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Dive into the research topics where Robert J. Vokurka is active.

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Featured researches published by Robert J. Vokurka.


Industrial Management and Data Systems | 2003

A conceptual model of supply chain flexibility

Leslie K. Duclos; Robert J. Vokurka; Rhonda R. Lummus

This paper presents an integrated conceptual model of supply chain flexibility. It examines flexibility classification schemes and the commonalities of flexibility typologies published in the literature to create a theoretical foundation for analyzing the components of supply chain flexibility. Even though there has been a tremendous amount of research on the topic of flexibility, most of it has been confined to intra‐firm flexibility concerns. As supply chain management goes beyond a firm’s boundaries, the flexibility strategies must also extend beyond the firm. This paper identifies the cross‐enterprise nature of supply chain flexibility and the need to improve flexibility measures across firms. Opportunities are identified for future cross‐functional research that builds on this theoretical foundation and leads to more effective formulation of supply chain strategies.


International Journal of Production Research | 2005

Delphi study on supply chain flexibility

Rhonda R. Lummus; Robert J. Vokurka; Leslie K. Duclos

The flexibility literature is dominated by research on manufacturing flexibility. More recently, supply chain flexibility has been recognized as an important flexibility construct for meeting customer demand. An Internet-based Delphi study involving a group of expert practitioners is used to enumerate the characteristics, and the importance of those characteristics, in making a supply chain flexible. Expert opinion is one method for gathering information that can be used to develop a model of supply chain flexibility and provide a framework for future research.


International Journal of Production Research | 2009

Mapping the future of supply chain management: a Delphi study

Steven A. Melnyk; Rhonda R. Lummus; Robert J. Vokurka; Laird J. Burns; Joe Sandor

Supply chain management, a field that developed from business practice and research, is undergoing a major transformation. It is changing from tactical in nature (where the major focus is on cost and delivery) to a field that is strategic in nature. However, the future issues and challenges facing managers and executives are just now becoming understood. This paper reports these issues by drawing on the findings generated by a three-phase study consisting of a literature review, a two-round Delphi study, and a workshop. Unique in this Delphi study is that it brings together leading practitioners in supply chain management with leading supply chain management researchers. The findings show that while the focus of the current tactical supply chain view is relatively limited to issues of delivery, risk, and leadership, the supply chain view of the future (i.e., five years from now) is more complex and demanding. The findings also show that there is generally no difference between researchers and practitioners in terms of how they view the issues. Finally, the study uncovers major obstacles that must be resolved before the strategic potential of future-state supply chains can be realised.


Total Quality Management & Business Excellence | 2006

Improving Quality through Value Stream Mapping: A Case Study of a Physician's Clinic

Rhonda R. Lummus; Robert J. Vokurka; Brad Rodeghiero

Abstract As organizations look to improve overall systems to reduce costs and improve throughput, lean principles are being more widely implemented. These lean initiatives began in manufacturing, but have spread through other parts of the economy, including health care. This paper reports on a value stream mapping project in a small medical clinic that resulted in recommendations that would significantly lower patient wait time and increase patient throughput. The new system can increase the capacity of the office without adding people or equipment, lower waiting times for people with scheduled appointments, increase the opportunity for patients without appointments to be seen at the last minute, and lower the stress levels for the clinics staff.


Industrial Management and Data Systems | 2004

Process mapping in successful ERP implementations

Michael D. Okrent; Robert J. Vokurka

This paper discusses the six core business processes and supporting technology that are impacted by an enterprise resource planning (ERP) implementation. It begins with a brief history of the evolution of ERP and the information systems technology that enabled its development. A discussion of project implementation team preparations is followed by a description of process mapping and its significance to the success of an ERP implementation. Highlights of “As‐Is” and “To‐Be” process mapping and change management conclude the paper.


Supply Chain Management | 2003

The impact of marketing initiatives on the supply chain

Rhonda R. Lummus; Leslie K. Duclos; Robert J. Vokurka

Effective supply chain management requires sharing information between nodes of the chain. In consumer chains, this demand communication often results in a bullwhip effect as demand information becomes distorted back through the chain. Building on the work of Towill et al. and Towill and McCullen, this study evaluates the impact of consumer promotions and wholesale trade deals on the performance of a supply chain. Marketing actions alone are shown to have a significant impact on supply chains.


Industrial Management and Data Systems | 2004

Manufacturing strategic facility types

Robert J. Vokurka; Robert A. Davis

A major decision area for manufacturing firms is the strategy that assigns specific products, processes, customers, and markets to individual facilities within multi‐facility firms. No empirical studies have been reported that identify differentiating factors in manufacturing structures or overall facility strategies. Based on responses from 305 plants, this research empirically determines the major dimensions differentiating manufacturing facility structures. Most of these support previous theories of decisions being made on differences in products, processes, materials, and customers/markets. Strategic groupings are determined and defined as “standardizers”, “customizers”, and automators”. Differences in each of these groupings are investigated for competitive priorities and performance indicators.


International Journal of Management and Enterprise Development | 2004

Operationalising the balanced scorecard using the Malcolm Baldrige Criteria for Performance Excellence (MBCPE)

Robert J. Vokurka

The balanced scorecard is a technique that translates an organisations mission and strategy into a comprehensive set of performance measures. The performance measures are interrelated and strategic and include both financial and non-financial metrics covering the perspectives of financial, customer perspective, internal business, and innovation and learning perspectives. The Malcolm Baldrige Criteria for Performance Excellence (MBCPE) is proposed as a methodology for operationalising the balanced scorecard and ensuring that the balance scorecard drives continuous improvement. The MBCPE framework includes the traditional perspectives found in the balanced scorecard in its core values, concepts, criteria categories and items. Literally all types of organisations have used both the balanced scorecard and the Baldrige framework, indicating that both have broad appeal and applicability.


Total Quality Management & Business Excellence | 2003

Building quality strategy content using the process from national and international quality awards

Gary L. Stading; Robert J. Vokurka

In pursuit of total quality management (TQM), firms have used quality awards as models for strategic implementation of their quality initiatives. Many researchers have written about the process of implementing TQM, but few have discussed content. Content is defined as the substance of TQM activities that have an impact on firm performance and the ability to compete. This paper offers two propositions for implementing quality models and using them effectively. The first proposition proposes that national and international award criteria are evolving towards content considerations. The second proposition addresses ways in which the various award criteria link content with process in evaluating TQM as a strategic initiative. An analysis is provided of the national and international quality awards of the United States, Europe, Japan, Canada and Australia, which includes the similarities and differences of their underlying quality principles, core values and evaluation criteria. As these awards are updated and improved, a trend towards a uniform global definition and a model of quality organizational performance is evolving. The awards are evolving to include strategic content that does not just blindly following a strategy process. The quality awards provide a foundation for assessing and encouraging total quality management in the global economy.


Services Marketing Quarterly | 2002

Church Marketing Communication Methods

Robert J. Vokurka; Stephen W. McDaniel; Noelle Cooper

Abstract In a study of 247 Southern Baptist Convention churches, data were collected on the use and perceived effectiveness of twenty-five marketing communication methods. The most frequently used methods were in-house visits and telephone calls to people who visited the church. These methods also had the highest perceived effectiveness. Churches in primarily urban areas were more likely than rural churches to use the marketing techniques investigated in this study. Newspaper advertising and telephone calls to people who visited the church were more likely to be used by high-growth churches. The overall use of marketing communication methods appears to be more important in achieving church growth than the use of any specific method.

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Leslie K. Duclos

University of Northern Iowa

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