Access the full text.
Sign up today, get DeepDyve free for 14 days.
A. Haak (1994)
Dutch sociotechnical design in practice. An empirical study of the concept of the whole task group
N. Slack (1992)
The Manufacturing Advantage: Achieving Competitive Manufacturing Operations
B. Gustavsen
Dialogue and Development: Theory of Communication, Action Research and Restructuring Working Life
W. Skinner
Missing the links in manufacturing strategy
D. Hall (1989)
BookCost-saving approach to simulation: Simulation. Edited by R D Hurrion. Published by IFS (Publications) Ltd. 331pp. £39.00Computer Integrated Manufacturing Systems, 2
K. Platts (1993)
A Process Approach to Researching Manufacturing StrategyInternational Journal of Operations & Production Management, 13
N. Fabbe-Costes, J. Colin (1994)
Formulating logistics strategy
C.H. Fine, A.C. Hax
Manufacturing strategy: a methodology and an illustration
K. Lewin (1951)
Field theory in social science
P. Hines, R. Lamming, D. Jones, P. Cousins, N. Rich
Deploying strategic management in the value stream
I. Sadler, P. Hines (2002)
Strategic operations planning process for manufacturers with a supply chain focus: concepts and a meat processing applicationSupply Chain Management, 7
J. Womack, Daniel Jones (1994)
From lean production to the lean enterpriseHarvard Business Review, 72
I. Sadler, G. Dapiran (2001)
Embedding a process of strategic operations and logistics planning
M.E. Porter
Competitive Advantage
J. Mills, K. Platts, A. Neely, A. Richards, M. Gregory, M. Bourne (1996)
Creating a Winning Business Formula
A. Harrison (2002)
Logistics Management and Strategy
F. Jouffrey, J‐C. Tarondeau
A methodological framework for the formulation of an industrial strategy
M. Cooper (1997)
MESHING MULTIPLE ALLIANCESJournal of Business Logistics
J. Sharp, M. Hides, Christopher Bamber (2000)
Continuous Organisational Learning through the development of High Performance Teams
P. Checkland (1991)
From framework through experience to learning: The essential nature of action research
A. Zwaan (1999)
Organising work processes: engineering work and managing people
Rafael Menda, D. Dilts (1997)
The manufacturing strategy formulation process: Linking multifunctional viewpointsJournal of Operations Management, 15
A.H. Van der Zwaan
Organising Work Processes: Engineering Work and Managing Workers
D. Ford (1997)
Understanding business markets : interaction, relationships and networks
T. Hill (1993)
Manufacturing Strategy: Text and Cases
R. Lamming
The Causes and Effects of Structural Change in the European Automotive Components Industry
O. Williamson (1985)
The Economic Institutions of Capitalism: Firms, Markets, Relational Contracting
I. Sadler
Planning supply chain operations: testing a process of strategic operations and logistics planning
K. Platts, M. Gregory (1992)
A MANUFACTURING AUDIT APPROACH TO STRATEGY FORMULATION
A. Zwaan, D. Vries (2000)
A critical assessment of the modern sociotechnical approach within production and operations managementInternational Journal of Production Research, 38
Purpose – The ability of a team from a manufacturer and its partners to formulate strategic plans for supply chains is investigated. The research aims to improve the process of formulate strategic plans for supply chains is investigated. The research aims to improve the process of formulation using the strategic operations and logistics planning (SOLP) process. Design/methodology/approach – SOLP involves researchers facilitating many meetings of the planning team in an action research setting at their premises. Combining knowledge from operations strategy and socio‐technical systems (STS), participant observation and semi‐structured surveys are used to obtain rich data. Team members derive order‐winning criteria and design policies along the supply chain for several product groups, using the process to craft strategies whilst researchers study it. One application included managers from supply chain partners whilst the other was limited to manufacturer managers. Working within the corporate plans of the focal company, the formulation is carried out by middle managers. Findings – Carrying out the process twice at a heavy fabrication business (HFB) in Australia demonstrated that a team of chain managers can formulate strategic operations plans for a complete heavy industry chain. Extensive support, in the form of worksheets and facilitation, is important to formulation and extent of implementation of the plans. A case is made that assistance is probably necessary for full implementation of those plans. Research limitations/implications – Whilst limited to cases in a heavy manufacturer, the research is believed to be applicable to a range of medium‐sized supply chains. Practical implications – The need for the team to include supply chain partners and the effect of member's capability and authority is investigated. The extent of implementation and the effect of team attributes on execution is studied. Originality/value – The research demonstrates that a team of chain managers can, with suitable support, formulate strategic operations plans for a complete heavy industry chain. The case sheds some light on the benefits, or drawbacks, of having members of other chain partners present.
Journal of Manufacturing Technology Management – Emerald Publishing
Published: Dec 1, 2005
Keywords: Strategic planning; Supply chain management; Operations management; Action research
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.