Strategic management of the manufacturing value chain : proceedings of the International Conference of the Manufacturing Value-Chain, August ʻ98, Troon, Scotland, UK

Today the Scottish electronics industry employs 40,000 people directly and a further 30,000 in the supply infrastructure. There are now more than 550 electronic manufacturing and supplier companies in ' Silicon Glen'. In terms of the contribution to the economy, electronics is by far the most valuable industry. Its value in 1996 was approximately £ 10billion and accounted for more than half of Scotland's exports. The major product groupings within the industry include: • PCs, laptops and workstations • Disk drives, cable harnessing • Printers, keyboards and peripherals • Semiconductor devices and PCBs • TV, VCRs, CDs, stereos and other consumer electronics • Cellular phones and telecommunications products • A TMs and funds transfer systems • Networking and security systems • Navigation and sonar systems • Microwave products • Power supplies • Software and compilers Many of these companies are multi-national OEMs, who came to Scotland as inward investing companies. Early inward investing companies were from USA, followed by companies from Japan, and more recently from Taiwan and Korea. An important segment of the industry is involved in the manufacture of computers, including IBM, Compaq, Digital and Sun. In fact approximately 40% of the PCs sold in Europe are built in Scotland. With five of the world's top eight computer manufacturers locating a manufacturing base in Scotland there has been an attraction for foreign companies keen to provide service for these multinationals. In 1995/96 the supply base output was worth £1. Front Matter....Pages i-x Front Matter....Pages 1-1 The Role of High Technology in a Regional Economy....Pages 3-10 Evolution of ERP Systems....Pages 11-23 Industrial and Academic Collaboration: adding to Britain’s value chain....Pages 25-34 Front Matter....Pages 35-35 Impact of Supplier Hubs on the Scottish Electronics Industry....Pages 37-44 Transforming Organisations — (some) insights from complexity Theory....Pages 45-52 Three Manufacturing Strategy Archetypes — A Framework for the UK Aerospace Industry....Pages 53-60 Computer assistance to strategies....Pages 61-68 Aligning strategic objectives with organizational processes: a methodology for virtual enterprise implementation....Pages 69-76 Strategic management of the integrated design of product and production system....Pages 77-84 The implications of strategic purchasing decisions on the value chain....Pages 85-92 Creating competitive factories — Speeding up the innovation process in factory design using Virtual Reality as a new engineering tool....Pages 93-104 Meeting the ecological challenge by Value Chain enlargement and enrichment....Pages 105-112 Strategy and operation in dynamic interaction....Pages 113-122 New Product Development to Achieve Customer Values: A Case Study Approach....Pages 123-130 Design support methodology using quality function deployment with feature-based reasoning....Pages 131-139 Front Matter....Pages 141-141 Agile Manufacturing: One Size Does Not Fit All....Pages 143-150 A Generic Concept for Reducing Complexity in International Operations — An Asymptotic Strive for Manufacturing Simplicity....Pages 151-158 Economical Analysis of High Volume Flexible Manufacturing System for Agile Manufacturing....Pages 159-166 Front Matter....Pages 167-167 Maintaining reliability of business processes using active monitoring techniques....Pages 169-176 Integrated Performance Measurement Systems: Implementation Case Studies....Pages 177-184 Front Matter....Pages 167-167 Research into the behavioural aspects of performance measures....Pages 185-192 Benchmarking Organisational and Operational Development....Pages 193-200 Camicase....Pages 201-207 Performance Measurement and Relationship Management in the Automotive Supply Chain....Pages 209-216 A structured approach to performance measurement and benchmarking for manufacturing enterprises....Pages 217-226 Front Matter....Pages 227-227 Evaluating value streams to achieve lean production in large assembly manufacturing systems utilizing virtual enterprise relationships....Pages 229-238 Interorganizational network classification — A framework for studying industrial networks....Pages 239-247 Manufacturing in Networks — Competitive Advantages for Virtual Enterprises....Pages 249-257 Effective supply chain management: theory and practice....Pages 259-266 Third-Party Logistics: Development and success factors in three alliances....Pages 267-276 Analysis of the Order Penetration Point Alternatives in the Nordic Paper Industry Supply Chains....Pages 277-286 Front Matter....Pages 287-287 How to Manage your Supply Network to get better results....Pages 289-296 Partnering Strategy Implementation in the Supply Chain....Pages 297-304 Reconfiguring the Value Chain to Implement Postponed Manufacturing....Pages 305-313 Manufacturing Franchising and Enterprise Networks....Pages 315-322 Solving manufacturing problems — From here on or with an eye looking in the rear-view mirror?....Pages 323-330 The role of time variability in supply chains — a multiple case study....Pages 331-342 A Constraint-Based Methodology for Effective Supply Chain Management....Pages 343-351 Evaluating buyer-supplier relationships for international procurement....Pages 353-360 Industrial buyer-supplier partnerships: guidelines for a successful marriage....Pages 361-368 Front Matter....Pages 287-287 Evolution of partnering relationships: a supply chain perspective....Pages 369-377 Front Matter....Pages 379-379 Variants management and extended enterprise models for the car maker’s factory of the future....Pages 381-389 A rule-based support system to Make or Buy decision....Pages 391-400 Balanced production planning and control in production networks....Pages 401-410 The implications of interrelationships for decision making processes in companies along the supply chain....Pages 411-419 DOMAIN: Dynamic Operations Management Across the Internet....Pages 421-429 An Extended Manufacturing Management Model: Control Principles and Aspects in Production Networks....Pages 431-438 Education and Training Requirements Specification for Implementation of Manufacturing Control Systems....Pages 439-446 Designing scheduling concept and computer support in the food processing industries....Pages 447-454 Front Matter....Pages 455-455 Organisational Learning Through the Evaluation of Information System Investments....Pages 457-464 Project Management, a bit of communication helps too, on succeeding....Pages 465-472 Real-time Design Control of Manufacturing Operations....Pages 473-480 Information Resources Management for Customer Focus in Small Manufacturing Companies....Pages 481-488 Enterprise-wide versus Best of Breed manufacturing solutions: providing a structured approach to systems strategy selection....Pages 489-496 Supporting SME information systems development using a structured method and tool for package selection....Pages 497-504 Front Matter....Pages 505-505 The Latest Modeling and Implementation Techniques for an Extended Production Management System....Pages 507-515 Design of logistic processes by the Factor-Indicator-Model....Pages 517-525 Production performance measurement and improvement based on the exchange of expert knowledge....Pages 527-534 Developing the manufacturing value chain through simulation — The Finnish Enterprise Simulation Laboratory project....Pages 535-543 Tools and techniques for modelling production systems....Pages 545-552 Front Matter....Pages 505-505 Simple systems — simple models?....Pages 553-560 Process re-engineering — commitment, consultants and all that stuff!....Pages 561-567 A Sporadic Customer Order Processing Model and Case Study for the Consumer Goods Industry....Pages 569-576 Object-oriented Product/Production Model — Integration Concept and Application in Production Management....Pages 577-584 Virtual Supply Chain Management System: A decision support system using discrete event simulation....Pages 585-592 Front Matter....Pages 593-593 The Strategic Role of Quality Management in the Brazilian Auto Parts Industry: An Empirical Study....Pages 595-602 12 steps in organizing a virtual enterprise for car suppliers — a case study....Pages 603-610 Practical considerations to achieve a strategic fit in the development of manufacturing ventures in developing countries....Pages 611-621 Using Expert Systems in Blast Furnace Operation — a few preliminary impressions....Pages 623-630 Outsourcing for Competitive Advantage....Pages 631-643 Supply Chain Management: An Empirical Study in Brazil....Pages 645-652 The fundamental reason for the existence of any manufacturing organization is to generate wealth by adding value to the products and services it offers. In this new global industrial environment, value is generated from many sources, such as rapid and flexible fulfillment of orders, developing new innovative products and services, providing rapid and responsive product and service support, delivering innovative turn-key solutions to customers, and so on. In the 21st century most manufacturing organizations will have to respond to these challenges through innovative partnerships, by creating virtual enterprises, by operating in agile networks to generate value by exploiting their existing competencies in design, manufacturing, distribution and customer service, whilst building new competencies in information systems, communications and knowledge management. Just as no man is an island, so no business can operate without being part of a network of businesses, which we call the manufacturing value chain. This book brings together the works of leading researchers to present state-of-the-art research and development on `the strategic management of the manufacturing value chain' in the broadest sense. The objectives of Strategic Management of the Manufacturing Value Chain are: To provide insights into potential strategies, methods, tools and techniques which could facilitate competitiveness through innovation agility and partnership. To explore the use of enabling technologies, such as IT, in meeting the challenges of the 21st century. To provide practical case studies which demonstrate the use of new approaches to the generation and management of value in manufacturing. Strategic Management of the Manufacturing Value Chain is suitable as a secondary text for graduate-level courses of management and manufacturing, and as a reference for researchers and practitioners in industry, commerce and government