Access the full text.
Sign up today, get DeepDyve free for 14 days.
M. Christopher, D. Towill (2001)
An Integrated Model for the Design of Agile Supply Chains.International Journal of Physical Distribution & Logistics Management, 31
H.L. Correa
Linking Flexibility, Uncertainty and Variability in Manufacturing Systems
Gilmore Jh, Pine nd (1997)
The four faces of mass customization.Harvard Business Review, 75
M. Holweg, F.K. Pil
The Second Century: Reconnecting Customer and Value Chain through Build‐to‐Order
Rachel Mason-Jones, D. Towill (2000)
Coping with Uncertainty: Reducing “Bullwhip” Behaviour in Global Supply ChainsSupply Chain Forum: An International Journal, 1
J. Bower, T. Hout (1988)
Fast-Cycle Capability for Competitive Power
(1994)
Making supply meet demand in an uncertain world
C. Kim (1991)
Issues on Manufacturing FlexibilityIntegrated Manufacturing Systems, 2
C. Pegels (1984)
The Toyota Production System
D. Upton (1994)
The Management of Manufacturing FlexibilityCalifornia Management Review, 36
D. Blumenfeld, C. Daganzo, M. Frick, D. Gonsalvez (1998)
Impact of manufacturing response time on retailer inventoryInternational Journal of Operations & Production Management, 19
J. Lampel, H. Mintzberg
Customizing customization
D. Upton (1995)
What Really Makes Factories Flexible
A. Harrison
The role of agility
T. Hill
Manufacturing Strategy
G. Frizelle, J. Efstathiou
Developing Models for the Measurement of Complex Supply Chains
S. Rohr, H. Correa (1998)
Time‐based competitiveness in Brazil: whys and howsInternational Journal of Operations & Production Management, 18
N. Slack
The Manufacturing Advantage
M.K. Starr
Modular production – a new concept
N. Bateman (1999)
Measuring the mix response flexibility of manufacturing systemsInternational Journal of Production Research, 37
G. Stalk (1988)
Time-The Next Source of Competitive Advantage
J. Browne, D. Dubois, K. Rathmill, S. Sethi, K. Stecke
Classification of flexible manufacturing systems
Rachel Mason-Jones, D. Towill (1999)
Using the Information Decoupling Point to Improve Supply Chain PerformanceThe International Journal of Logistics Management, 10
H. Mather
Competitive Manufacturing
K. Lancaster (1990)
The Economics of Product Variety: A SurveyMarketing Science, 9
D. Gerwin (1993)
Manufacturing flexibility: a strategic perspectiveManagement Science, 39
J. Womack, D.T. Jones
Lean Thinking: Banish Waste and Create Wealth for Your Corporation
David Levy (2007)
CHAOS THEORY AND STRATEGY: THEORY, APPLICATION, AND MANAGERIAL IMPLICATIONSSouthern Medical Journal, 15
S. Goldman, R. Nagel, K. Preiss
Agile Competitors and Virtual Organisations
S. Shingo
Study of the Toyota Production Systems
T. Hill, Stuart Chambers (1991)
Flexibility – A Manufacturing ConundrumInternational Journal of Operations & Production Management, 11
John Gardner, M. Cooper (2003)
STRATEGIC SUPPLY CHAIN MAPPING APPROACHESJournal of Business Logistics, 24
P. Drucker (1946)
Concept of the Corporation
A. Harrison (1996)
An Investigation of the Impact of Schedule Stability on Supplier ResponsivenessThe International Journal of Logistics Management, 7
Fernando Suarez, M. Cusumano, Charles Fine (1995)
An Empirical Study of Flexibility in ManufacturingSloan Management Review, 37
R. Hayes (1984)
Restoring our competitive edge
M. Holweg, F. Pil (2001)
Successful Build-to-Order Strategies Start With the CustomerMIT Sloan Management Review, 43
P. Hines, M. Holweg, Nick Rich (2004)
Learning to evolve: A review of contemporary lean thinkingInternational Journal of Operations & Production Management, 24
P. Hines (1998)
Benchmarking Toyota's supply chain: Japan vs U.K.Long Range Planning, 31
P. Kidd (1994)
Agile Manufacturing: Forging New Frontiers
D. Bowersox, D. Closs (1974)
Logistical Management: The Integrated Supply Chain Process
N. Slack (1987)
The Flexibility of Manufacturing SystemsInternational Journal of Operations & Production Management, 7
S. Hoekstra, Jacobus Romme, S. Argelo (1992)
Integral Logistic Structures: Developing Customer-Oriented Goods Flow
N. Kramer, J. Smit (1977)
Systems thinking: Concepts and notions
D. Kritchanchai, B. MacCarthy (1999)
Responsiveness of the order fulfilment processInternational Journal of Operations & Production Management, 19
D.F. Kehoe, N.J. Boughton, H. Sharifi
Demand network alignment: an empirical view
H. Correa (1992)
The links between uncertainty, variability of outputs and flexibility in manufacturing systems
B. Lowson, Russell King, A. Hunter (1999)
Quick Response: Managing the Supply Chain to Meet Consumer Demand
E. Feitzinger, H.L. Lee
Mass customization at Hewlett Packard: the power of postponement
F. Pil, M. Holweg (2004)
Linking Product Variety to Order-Fulfillment StrategiesInterfaces, 34
Kurt Salmon Associates
Efficient Consumer Response: Enhancing Customer Value in the Grocery Industry
M. Hammer (1990)
Reengineering Work: Don’t Automate, Obliterate
J. Matson, D. McFarlane (1999)
Assessing the responsiveness of existing production operationsInternational Journal of Operations & Production Management, 19
M. Fisher (1997)
What is the Right Supply Chain for Your ProductHarvard Business Review
A. Hunter
Quick Response in Apparel Manufacturing
John Macduffie, Kannan Sethuraman, M. Fisher (1996)
Product variety and manufacturing performance: evidence from the international automotive assembly plant studyManagement Science, 42
J. Pagh, M. Cooper (1998)
Supply Chain Postponement and Speculation Strategies: How to choose the right strategyJournal of Business Logistics, 19
D.R. Towill
Simplicity wins – twelve rules for designing effective supply chains
J. Womack, Daniel Jones (1994)
From lean production to the lean enterpriseHarvard Business Review, 72
Y. Gupta, Sameer Goyal (1989)
Flexibility of manufacturing systems: Concepts and measurementsEuropean Journal of Operational Research, 43
George Hout (2002)
Competing Against Time : How Time Based Competition Is Reshaping Global Markets
J.W. Forrester
Industrial Dynamics
M. Holweg, F. Pil (2005)
The Second Century: Reconnecting Customer and Value Chain through Build-to-Order Moving beyond Mass and Lean Production in the Auto Industry
D. Zelenović (1982)
Flexibility—a condition for effective production systemsInternational Journal of Production Research, 20
R. Ackoff (1971)
Towards a System of Systems ConceptsManagement Science, 17
R. Suri
Quick Response Manufacturing
M. Spring, J. Dalrymple (2000)
Product customisation and manufacturing strategyInternational Journal of Operations & Production Management, 20
R. Lau (1999)
Critical factors for achieving manufacturing flexibilityInternational Journal of Operations & Production Management, 19
G. Williams
Progress towards customer pull distribution
C.M. Gustin, P.J. Daugherty, T.P. Stank
The effects of information availability on logistics integra
W. Skinner
The focused factory
G. Williams
Customer aspects of vehicle supply
J. Womack, D.T. Jones
Beyond Toyota: how to root out waste and pursue perfection
N. Bateman (1998)
Modelling manufacturing systems flexibility.
S. Kotha (1992)
Mass Customization: The New Frontier in Business Competition
X. Groote (1994)
The flexibility of production processes: a general frameworkManagement Science, 40
M. Christopher
Global supply‐chain: the role of agility
R. Vokurka, Scott O’Leary-Kelly (2000)
A review of empirical research on manufacturing flexibilityJournal of Operations Management, 18
K. Ulrich
The role of product architecture in the manufacturing firm
F. Andrews
Can car‐makers emulate dell? Toyota tries
D.M. McCutcheon, A.S. Raturi, J.R. Meredith
The customization‐responsiveness Squeeze
J. Naylor, M. Naim, D. Berry (1999)
Leagility: Integrating the lean and agile manufacturing paradigms in the total supply chainInternational Journal of Production Economics, 62
M. Rother, J. Shook
Learning to See: Value Streem Mapping to Add Value and Eliminate Muda
H. Sharifi, D.F. Kehoe, A.C. Lyons
Market/brand alignment of automotive demand networks
H. Katayama, D. Bennett (1996)
Lean production in a changing competitive world: a Japanese perspectiveInternational Journal of Operations & Production Management, 16
Purpose – The concept of responsiveness has been widely discussed, yet so far most of this discussion has remained qualitative in nature. The purpose of this paper is to develop a conceptual model identifying the key factors that determine the responsiveness of a supply chain system, which – once quantified – provide a unique profile of each supply chain setting towards the appropriate supply chain strategy. Design/methodology/approach – The paper reviews existing contributions and synthesises these into a conceptual model of responsiveness. The model is applied using three case studies from the automotive and electronics industry. The case research is based on value stream mapping, semi‐structured interviews, and site visits. Findings – Three key findings could be established: first, the concept of responsiveness has a simple logic that aligns itself to a wide range of manufacturing strategies. However, underlying this remit is a complex interaction of an array of key variables, and it was found that previous contributions largely have only addressed a subset of these. Second, these key variables can be grouped into three categories or dimensions of responsiveness – product, process and volume – to provide a holistic understanding of responsiveness and its key determinants. Third, due to the large involved, there cannot be one single “holy grail” concept of how responsiveness can be achieved, neither does one single approach apply to entire sectors. Research limitations/implications – A great variety of variables needs to be considered in order to provide a balanced view of all three dimensions of responsiveness, thus the case analyses remain at a necessarily high level. Practical implications – The paper provides guidelines for management on how to align their supply chain strategy to volume, product and process contingency factors in order to balance responsiveness to customer demand and supply chain efficiency. Originality/value – The paper aims to elevate a discussion that previously has been held mostly at a conceptual level beyond the qualitative description, and thus addresses a key shortcoming in the current debate.
International Journal of Operations & Production Management – Emerald Publishing
Published: Jul 1, 2005
Keywords: Quick response manufacturing; Supply chain management; Productive capacity; Agile production
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.