Modern manufacturing systems enable manufacturing management to plan, control and record manufacturing activities. However, manufacturers have been found to adopt practices and incur overheads to deride the benefits arising in other operational areas of their activities from the implementation of traditional systems. Current manufacturing practices are burdened by the legacy of these traditiona…
Reports the results of an empirical study investigating the key factors that affected the survival of large manufacturing organizations between 1982 and 1993 in Australia. Four broad categories of variables were examined: environmental variables, organizational variables, company strategies and ownership characteristics. Using logistic regression analysis, it was found that the following variab…
In the manufacturing industry, there are a large number of small and medium‐sized manufacturers (M‐SMEs) which provide specialty manufacturing and support services to large corporations. M‐SMEs form the biggest group of manufacturing entities in many newly industrialized economies. The needs and operating requirements of these M‐SMEs are very different from those of large companies. M…
Seeks to document a responsive strategy to manufacturing planning with Cussons (UK) Limited, a company operating in the fast moving consumer goods (FMCG) industry. In the FMCG environment products are manufactured to a sales forecast, and customers demand 100 per cent service levels within lead‐times, sometimes in the order of hours rather than days. It is essential that a company′s stock…
Highlights the problems encountered by a traditional supply chain system and shows how these problems can be eradicated by implementing an integrated supply chain. Discusses the workings of an integrated supply chain with the example of a US sports clothing manufacturer. Concludes by including a supply chain diagnostic guide which can be used to assess the efficiency of a company′s supply c…
The purpose of this paper is to investigate the strategic role of plants, in terms of the type and level of site competence, the relationship with the strategic reason for location, and the impact on operational performance.