Ian Sadler

Strategic operations planning process for manufacturers with a supply chain focus: concepts and a meat processing application

Planning processes for the operations of entire supply chains require examination because business competition demands coherent strategies from them. Research into processes for strategic operations planning has defined the steps and procedures required. Some research has partially addressed planning processes for integrated supply chains. The present research begins to specify a process and investigate how a team of managers from the companies in a supply chain can be helped to formulate strategic plans for operating the whole chain, to benefit each company and to benefit the whole chain. Building on previous research, this theoretically‐based paper proposes a framework to enable such a process. This chain‐wide planning process is illustrated in an Australian meat processing supply chain, with encouraging results.

Applying a strategic planning process to several supply chain partners

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.

Strategic operations and logistics planning process for an integrated supply chain strategy

This paper examines the design and implementation of an effective process of operations and logistics strategy. A process called Strategic Operations and Logistics Planning (SOLP) is developed from the Manufacturing Audit Approach to encompass operations, both internal to enterprises, and across the extended enterprise. The paper posits that SOLP can be used in enterprises with weak strategic planning skills based on successful testing of the process in three Australian meat processing companies. The comparative success of the SOLP process is underpinned by the use of action research involving external facilitation, group consensus and tailoring the process to meet the enterprise needs. The results suggest that the SOLP process is successful and that repeated use by a planning team improves its effectiveness in formulation and integration.