays and errors may occur, which increase the time to volume and put the success of product introduction at stake (Schuh, Desoi, and Tücks 2005;Doltsinis, Ratchev, and Lohse 2013).…”

Section: Introductionmentioning

confidence: 97%

“…The frequency in which production ramp-ups are encountered in practice induce companies to manage these processes as time-and cost-effectively as possible. If companies succeed in speeding up the ramp-up phase, they shorten time-to-market, which contributes to achieving a faster payback of investments in product development and production facilities, and helps them in gaining a market-leading position by introducing new products quickly (Li et al 2014).…”

Section: Introductionmentioning

confidence: 99%

Decision support models for production ramp-up: a systematic literature review

Glock

Grosse

2015

International Journal of Production Research

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Production ramp-up is a critical step in the life cycle of a new product, and efficiently managing ramp-ups is a key to business success and market leadership. To support the planning of ramp-ups in practice, researchers have developed decision support models in the past that help to solve problems that arise during the ramp-up phase, such as lot sizing, the assignment of workers to workplaces or the determination of the capacity of the production equipment. Decision support models for production ramp-up typically consider the specific characteristics of this phase, such as uncertainty, growth in demand, worker learning or imperfect production processes. The aim of this paper is to provide a comprehensive overview of decision support models for production ramp-up and to identify areas where more research is needed. First, the paper develops a conceptual framework of production ramp-up by categorising typical planning problems and process characteristics of the ramp-up phase. Secondly, a systematic literature review with a focus on mathematical planning models for the ramp-up phase is conducted. The analysis shows that various decision support models that help to realise an efficient production ramp-up exist, but that there are still many opportunities for future research in this area.

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“…Many studies investigate the impact of different relationship characteristics on buyer and/or supplier performance. Among these, there are studies focused on the role played by cooperation and collaboration (Howard and Squire 2007;Huang et al 2012;Li et al 2007Li et al , 2013Sharafali and Co 2000;Vachon, Halley, and Beaulieu 2009); communication (Paulraj, Lado, and Chen 2008;Vanpoucke and Vereecke 2010); asset specificity (Abd. Rahman, Bennett, and Sohal 2009); knowledge management processes and practices (Li, Tarafdar, and Rao 2012;Yang 2013); stability (Lai, Cheng, and Yeung 2005); trust and fairness (Ebrahim-Khanjari, Hopp, and Iravani 2012;Ha, Park, and Cho 2011;Liu et al 2012) and commitment (Saghiri and Hill 2013).…”

Section: Introductionmentioning

confidence: 99%

Do horizontal relationships matter to production and operations managers?

Riccobono

Bruccoleri

Harrigan

et al. 2014

International Journal of Production Research

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This paper shifts the focus of production, operations and supply chain management business relationships from the vertical to the horizontal side and calls for more research on this issue. The main intent is to provide managerially oriented arguments regarding the linkages between the achievement of operations-related goals and decisions related to horizontal business relationships. Specifically, we address the following research question: Does a linkage exist between production and operations objectives and the decisions a company makes about horizontal agreements, particularly horizontal governance mode choice? To answer this research question, we develop literature-based hypotheses and collect data from 4316 agreements of mergers and acquisitions and alliances and joint venture announced and completed between 2000 and 2010 by 88 of the first 100-ranked members of the Fortune 500 in the year 2000. We then test the hypotheses through a binary logistic regression model. This study brings interesting results and findings in terms of how and why production management considerations should play a crucial role in the type of strategic decisions that are usually reserved for finance and strategy managers. Operations managers should be fully involved in such decisions if they are to be well acquainted about how their choices impact on operational objectives

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Rapid production ramp-up capability: a collaborative supply network perspective

Cited by 22 publications

References 38 publications

Ramp Up and Ramp Down Dynamics in Digital Services

Ramp Up and Ramp Down Dynamics in Digital Services

Decision support models for production ramp-up: a systematic literature review

Do horizontal relationships matter to production and operations managers?

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