Alberto De Toni

Strategic planning and firms' competencies

The traditional strategic model of industrial organization is criticized by the upholders of the theories that regard the resources and competencies of a firm as the source of its competitive advantage. This article presents these new strategic dictates in a critical form, examining the reasons that justify the striking interest being taken by researchers and managers, but also the limits of those principles, some intrinsic others that can be overcome by an integration with tradition. As a consequence, the article presents a framework which attempts to relate the constituent elements that distinguish the two main strategic theories and shows that both must be considered for strategic planning and performance management.

Manufacturing Strategy in Global Markets: An Operations Management Model

Suggests a conceptual model for operations that can be utilized in identifying the most significant opportunities and decisions in order to obtain competitive advantages in global industries. The model considers the following elements: competitive advantages, the performance of the operating system (as sources of competitive advantage) and the four phases of the so‐called operation value chain: design, purchasing, production and distribution. The study of the implications on production strategy deriving from globalization is carried out using three groups of strategic decision categories: organization and management, management systems, technologies. The crossing of the three groups of strategic decision categories and the four operations phases identifies a matrix with twelve areas of opportunities and decisions for realization of global‐type strategies. The proposed model makes it possible to identify the emergence of three paradigms in global industries regarding performance and behaviour of companies:...

The production planning process for a network of firms in the textile-apparel industry

Abstract The paper investigates how the decision variables of the production planning process for a network of firms in the textile-apparel industry, i.e. planning period length, material availability, the link between production orders and customer orders as regards colour mix, can affect the systems time performance, whose measurement has involved the creation of two new indicators. To adhere to reality, we studied and collected actual data from one of the most important Italian companies, the Benetton Group SpA and using these observations as a basis, a simulation model was built. Only the production planning period compression has been recognised as yielding a significant improvement in the external time performance. A relation between the external time performance and the internal time performance of the network is recognised. The cash flows associated with different lengths of the production planning period are analysed.

Small and medium district enterprises and the new product development challenge

This study describes the results of an empirical research on a sample of small and medium enterprises belonging to one of Italys most important local manufacturing systems: the eyewear district. The main objective of the project was to suggest ways of improving new product development within the small and medium enterprises of the district. Data were collected from five buyer firms and 49 subcontractors, and experts of the local system were interviewed in order to acquire information on the product development process. The study: highlights the distinctive aspects of eyewear products and the consequent design and manufacturing specificity; maps the product development activity; identifies difficulties and problems SMEs usually encounter in these activities; and suggests how improvements can be made.

A method for the evaluation of suppliers co-design effort

Abstract A framework for the analysis and measurement of the support given by the supplier to the buyers new product development activities is described. Having consulted the literature on best practices in product development, 14 criteria were individuated. This assessment framework was implemented and tested in a major company in the Northwest of Italy, which operates in the sector of Industrial Automation. The case study points out advantages and limitations of the proposed instrument.

New Trends in the Supply Environment

Present‐day competitiveness has brought about a marked evolution in supply management, imposing on firms an increasingly close interaction with suppliers. The achievement of high‐level performances in terms of cost, quality and time to market appears ever more dependent on the quality and effectiveness of the supply network. This transformation modifies the traditional adversarial model of the buyer‐supplier relationship and fosters the reconfiguration and integrated management of the supply chain. At the same time, competitive dynamics and current global competing models encourage the extension of traditional sourcing areas. Analyses these evolutionary aspects of the current supply environment and examines the new role of the purchasing function.

Traditional and innovative paths towards time-based competition

Abstract Time performances and time-based competition concepts are analysed, introducing three types of time-based competitors. A traditional and an innovative path towards time-based competition are then recognised, the former achievable by over-resource applying, while the latter by practices related to just-in-time and concurrent engineering. It is explained how making a firm structurally faster leads a company to face a “conversion dilemma”, i.e. to choose the proper strategic orientation that can be definitely regarded as affecting its external configuration, visible to the market, or only the internal one, transforming the time advantage into a cost one. Finally a matrix linking market sensitivity to external time performances and competitor typologies is proposed.

Strategic and operational choices for small subcontracting firms

Based on empirical research, presents an interpretative model of the dynamics occurring in the subcontracting relationships between large purchasers and small subcontractors. Shows that the small units often supply a product that is not sufficiently differentiated and technologically advanced; are for the most part dependent on a few large purchasers; find it increasingly difficult to follow the contractor’s quality and reliability requirements; have an adequate amount of machinery but neglect other forms of investment (i.e. in data processing equipment, education and training); and have problems with the introduction of innovations especially due to the lack of a skilled workforce. Illustrates the subcontracting behaviour of small businesses by means of a model which considers two aspects: the “strategic positioning”, evaluated in terms of kind and object of subcontracting; and the “operational positioning”, regarding the introduction of innovations into the operations. The different areas of strategic and operational positioning are discussed in terms of competitive and earning success. Indicates a possible strategic‐operational development pathway leading towards more qualified subcontractors/large purchaser relationships.

A model for assessing the coherence of companies’ knowledge strategy

This paper proposes a strategic model for assessing the coherence between companies’ knowledge strategies and their business strategies as well as in their competitive and organisational contexts. In analysing knowledge management literature, we locate three principal strategies: (1) knowledge development (internal or external), (2) knowledge sharing (codification or personalisation) and (3) knowledge exploitation (internal or external). We then position the three strategies and six related policies in the context-content-process dimensions of Pettigrews model to create a useful framework for strategic analysis and a model to assess the coherence of companies’ knowledge strategy. The model can be used to evaluate how an existing knowledge strategy aligns with a companys characteristics and to formulate and implement a coherent knowledge strategy based on the current competitive environment, organisational context and business strategy.

The export propensity of small firms: A comparison of organisational and operational management levers in exporting and non‐exporting units

The abundant literature on what determines the export propensity and intensity of firms pays limited attention to some organisational and operational management variables, especially where small enterprises are concerned. It could be argued, however, that new effective organisation schemes and advanced operational management practices are required for small enterprises given the complexity of foreign ventures. An empirical investigation was carried out on a sample of small units. Exporters and non‐exporters are compared in terms of just‐in‐time, concurrent engineering and total quality management practices adoption, as well as the management of human resources and inter‐organisational relationships.