The cross-functional coordination between operations, marketing, purchasing and engineering and the impact on performance

Carr, Amelia S.; Kaynak, Hale; Muthusamy, Senthil Kumar

doi:10.1504/ijmtm.2008.015973

Cited by 25 publications

(15 citation statements)

References 77 publications

(96 reference statements)

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“…al, 2007). The positive impact of decisions made by experts from different units within a company on the company's performance can be high, as Carr, Kaynak, and Muthusamy (2008) identified recently. For the selection of functional experts in cross functional decision making, refer to Muralidharan, Anantharaman, and Deshmukh (2002).…”

Section: Problem Descriptionmentioning

confidence: 85%

Cross-functional decision support systems for a supplier selection problem

Miah¹,

Huth²

2011

IJMDM

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In supply chain management, how to determine appropriate suppliers has been a key challenge in strategic decision making. Supply chain managers need to explore options in selecting suitable suppliers that best fulfil the requirements in a competitive environment. This article focuses on how the supplier selection process can be delegated to different organisational levels and to different functional or divisional units within a company. We demonstrate how this de-centrally executed selection process can be supported by a new type of decision support system (DSS) platform, in which cross functional decision making on different managerial levels can be supported. We demonstrate the effectiveness of this type of DSS for supplier selection using a widely used multi-attribute utility approach. The applicability of such an approach will be demonstrated using a subset of sample data from a real-world project.

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Section: Problem Descriptionmentioning

confidence: 85%

Cross-functional decision support systems for a supplier selection problem

Miah¹,

Huth²

2011

IJMDM

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“…Demeter and Kolos (2009) point to how marketing, logistics and manufacturing together impact on a company's overall performance. In line with this view, Carr et al (2008) provide empirical evidence based on a survey inquiry that firms can benefit from cross-functional coordination between operations, marketing, engineering and purchasing. From a manufacturing management viewpoint, Hill and Scudder (2010) point to in the case of developing use of electronic data interchange (EDI) the importance of developing partnerships with suppliers and a systems and technology focus with customers.…”

Section: Literature Reviewmentioning

confidence: 87%

Mitigating risk in global supplies to the maritime industry

Engelseth

2017

IJMTM

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Abstract:The purpose of this study is to embed using dialogue to mitigate risk in a supply network context. A detailed case narrative is provided of a Norwegian machine parts importer's supply of goods from Shanghai to the maritime industry in Norway involving both shipbuilding and maintenance associated with shipping. The case shows how supply networks consist of tiers of suppliers working together. Risk is managed through an integrated effort involving how people communicate. Given that risk is perception, attention is directed to how risk may be conceived as boundary object; that through development of discourse, risk may be mitigated through dialogue in the supply network. This study provides insights for further conceptual development how to mitigate risk by integrating this conception as a dialogue element, a boundary object used to manage risk in the globalised physical distribution of parts in the maritime industry.

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“…Companies face the problem that they have to transcend the perspective of vertical coordination adopted in this paper and include cross-functional coordination, such as the interplay between R&D or production activities in headquarters and marketing activities abroad. While vertical coordination alone is difficult to achieve, cross-functional coordination increases the complexity and may lead to even more sophisticated sets of coordination mechanisms (Carr, Kaynak, & Muthusamy, 2008), also in the context of offshoring (Linares-Navarro, Pedersen, & Pla-Barber, 2014).…”

Section: Implications For Managementmentioning

confidence: 99%