Kun Liao

A conceptual framework for prototyping outsourcing in new product development: A knowledge‐based view

Purpose – The purpose of this paper is to propose a conceptual framework for prototyping outsourcing.Design/methodology/approach – This study provides an up‐to‐date literature review and an in‐depth case study.Findings – This study identifies three factors (i.e. the degree of the prototyping to core competence, prototyping complexity, and suppliers capability of providing knowledge and speed for prototyping) and three types of risks (i.e. losing control over suppliers, dependency on suppliers, and suppliers lack of capabilities) for prototyping outsourcing decisions.Practical implications – This paper provides guidelines for new product development managers in order to mitigate the risks associated with outsourcing and achieve effective prototyping.Originality/value – This study provides a strategic outsourcing framework for prototyping.

Global supply chain adaptations to improve financial performance: Supply base establishment and logistics integration

Purpose – The purpose of this paper is to understand and describe the conditions that compel and underscore global supply chain (SC) adaptations.Design/methodology/approach – Insights from contingency theory, Porters economic cluster theory and international factory mapping are used to analyze the SC adaptations that follow when an automotive firm moves from a domestic to a global SC.Findings – An automotive global SC adaptation includes market entry considerations, the establishment of a three‐stage flexible time‐ and production‐based supplier network plan, and the integration of logistics partners.Research limitations/implications – SC adaptations are an important consideration for any manufacturing expansion effort, especially international ones. Varying production levels impact supplier relationships and decisions and may result in varied supplier perspectives. Government regulations influence entry and routine decisions, while logistics issues and costs play an integral role in supplier perceptions ...

Leveraging automation and integration to improve manufacturing performance under uncertainty: An empirical study

Purpose – This paper aims to address the differing impacts of automation and integration on manufacturing performance (MP) under different levels of environmental uncertainty.Design/methodology/approach – Responses from 303 companies are analyzed and presented.Findings – Under industrial (low uncertainty) environment, manufacturing system automation has significant positive impact on MP, while the impact of manufacturing system integration is not significant. Under post‐industrial (high uncertainty) environment, manufacturing system integration has significant positive impact on MP, while the impact of manufacturing system automation is not significant.Research limitations/implications – This paper emphasizes manufacturing strategy responses to different uncertainty levels of environment; either manufacturing system integration strategy or manufacturing system automation strategy plays the primary role for a manufacturing firm to achieve high performance under different uncertainty levels.Practical implic...

Trust‐driven Joint Operational Activities to Achieve Mass Customization: A Culture Perspective

Purpose – The purpose of this paper is to identify relationships among buyer‐supplier trust, joint operational activities, and the degree of mass customization as well as the interactions between cultural factors (i.e. long‐term strategic alignment and autonomy) and trust in the context of supply chain management.Design/methodology/approach – The model of trust is based on joint operational activities and mass customization using theories of social capital and the resource‐based view of the firm. Also, culture‐related antecedents of trust are identified. Based on 208 responses from suppliers in the USA and China, this study uses structural equation modeling to test the hypotheses.Findings – This study empirically supports the notion that trust positively drives manufacturer‐supplier activities in operations. It also supports the claim that joint operational activities contribute to mass customization capabilities in a significant way. Moreover, two culture‐related antecedents are found to be significantly...

The role of modularity and integration in enhancing manufacturing performance: An absorptive capacity perspective

Purpose – The purpose of this paper is to examine the impacts of modularity‐based manufacturing practices (MBMP) and manufacturing system integration (MSI) on manufacturing performance (MP) using absorptive capacity as an important enabling factor.Design/methodology/approach – Constructs were developed through a comprehensive literature review. Structural equation modeling was used to test the research model and hypotheses based on a large sample of 303 US manufacturing firms.Findings – Both MBMP and MSI have significant impacts on MP. The positive effects of MBMP on MP are stronger than those of system integration. The absorptive capacity of a firm facilitates better use of modularity practices and system integration.Practical implications – More attention should be given to modularity practices in resource allocation planning. Also, system integration together with modularity practices can generate significantly higher MP.Originality/value – The paper is the first large‐scale empirical study to examine ...

The relationship of integration and automation under an uncertain environment: a SEM model

Under a uncertain environment (i.e., growing global competition, changing customer demand, shorter product life cycles, and increasing market diversity), two manufacturing strategies often emerge: manufacturing technology automation and manufacturing system integration. Existing case studies indicate that firms should adapt manufacturing integration first and then automate the manufacturing system to improve manufacturing performance. Using 288 responses from manufacturing managers, the findings of this study empirically supports this proposition. Analytical results also show that the combination strategies of manufacturing system integration followed by manufacturing technology automation have more than twice the effect on manufacturing performance than using manufacturing automation strategy alone.