Reducing conflict between marketing and manufacturing

Crittenden, Victoria L.; Gardiner, Lorraine R.; Stam, Antonie

doi:10.1016/0019-8501(93)90026-4

Cited by 100 publications

(70 citation statements)

References 20 publications

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“…A recurring theme in popular management press is that marketing and manufacturing have conflicting objectives (Crittenden et al (1993)). For example, it is often said that whereas marketing benefits from product proliferation, manufacturing pays the price by incurring higher production costs.…”

Section: Introductionmentioning

confidence: 99%

Note: How Does Product Proliferation Affect Responsiveness?

Gupta

Srinivasan

1998

Management Science

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I n this note we consider some strategies that a manufacturing firm may use to deal with an increase in the variety of products it offers. We indicate how alternate strategies for dealing with product proliferation impact the firm's responsiveness, measured in terms of average production lead time and average work-in-process inventory. Focusing on the make-to-order environment and using queueing models, we derive conditions under which an increase in product variety can improve both individual product performance as well as system performance, thus contradicting a common belief that a greater degree of focus and greater responsiveness go hand in hand. These queueing models provide operations managers analytical tools for evaluating alternate strategies for coping with product proliferation.

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Section: Introductionmentioning

confidence: 99%

Note: How Does Product Proliferation Affect Responsiveness?

Gupta

Srinivasan

1998

Management Science

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“…Setting Delivery Dates (DDs, i.e., the planned points in time at which specific orders will be delivered to customers) that are both competitive and reliable therefore requires ongoing coordination between the Sales and Production departments (Kingsman & Mercer A., 1997) and is a critical activity for Make-To-Order (MTO) companies (Easton & Moodie, 1999;Ebben et al, 2005;Ivanescu, Fransoo, & Bertrand, 2002;Moses, Grant, Gruenwald, & Pulat, 2004;Wullink, Gademann, Hans, & Harten, 2004). The challenge of managing trade-offs and conflicting objectives has been studied by several authors, e.g., Crittenden, Gardiner, and Stam (1993) and Kate (1994) and formalization in supporting cross-functional coordination has been discussed by Javorsky and Kohli (1993) and Welker (2004). Of the few empirical studies that have addressed cross-functional coordination in non-MTS firms, those by Konijnendijk (1994), , Bramham, MacCarthy, &Guinery, 2005, Parente, Pegels, andNallan (2002) and Zorzini et al (2008) focus on industrial markets such as capital goods and are of particular relevance to this research.…”

Section: The Cem Process: a Cross-department Perspectivementioning

confidence: 99%

“…The main type(s) of uncertainty (i.e., the most relevant category or categories among demand, process and supply) has/have also been specified (Table 3). Table 4 describes the CEM process in the seven cases (i.e., our decision variables: DD monitoring support (Enns, 1995), responsibility for DD setting (Javorsky & Kohli, 1993), coordination (Crittenden et al, 1993;St. John & Hall, 1991) and formalization (Javorsky & Kohli, 1993;Welker, 2004).…”

Section: Case Study Evidencementioning

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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“…The lack of understanding of how a business functions may lead to adversarial relationships between technical employees and their business-oriented colleagues. 7,8 Similarly, when business managers interact with their technical employees, they often do not fully appreciate the complex nature of the technical development process and the numerous missteps on the way to a successful product.…”

Section: Introductionmentioning

confidence: 99%

Mobile App Development: A Cross-Discipline Team-Based Approach to Student and Faculty Learning

Kulkarni¹,

Klassner²,

Gehlot³

et al. 2015

J Engng Entrepreneur

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Technical courses taught in a university setting focus exclusively on technical elegance. Although such a narrow, academically rigorous approach is successful in imparting technical competence in the subject at hand, students do not get an adequate sense of how the practitioners in their profession interact with their counterparts in other professions in the real world. The aim of our cross-disciplinary "Mobile App Development" course is to remedy this missed opportunity by providing an opportunity for students and faculty members from three different disciplines (engineering, computer science, and business) to experience and learn the nuances of each others' fields, while simultaneously introducing the concept of entrepreneurship. Such an unorthodox mix of students sharing a single classroom calls for non-traditional teaching strategies and evaluation techniques. This paper discusses those techniques, the challenges involved in meeting the stated outcomes, and three iterations of refinements in the evolution of the course leading up to its current format. An interesting aspect of the course is that each cross-disciplinary student team is expected to deliver a "close-to-market" mobile application product by the end of the course that is jointly assessed by the course professors and external judges from industry. Lastly, although this course requires significant teaching effort, the instructors, the participating students and our University is convinced that the benefits of such collaborative learning are worthy of further investments.

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Reducing conflict between marketing and manufacturing

Cited by 100 publications

References 20 publications

Note: How Does Product Proliferation Affect Responsiveness?

Note: How Does Product Proliferation Affect Responsiveness?

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

Mobile App Development: A Cross-Discipline Team-Based Approach to Student and Faculty Learning

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