تاثیر تولید و ابتکارات بهبود زنجیره تأمین: بررسی مقایسه ای شرکت های ساخ برای سفارش و تولید برای سهام

Manufacturing firms aim at improving both internal and external processes to improve the competitive advantage. Such initiatives include lean practices as well as supplier rationalization and integration. In this paper, we analyze these improvement initiatives and their impact on business performance. In particular, we explore potential differences between make-to-order (MTO) and make-to-stock (MTS) firms. We use data from 216 Australian manufacturing firms. We find a clear difference of improvement focus between MTO and MTS firms. MTO firms exhibit a significant impact of supplier integration on business performance, but not for lean practices and supplier rationalization. The situation is completely reversed for MTS firms, since they have significant effects for internal lean practices and supplier rationalization, but not for logistics integration with supplier. The results show that the distinction between MTO and MTS firms is important when analyzing manufacturing and supply chain improvement initiatives.

Manufacturing firms increasingly understand that gains in competitive advantage are not restricted to improvements in their internal operations but that external supply chains need to be considered as well. A wide range of potential improvement initiatives is available for shaping internal and external processes. Lean practice, logistics integration and supplier rationalization are all examples of such initiatives. Lean practice is an example of internal process improvement initiative, while the other two are examples of externally oriented initiatives. Such practices and programs are generally considered to be beneficial for any type of manufacturing firm, while some researchers suggest that some improvement initiatives are more applicable in certain manufacturing environments. Thus, there is some disagreement. Furthermore, we have not found any previous large-scale empirical research that contrasts different types of firms and explores potential differences in this context. For example, lean production is typically considered a fundamental program for any firm that wants to improve their manufacturing operations, by e.g. removing waste and creating a smooth production flow [1]. However, the research stream on “leagility” that contrasts lean with agile, suggests that lean production is applicable for MTS operations and upstream the decoupling point in the supply chain material flow, while agility is advocated for MTO operations and downstream the decoupling point [2]. Furthermore, logistics integration is considered a vital part for any firm in a supply chain context. In order to create a strong supply chain, the logistics between successive partners need to be integrated. Many researchers regard this as important for supply chain operations in general [3]. However, some suggest that this is particularly true for MTO firms that rely on the support of their suppliers for providing variant-creating components and for delivering customized products on time [4], while MTS firms purchase standard components and may prefer arms–length relationships with suppliers and subsequently do not require logistics integration with suppliers [5]. Thus, lean production may be more applicable to MTS operations and logistics integration more applicable to MTO operations. Consequently, it should be both important and fruitful to explore if such differences exist. As a third example, supplier rationalization is an improvement initiative that seems to be generally applicable according to the literature [6]. A limited supply base can be beneficial for both MTO and MTS operations, being able to focus on a few suppliers that provide quality items and components and dependable deliveries. We therefore include supplier rationalization in our study to have a full set of alternatives related to MTO and MTS operations: one that may be more applicable to MTO operations (i.e. logistics integration), one that may be more applicable to MTS operations (i.e. lean practices), and one that seems applicable to both MTO and MTS operations (i.e. supplier rationalization). We have not found any previous survey research that contrasts MTO and MTS firms and explores potential differences. In this paper we take a contingency theory view, in that we investigate if the impact of manufacturing and supply chain improvement initiatives on business performance is contingent upon whether the plant is operating on an MTO or MTS basis. We aim to contribute to the research on decoupling points by providing survey research results on the differences between MTO and MTS firms. We first present the theoretical background and related literature, and discuss the hypotheses. Then, we present the research methodology and the results. Implications for managers and researchers are discussed and finally the conclusions are drawn.

This study presents survey research results on differences between MTO and MTS plants. While manufacturing and supply chain improvement initiatives have a significant impact on business performance, there are significant differences between MTO and MTS plants. MTO plants benefit from external logistics integration with suppliers, while MTS plants benefit from internal lean practices and supplier rationalization. Thus, the differentiation between MTO and MTS provides an important contingency factor in manufacturing and supply chain research.