Co-Design of Supply Chain Network and Subassembly Planning Considering the Reconfiguration of Supply Chain Structure for Factory-in-a-Box Manufacturing

2018 ◽  
Author(s):  
Zhengqian Jiang ◽  
Hui Wang ◽  
Qi Tian ◽  
Weihong Guo
Keyword(s):  
Supply Chain ◽  
Manufacturing Systems ◽  
Chain Structure ◽  
Supply Chain Design ◽  
Supply Chain Network ◽  
Market Demand ◽  
Unique Challenge ◽  
Delivery Times ◽  
Production Site ◽  
Supply Chain Structure

As the market demand becomes more diversified and dynamic, the requirements for manufacturing systems feature a high degree of flexibility, low cost, low volume, and short delivery times. One emerging way for such flexible manufacturing is so-called “factory-in-a-box,” by which production modules are installed in a container and transported by a vehicle. The factory-in-a-box manufacturing poses a unique challenge to manufacturing supply chain network since the ease of supply chain reconfiguration when the vehicle moves to a different production site has become a major concern in addition to transportation cost and delivery time. The supply chain design is further complicated by the fact that it is coupled with subassembly planning in manufacturing, which determines appropriate subassembly modules assigned to suppliers. As such, it is critical to understand the interaction between supply chain network reconfigurability and subassembly planning. This paper develops a model using a set of decision variables to jointly characterize the topology of supply chain network and subassembly planning. A binary nonlinear programming model has been developed for the concurrent optimization of subassembly planning and supply chain network with the consideration of reconfiguration of the supply chain structure. One numerical case study was conducted to demonstrate the proposed model by providing a quantitative guideline of reconfiguring supply chain network when the final production site (on a vehicle) changes locations.

Designing and managing the Optimum strategic FM supply chain

2014 ◽  
Vol 12 (4) ◽  
pp. 330-336 ◽  
Author(s):  
Michael Pitt ◽  
Sarich Chotipanich ◽  
Ruhul Amin ◽  
Sittiporn Issarasak
Keyword(s):  
Supply Chain ◽  
Service Providers ◽  
Chain Structure ◽  
Supply Chain Design ◽  
Final Decision ◽  
Supply Chain Network ◽  
Content Type ◽  
Supply Chain Strategy ◽  
Strategic Issues ◽  
Service Supply Chain

Purpose – The purpose of this paper is to overview carefully selected existing literature to enable further analysis directly concerned with facilities management (FM) supply chain structure, components, strategic issues, challenges and risk. Following the key aspects of assembly, design and, most importantly, management of FM supply chain are explored so that a guidance design framework can be put forward. Design/methodology/approach – This paper examines the optimum technique that can be applied by clients and FM service providers where FM functions are outsourced. The paper initially defines the network structure of the FM supply chain and then suggests a conceptual model for making decisions about FM supply chain network at the strategy level. Furthermore, the paper argues for both supply chain design and for critical node micro management in a transparent supply chain environment with the FM acting as the strategic lens through which the focus of the supply chain is achieved. Findings – This paper presents a process for designing and making decisions of FM service supply chain network. The process begins with an examination of the needs of facility services. It is followed by the step of identifying available options in delivering and processing the services. The third stage involves modelling structures of FM supply chain network. Then to make a final decision, all possible models have to be evaluated for their optimisation, both quantitative (cost) and qualitative (performance). At the end, the model with best optimisation should be selected. Originality/value – This paper proposes a conceptual framework for designing facility service supply chain strategy and configuration to fit with the specific nature of facility service demand of a given organisation. The framework, featuring a set of processes including examining demand nature, identifying options available and analysing options, is first aimed at providing an assisting tool in identifying optimum supply chain network/solution of facility services and, second, intends to stimulate further discussions on this continuously evolving and challenging market.

Supply Chain Structure and Competitor Relationship

2020 ◽  
Author(s):  
Jing Wu ◽  
Yang Xu
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Theoretical Basis ◽  
Chain Structure ◽  
Shock Propagation ◽  
Supply Chain Network ◽  
Empirical Methods ◽  
Competition Intensity ◽  
Cross Border ◽  
Supply Chain Structure

This chapter discusses recent relevant empirical research using the supply chain structure observed in the actual data, including shock propagation in the supply chain network, social capital, and supply chains, and cross-border supply chains. It also introduces some commonly used empirical methods and databases, and provides the corresponding financial theoretical basis for the conclusions of these studies. Finally, the chapter suggests a new angle to fully utilize the supply chain structure to identify the competitor relationship and the competition intensity. The chapter indicates that higher supply chain overlap increases the correlation of the competitors’ economic performance, suggesting that sharing supply chains reduce competition. This conclusion is helpful for entrepreneurs to better manage firm competitions.

The relationship between internal supply chain structure and operational performance: survey results from Japanese manufacturers

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mikihisa Nakano ◽  
Kazuki Matsuyama
Keyword(s):  
Supply Chain ◽  
Structural Properties ◽  
Operations Management ◽  
Chain Structure ◽  
Operational Performance ◽  
Equation Modeling ◽  
Content Type ◽  
Wide Range ◽  
Supply Chain Structure ◽  
The Relationship

Purpose The purpose of this paper is to discuss the roles of a supply chain management (SCM) department. To achieve that, this study empirically examines the relationship between internal supply chain structure and operational performance, using survey data collected from 108 Japanese manufacturers. Design/methodology/approach Based on a literature review of not only organizational theory but also other fields such as marketing, logistics management, operations management and SCM, this study focused on two structural properties, formalization and centralization and divided operational performance to firm-centric efficiency and customer-centric responsiveness. To examine the analytical model using these dimensions, this study conducted a structural equation modeling. Findings The correlation between centralization of operational tasks and centralization of strategic tasks, the impacts of centralization of both tasks on formalization and the effect of formalization on responsiveness performance were demonstrated. In addition, the reasons for formalization not positively influencing efficiency performance were explored through follow-up interviews. Practical implications Manufacturers need to formalize, as much as possible, a wide range of SCM tasks to realize operational excellence. To establish such formalized working methods, it is effective to centralize the authorities of both operational and strategic tasks in a particular department. In addition, inefficiency due to strict logistics service levels is a problem that all players involved in the supply chain of various industries should work together to solve. Originality/value The theoretical contribution of this study is that the authors established an empirical process that redefined the constructs of formalization and centralization, developed these measures and examined the impacts of these structural properties on operational performance.

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