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Simone Thomas
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Thomas
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Simone
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PublicationLinking network targets and site capabilities : a conceptual framework to determine site contributions to strategic manufacturing network targetsPurpose - To cope with the increasing challenges of globalisation, various manufacturing companies have established intra-company manufacturing networks. The purpose of this paper is to link the strategic network targets (i.e., accessibility, thriftiness represented by economies of scale and economies of scope, mobility, and learning) with the capabilities and characteristics of the constituting sites of the manufacturing network and thus facilitate the identification of mismatches and the discussion of possible development paths for the network. Design/methodology/approach - We derive a conceptual framework from the literature which is tested with a single case; a manufacturing network consisting of 8 manufacturing sites. Case data were collected based on 24 interviews with operations managers at network level and a standardised online survey among the sites' management teams. Findings - Results indicate that manufacturing network and site levels need to be related when striving for a fit between manufacturing strategy, network strategy, and site capabilities and characteristics. Research limitations/implications - Single case studies have only limited generalisability. Nevertheless, the case demonstrates the usefulness of several dimensions when analysing manufacturing networks on site and network level. Originality/value - This paper represents the first attempt to link strategic targets of intra-company manufacturing networks with site capabilities and characteristics. Thereby, it provides a theoretical basis for future research on the relationship between strategic targets of manufacturing networks and their fulfilment. The developed manufacturing site portfolio, moreover, extends the site role typology discussion by a multi-dimensional perspective and represents a starting point for a multi-faceted discussion of site roles.Type: journal articleJournal: International Journal of Operations & Production ManagementVolume: 35Issue: 12
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PublicationPlant role portfolios in global manufacturing networks: a conceptual framework(European Operations Management Association, 2013-06-07)
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PublicationThe Whole Picture : Integrating Site and Network Dimensions in Site RolesIn this chapter, we develop a site classification framework that combines manufacturing site advantages with manufacturing network-level targets. This framework is the first step for a company-specific site role portfolio. The framework helps to visualise site strengths and weaknesses from a capability- and knowledge-based perspective. Further, it highlights the site's contribution to the network targets and combines site- and network-level dimensions. To develop the site classification framework, we extend Ferdows' (1997) introduced dimensions of location advantages and competences with the interconnection of sites from a knowledge-based view. We use a single case study to refine the theoretically derived framework. We add to existing theory because we apply a multi-level perspective and derive methods to measure a sites contribution to the network. In addition, we provide global site managers with a helpful visualisation tool.Type: book sectionVolume: 1
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PublicationKnowledge Exchange in Production Networks : Operational Excellence MultipliedIkujiro Nonaka, one of the most influential researchers in knowledge management, once stated that "[i]n an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. When markets shift, technologies proliferate, competitors multiply, and products become obsolete almost overnight, successful companies are those that consistently create new knowledge, disseminate it widely throughout the organization, and quickly embody it in new technologies and products." (Nonaka 1991, p. 96) Thus, manufacturing network managers have to focus their attention not only on the management of the physical flow of goods but also on the management of the intangible flow of knowledge (Chew et al. 1990). This applies to all kinds of industries: The strength of an international manufacturing company today is to a large degree dependent on its ability to exploit the knowledge that is available somewhere within its network or in its boundaries. To achieve this, network management has to be aware of the knowledge available at each site, generated, e.g., through Operational Excellence programs. It further has to trigger the distribution of process innovations and successful practices within the network (De Meyer and Vereecke 2009). However, many attempts to foster the exchange of knowledge in the network fall short of expectations. Popular examples are idle databases or lacking exchange of successful practices. Competition between manufacturing sites adds further barriers to the sharing of knowledge.Type: book sectionVolume: 1. Auflage 2013
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PublicationType: newspaper articleJournal: io ManagementIssue: 3