Herwig Winkler

How to improve supply chain flexibility using strategic supply chain networks

In many industries supply chain flexibility is becoming a more and more important concept for gaining competitive advantages. By the design and use of strategic supply chain networks significant improvements of supply chain flexibility can be achieved. The article identifies resources, objects and parameters of supply chain flexibility and highlights the potentials of a strategic supply chain network to realize high supply chain flexibility. The findings are relevant for both scientists and practitioners, who are interested in supply chain management. It is demonstrated how to manage the structural, technological and human potentials of the strategic supply chain network to gain outstanding supply chain flexibility.

A Citation Analysis of the Research on Manufacturing and Supply Chain Flexibility

Manufacturing and supply chain flexibility has been discussed extensively in the scientific literature. Given the different definitions, types and dimensions of flexibility, the purpose of this paper is to explore the origins and structure of the scientific research on manufacturing and supply chain flexibility. We identified a sample of 153 internationally published papers and conducted a citation analysis to examine the connections between the many scientific papers and to explore the most influential works and their impact on flexibility research. Our analysis revealed that research on flexibility received the most scientific attention between 1996 and 2005. However, the majority of the currently valid types and dimensions of flexibility have been defined in the late 1980s and the early 1990s. The current paper provides the leading academic journals and papers in the field of flexibility research. Additionally, the results of our citation analysis indicate that flexibility research is significantly influenced by papers that have been presented at subject-specific conferences. Finally, our paper presents a clearly arranged structure of the most frequently cited papers dealing with manufacturing and supply chain flexibility. Furthermore, its contents and findings are briefly discussed to provide an overview of the previous academic research.

Management of product change projects: a supply chain perspective

Currently, a number of factors encountered in global competition force companies to pursue the more rapid development and introduction of new and innovative products and product generations. Comparatively little academic research has been conducted on product change projects in the context of supply chain management. Therefore, in this article, based on theoretical analysis and exploratory empirical results, we show that the main problems during the product change phase leading to a delayed and/or inefficient new product introduction and/or inappropriate product quality can be traced back to issues in supply chain management. Subsequently, we discuss the economic implications of product change activities on existing supply chain networks and thus on the performance of supply chain networks. Furthermore, we provide recommendations and guidelines for successful product change management in supply chain networks.

Management of freight villages: findings from an exploratory study in Germany

This paper aims to outline appropriate measures for generating positive effects resulting from the synergy-oriented management of freight villages (FVs). An exploratory study was conducted to investigate the development and management of FVs in Germany. This paper provides an overview of the most important empirical results regarding the development and synergy-oriented operation of FVs. Furthermore, it identifies the need for comprehensive and well-coordinated management to increase synergy for the companies involved. In conclusion, the most crucial implications for FV management are highlighted. Our recommendations for action, if implemented, could lead to greater efficiency and lower costs due to improved logistical performance.

Sustainability through the implementation of sustainable supply chain networks

Sustainability and sustainable development became two of the most popular expressions of our time in politics, science and business. However, a movement towards sustainability is only possible if companies develop concepts in production and logistics integrating both economic and ecological goals and measures. Managing sustainability seems to be more effective on a supply chain network level than on a company one. The paper illustrates the state-of-the-art of the discussion about managing sustainability. Furthermore, recommendations for sustainable development in industrial systems are made. Additionally, we outline the concept of sustainable supply chain networks as a tool for dissolving economic and ecological goal conflicts. This benefits sustainability and leads in the long run to an improvement of the economic and ecological performance and the enhancement of the competitive position for all participants. An example from the automotive industry illustrates the practical relevance.

An exploration of ramp-up strategies in the area of mass customisation

Most approaches in the field of mass customisation have assumed both a given and a stable product range which is continuously improved, e.g., by gradually adding new variants due to shifts in customer preferences. Curiously, within the field of mass customisation there are no studies that address problems related to new product introduction. Although mass customisation is a hybrid competitive strategy that aims at simultaneously achieving cost and differentiation advantage, we found out that a simultaneous ramp-up strategy for new products and product generations is not always practicable for companies in different industrial sectors, such as automotive and electronic industry. Thus, for a successful product introduction in the area of mass customisation we developed two sequential ramp-up strategies: the high-volume-low-mix (HVLM) strategy and the low-volume-high-mix (LVHM) strategy. Results from an explorative study in different industries produced evidence that our ramp-up strategies present two practicable strategic alternatives for successfully introducing new products in the area of mass customisation. To decide which ramp-up strategy should be used, we define a set of ramp-up specific criteria that are presented in this paper. Subsequently, we discuss some selected recommendations for the implementation of the two ramp-up strategies.

Bewertung, Auswahl und Entwicklung relevanter Partnerunternehmen bei der Bildung strategischer Wertschöpfungsnetzwerke

Aktuell werden in vielen Branchen verschiedene Wertschopfungsnetzwerke (WN) gebildet, bei denen eine am Kundennutzen und an Wirtschaftlichkeitskriterien orientierte Zusammenarbeit im Mittelpunkt steht. Die Original Equipment Manufacturer (OEM) nehmen in solchen WN eine zentrale Position ein. Dies liegt daran, dass die verteilten Wertschopfungsprozesse haufig bei den OEMs zusammenlaufen und bei ihnen eine Komplettierung der Gesamtleistung erfolgt. Aufgrund der grosen Markt- und Machtstellung initiieren, gestalten und steuern OEMs haufig WN.

Supply chain interface problems affecting productivity

The collaboration between supply chain partners is often characterised by complex interactions comprising various interorganisational interfaces. Accurately planned and designed interorganisational interfaces raise the effectiveness and efficiency of organisations, whereas problems at the interorganisational interface disrupt the value-added processes within supply chain partnerships. Furthermore, interorganisational interface problems have a negative effect on the supply chain partners productivity. The current paper presents specific problems that arise at supplier-buyer interfaces, such as organisational, personnel and procedural problems. An empirical research study in which 101 international companies were surveyed through an online-questionnaire was used to demonstrate the influence of problems at supply chain interfaces on a companys productivity. Finally, productivity-enhancing interface management instruments are presented.

Einsatz einer Wertschöpfungsrechnung zur Erfassung und Bewertung von Produkt- und Prozessinnovationen in Wertschöpfungsnetzwerken

Im vorliegenden Beitrag wird eine modifizierte Wertschopfungsrechnung als Methode zur Erfassung und Bewertung der innovationsbedingten finanziellen Veranderungen bei den Wertschopfungspartnern in einem Wertschopfungsnetzwerk dargestellt. Die Planung und Umsetzung von Produkt- und Prozessinnovationen ist haufig nicht in einem einzelnen Unternehmen realisierbar, sondern nur gemeinsam mit weiteren Wertschopfungspartnern durchzufuhren. Bisher wurden die Auswirkungen von Innovationen meist nur in einzelnen Unternehmen ermittelt und finanziell bewertet. Finanzielle Auswirkungen bei Partnerunternehmen, die von den Veranderungen ebenso betroffen waren, wurden dabei nicht berucksichtigt. Damit jedoch Innovationen erfolgreich umzusetzen sind, halten wir eine ganzheitliche Erfassung der finanziellen Auswirkungen bei allen betroffenen Unternehmen fur zwingend erforderlich.

Principal-Agent-Probleme in projektorientierten Wertschöpfungsnetzwerken — Problemidentifikation und Lösungsansätze

Unternehmen des Anlagen-, Sondermaschinen-, Schiffs- sowie Flugzeugbaus planen ihre Wertschopfungsprozesse auf der Basis vorliegender Kundenauftrage (vgl. z. B. Nedes et al. 2002, S. 138). Aufgrund der individuellen Anforderungen ist es fur diese Unternehmen erforderlich, ihre unternehmensinternen und -externen Prozesse projektorientiert zu planen, zu organisieren, zu kontrollieren und zu steuern (vgl. Zapfel 1996, S. 861 ff.; Hahn 2000, S. 14). Eine umfassende Detailplanung der notwendigen Wertschopfungsprozesse ist jedoch wegen der hohen Unsicherheit und der schlechten Informationsbasis kaum moglich (vgl. Tempelmeier 1999, S. 70).