Pietro Romano

Co-ordination and integration mechanisms to manage logistics processes across supply networks

Abstract Literature on supply chain management (SCM) emphasises the importance of co-ordination and integration mechanisms to manage logistics processes successfully across supply networks. This requires managers to (1) know the driver variables that must be addressed, since they determine how such processes can be designed and managed; and (2) understand how co-ordination and integration mechanisms interact with such variables and—as a consequence—with logistics processes. The paper addresses the second issue, as it tries to explain how logistics processes can be structured and controlled across supply networks by leveraging co-ordination and integration mechanisms, with consequences for strategic and operational choices for both the individual companies and the whole supply network. This issue has been investigated by analysing three case-studies of SCM interventions on logistics processes across different supply networks, involving central firms as well as several suppliers and customers.

Quality management in a supply chain perspective

Supply chain management (SCM) is conceived by academics and practitioners as either an extension of logistics or an all‐encompassing approach to business integration. From the authors’ point of view, SCM involves not only logistic activities but also other processes such as quality management. This paper seeks to understand how quality can be managed using a supply chain perspective and what the operative and strategic consequences are for both the individual companies and the whole supply network. It reports a case study conducted on Marzotto, an important Italian textile and apparel company, and its supply chain relationships. The study compares the quality practices in the two different kinds of supply network of which Marzotto is the focal firm. One is managed using a traditional customer‐supplier approach and the other a broader and more co‐ordinated perspective. In the latter case, it was found that the whole supply network could improve its ability to meet the expectations of the final consumer in terms of quality through the joint definition and co‐management of quality practices/procedures.

ISO 9000: What Is Its Impact on Performance?

ISO 9000 is fast becoming a must for companies in both the manufacturing and service sectors. Some questions have been formulated on the basis of the debate around the effects of ISO 9000 on performance. Can certification help in improving quality performances? Are there reductions in costs? Is there any improvement in time performance? These topics are examined through analysis of data gathered by means of a survey based on a sample of 100 Italian manufacturing companies, all of which received ISO 9000 certification between June 1993 and June 1995. It was found that the impact of certification is clearest in the areas of quality (both internal and external quality and their related costs), punctuality, and throughput time, while there are no significant positive effects on other time and cost performances.

Assessing the impact of just-in-time on operational performance at varying degrees of repetitiveness

Just-in-time (JIT) practices are very useful to improve operational performance. These practices, that represent the core of Lean management methodology, were firstly developed in Toyota, where the production is highly repetitive, and for many years researchers have thought that this methodology could be applied in contexts characterised by repetitive manufacturing systems only. Recently some authors have refuted this view, providing empirical evidence that JIT practices can be successfully implemented also in non-repetitive contexts. However, this evidence came from descriptive and anecdotal case studies, whereas in the literature, studies based on large sample lack, which analyse JIT impact on performance at varying degrees of repetitiveness. This paper aims at investigating the impact of JIT on efficiency and responsiveness performance, and the moderating effects on these relationships of some pivotal characteristics of non-repetitive manufacturing contexts, i.e. product customisation and demand variability. A questionnaire-based international survey was used to investigate the research questions. Data from a sample of 244 plants were analysed using a structural equation modelling (SEM) procedure. The analyses demonstrate that product customisation does not significantly moderate the impact of JIT on performance. Instead demand variability negatively moderates the relationship between JIT and responsiveness, whereas it does not significantly moderate the relationship between JIT and efficiency.

JIT production, JIT supply and performance: investigating the moderating effects

Purpose – The purpose of this paper is to study whether just in time (JIT) supply practices interact with JIT production practices by positively moderating the relationship between JIT production and efficiency/delivery performance.Design/methodology/approach – In total, six hypotheses are developed on the relationships between JIT production, JIT supply, efficiency and delivery performance. The hypotheses are tested through a hierarchical regression analysis using data from a sample of 207 manufacturing plants.Findings – JIT production practices positively affect both efficiency and delivery. JIT supply practices positively moderate the relationship between JIT production and delivery, while there is no significant moderating effect when considering the impact on efficiency. The role of JIT supply as moderator is twofold. On the one hand, it strengthens the positive impact of JIT production on delivery through a complementary effect. On the other hand, low levels of adoption of JIT supply practices can h...

‘Lean first, then automate’: a framework for process improvement in pure service companies. A case study

Born in manufacturing environment, only recently Lean Management has been implemented in services. In particular, the role of automation and information technology in leaning processes is controversial and literature still lacks a strong empirical evidence to clarify how Lean Management can be applied in a pure service context, such as banking services, where there is an intensive use of automation and Information Systems. This study aims to define a methodology to streamline and automate processes in pure service-providing companies. To achieve the research aim, we conducted a case study. Based on the empirical investigation, a framework was developed. We found out that the automation of a process that is not streamlined can generate problems that can slow down the flow and increase errors. A process should first be mapped to highlight waste. Only when the new process is streamlined, it can be automated. In doing so, the new process will automate only value-added activities recognised by the customers. This research contributes to the debate about the possibility to transfer manufacturing methodologies in the service sector.

Improving inter‐functional coordination to face high product variety and frequent modifications

In an effort to better respond to heterogeneous customer needs, an increasing number of companies in different sectors deal with the combination of high variety and frequent product changes/modifications. This entails planning, designing, purchasing and manufacturing activities and exacerbates the alignment of Sales, Production Planning and Engineering goals. This paper aims to suggest a way of improving coordination between such functional areas in contexts characterised by high variety and frequent product changes. Based on the data from an action Research study, a method for taking the contrasting requests of Sales, Production Planning and Engineering into account simultaneously and to facilitate the coordination of their activities is developed. It leverages Modular Bills and product modularity to improve inter‐functional coordination. Initial indications are promising. However, given the specific nature of the studied case, further research is required to evaluate the generalizability of the findings.

An integrated reference model for production planning and control in SMEs

Versatile manufacturing (VM) companies typically manufacture high variety, mainly customised products in relatively low volumes, competing for each order with other supplier companies on the basis of price, technical expertise, delivery time and punctuality. The research presented in this study is included in a wide cross‐disciplinary project which involved seven research centres. In particular, this paper aims at identifying the general requirements and guidelines for the definition of an integrated model of the order to delivery cycle in a VM environment, which can particularly be suitable for the small‐medium enterprise needs. A number of guidelines emerged, mainly in the areas of customer requirements definition and commercial configuration of customer order, supply and production planning, and intermediate and final project evaluation.

Sequences of improvement in supply networks: case studies from the pharmaceutical industry

Purpose – The aim of the current study is to develop an understanding of the decisional process that leads a company, at a given point in time, to choose the subsequent supply chain management (SCM) initiative to be implemented.Design/methodology/approach – This research adopts the descriptive case study research design, as defined by Yin and McCutcheon and Meredith. Four supply networks, whose central firms are leading pharmaceutical companies, have been investigated.Findings – At a given time when deciding the SCM initiative(s) to be implemented, external fit and the state of supply network configuration and integration are both important, but for different reasons. In particular, lack of external fit triggers the implementation of SCM initiatives. Sequences of SCM initiatives are the result of a series of successive decisional situations, where the external fit and state of supply network configuration and integration vary each time a new SCM initiative is implemented.Research limitations/implications ...

The moderating role of supply network structure on the customer integration‐efficiency relationship

Purpose – The purpose of this paper is to study whether a fast supply network structure interacts with customer integration (CI) by positively moderating the relationship between CI and efficiency performance.Design/methodology/approach – The authors developed two hypotheses, incorporating dimensions of CI, fast supply network structure and efficiency performance. The hypotheses are tested through a hierarchical regression analysis using data from a sample of 200 manufacturing plants.Findings – CI alone is not enough to guarantee cost reductions because a fast supply network structure acts as a moderator of the CI‐efficiency relationship. The role of this moderator is twofold. On the one hand, it interacts with CI, strengthening the positive impact of CI on efficiency through a positive complementary effect. On the other hand, if the supply network structure is not intended to support fast lead times, the impact of CI on efficiency can be hindered and, in extreme cases, CI can even make efficiency worse.P...