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PurposeThe purpose of this paper is to understand how buyers and suppliers in supply chains learn to align their performance objectives and incentives through contracting.Design/methodology/approachTwo longitudinal case studies of the process of supply chain alignment were conducted based on 26 semi-structured interviews and 25 key documents including drafts of contracts and service level agreements.FindingsThe dynamic interplay of contracting and learning contributes to supply chain alignment. Exchange-, partner- and contract framing-specific learning that accumulates during the contracting process is used to (re)design pay-for-performance provisions. Such learning also results in improved buyer-supplier relationships that enable alignment, complementing the effect of contractual incentives.Research limitations/implicationsThe study demonstrates that the interplay of contracting and learning is an important means of achieving supply chain alignment. Supply chain alignment is seen as a process, rather than as a state. It does not happen automatically or instantaneously, nor is it unidirectional. Rather, it is a discontinuous process triggered by episodic events that requires interactive work and learning.Practical implicationsDevelopment of performance contracting capabilities entails learning how to refine performance incentives and their framing to trigger positive responses from supply chain counterparts.Originality/valueThe paper addresses supply chain alignment as a process. Accordingly, it stresses some important features of supply chain alignment.

PurposeA growing body of literature has begun to recognise that in the era of supply chain management it is important to look beyond the flexible factory to the flexible supply chain. This paper seeks to further our understanding of supply chain flexibility and provide a comprehensive review of the available literature.Design/methodology/approachPublished literature on supply chain flexibility has been considered. Where appropriate, additional insights have been obtained from related streams such as manufacturing flexibility, agility and supply chain responsiveness.FindingsMuch of the existing research has a limited definition of supply chain flexibility and describes flexibility simply as a reactive means to cope with uncertainty. Supply chain flexibility has emerged from the manufacturing flexibility literature and hence to date is largely confined to a manufacturing context (neglecting the role of services). Empirical research often takes the form of a cross‐sectional postal questionnaire conducted at the firm‐level that fails to explore the inter‐organisational components of supply chain flexibility.Originality/valueThe paper presents a timely review of the available literature and provides a more complete definition of flexibility in the context of supply chains. It is argued that future empirical research should approach research design from a network perspective, treating the supply chain as the unit of analysis, in order to develop a more complete understanding of the effects of flexibility across the whole supply chain. The paper also explores combining a flexible supply chain strategy with proactive means of reducing unwanted supply chain uncertainty, focusing on the roles of supply chain design, supply chain collaboration and inter‐organisational information systems.

Examines the manufacturing strategy framework developed by Hill and its development, comparing it to work in manufacturing strategy and other related fields. Discusses Hill's distinctive concepts of order‐winning criteria and order‐qualifying criteria. Also raises issues relating to manufacturing strategy more generally. Concludes that strategy is now about the very ability to change, not just about choosing the "right" change to make.

This paper reports empirical evidence of the implementation patterns of JIT purchasing developed by the Spanish auto components industry. An analytical framework distinguishing between operational practices, inherent in JIT environments, and complementary practices, characteristic of partnership sourcing arrangements, is proposed and used to guide the study of a sample of 150 manufacturers. Three stages of implementation are identified and the analysis of companies at each stage reveals that size and international presence are key factors. Furthermore, there seem to exist important synergies between JIT purchasing practices which make a holistic implementation more beneficial than the isolated introduction of selected practices.

Reviews literature from manufacturing strategy, flexibility, agile manufacturing, and aspects of industrial marketing and highlights fragmented and inadequate treatment of fundamental issues relating to product customisation. Through synthesis of the literature and the analysis of four case studies – in the manufacture of fork‐lift trucks, electro‐mechanical devices, small telecommunications systems and stationery products respectively – presents a novel model of the customisation process. Identifies typologies of customisation problem‐solving situations and custom‐build option types. Demonstrates the importance of the relationship between the degree of design activity and volume of manufacture, and of the distinction between products that are custom‐built from options, and those that involve some custom‐designed elements. Proposes a range of potential roles for customised products to support management decision making in the selection of appropriate business activities.

Purpose
The purpose of this paper is to explore intra-firm coordination in temporary organizations (TOs). Specifically, it identifies and explains how operational coordination evolves over time in a particular TO: the 2016 Olympic Games Organizing Committee.


Design/methodology/approach
This is an immersive case study based on qualitative analysis and longitudinal fieldwork, which allowed the observation of operational coordination in real time. The main sources of data are participant observation, semi-structured interviews, and internal documents of the TO.


Findings
The findings suggest that operational coordination in TOs dealing with multiple and decentralized operations takes place through the combination of both formal and informal coordination mechanisms. Further analysis indicates a contingency logic in using these mechanisms, shaped by the presence of specific coordination challenges in different phases of work. Three main aspects influencing coordination are explored. First, it is suggested that TOs are inherently "hybrid." That is, they comprise enduring as well as temporary and centralized as well as decentralized elements. These elements change over time. Second, a formal transition phase is explored: "venueization" – a phase between planning and operation in which centralized structural elements and processes are translated to operational units. Third, since TOs present emergence and dynamism, and related challenges across various phases of work, coordination is arguably contingent on the phase of the project.


Research limitations/implications
Although the findings are limited to a particular empirical context, this paper offers theoretically new insights concerning the hybrid nature of processes in TOs, the contingent use of complementary coordination mechanisms, and the importance of the venueization phase, and provides a basis for future research into operational coordination in TOs.


Practical implications
The findings can help practitioners understand and identify the challenges embedded in temporary contexts and develop coordination strategies accordingly.


Originality/value
This study explains how operational coordination takes place in TOs enabled by formal and informal mechanisms, which are contingently combined over time through particular coordination strategies.

PurposeThe purpose of this paper is to present an empirical study of supply chain flexibility, asking: what specific inter‐firm practices are used to achieve increased flexibility in buyer‐supplier pairs and in the wider supply chain or network, and how do these practices and effects interact?Design/methodology/approachThe approach taken is a qualitative study of a network of 16 inter‐related manufacturing companies. Semi‐structured face‐to‐face interviews with senior representatives from each company.FindingsA wide range of supply chain flexibility practices are identified, some confirming existing research, some additional. These are grouped into ten categories, and two over‐arching themes are found. First, firms use various forms of outsourcing and subcontracting to reduce their own need for internal flexibility. The second related insight is that, having externalised the need for flexibility, firms improve flexibility of the whole chain by engaging in committed relationships with counterparts. The authors term the ability to change counterparts "configuration flexibility" and the ability to change the timing, volume and design of supply "planning and control flexibility". Therefore, it is suggested that firms make complex trade‐offs between the two in the interest of achieving overall supply chain flexibility. These are presented in a model to allow for future refinement and testing.Research limitations/implicationsSupply chain flexibility is a strategic objective, but is not achieved by all members of supply chains aiming for as much flexibility as possible on all dimensions. The identification of the supply chain flexibility practices provides a starting point for further theoretical developments as well as for practice. In particular, further work is required to understand the interplay between the two types of flexibility identified.Originality/valueStudy of inter‐connected supply chains, model linking practices to performance, and the main notions of configuration and planning and control flexibilities.

PurposeThis paper proposes a new approach to operations and supply strategy in the light of recent developments in the analysis of the respective roles of products and services in delivering benefits to customers.Design/methodology/approachReviews and synthesises concepts from operations management (OM), marketing, economics and related areas. Examples of product and service combinations are considered, drawing attention to the ways in which services may be distinguished from products. An institutional basis for defining services is favoured over IHIP. A corollary of this is how services are made tradable: the modularity theory of the firm is used to do this. The paper then outlines, considers and compares various approaches to the combination of products and services: "service‐dominant logic", support services, product‐service systems, systems integration, performance‐based logistics, bundling and, finally, the notion of "the offering".FindingsIt is found that the notion of the business model is useful as an integrating concept. This focuses on four areas: network structure, how transactions are made, how revenue models and incentives interact and how capabilities are accessed. Implications for future research in OM are considered.Research limitations/implicationsHitherto, operations strategy (OS) has concentrated on intra‐firm capabilities, which is only part of one of the four areas identified. Therefore, an extensive agenda for research into inter‐firm capabilities and the other three areas identified is presented.Originality/valueThis is among the first papers in OM to break completely with IHIP as a basis for service definition and to work through the implications for OS. It is also the first to develop systematically an understanding of how the emerging concept of the business model can inform OM.

Machine learning algorithms, as one form of artificial intelligence, are significant for professional work because they create the possibility for some predictions, interpretations and judgements that inform decision-making to be made by algorithms. However, little is known about whether it is possible to transform professional work to incorporate machine learning while also addressing negative responses from professionals whose work is changed by inscrutable algorithms. Through original empirical analysis of the effects of machine learning algorithms on the work of accountants and lawyers, this paper identifies the role of accommodating machine learning algorithms in professional service firms. Accommodating machine learning algorithms involves strategic responses that both justify adoption in the context of the possibilities and new contributions of machine learning algorithms and respond to the algorithms' limitations and opaque and inscrutable nature. The analysis advances understanding of the processes that enable or inhibit the cooperative adoption of artificial intelligence in professional service firms and develops insights relevant when examining the long-term impacts of machine learning algorithms as they become ever more sophisticated.

PurposeTo empirically examine the usefulness and value of supply chain mapping (SC mapping), which has been neglected despite its importance in research and practice.Design/methodology/approachBased on three combined theoretical perspectives, we conducted a case study on a car manufacturer's managers mapping their downstream supply chain (SC). We conducted semi-structured interviews and a mapping exercise with them, followed by a focus group.FindingsWe find differences between individual and corporate SC maps and between how managers define the outbound SC, the SC map they draw and what they say when mapping. The three theoretical perspectives allow us to enrich SC mapping thinking. We focus on boundary objects to formulate propositions. SC mapping and maps are discussed with respect to contemporary SCs and SCM.Research limitations/implicationsBased on a single case study on one firm's outbound SC. Research could be expanded to the company's external partners and follow the development and use of maps in real time.Practical implicationsHighlights the usefulness and difficulties of SC mapping, for individuals and organisations. For the company, it opens avenues for further development and use of SC mapping to improve inter-functional and inter-organisational collaboration.Social implicationsConfirms the need for SC mapping competences in SCM and consequently the usefulness of teaching SC mapping courses in logistics and SCM programs.Originality/valueHighlights the usefulness of SC mapping and rekindles interest in SC mapping and maps in SCM. Introduces boundary objects into SCM research.

Policy interventions by governments to alter the structure of economic activity have either been dismissed or ignored by operations management (OM) scholars. However, in recent years, such 'industrial policy' measures have gained increasing support in developed economies, particularly in relation to manufacturing. This paper argues that contemporary manufacturing in high-cost economies is rooted in technological innovation. As such, it can be enhanced by industrial policy interventions that prevent systems failures in the process of turning technological innovation into commercially viable products. In particular, we argue that this can be achieved by establishing non-firm, intermediate research organizations and by other measures to change the institutional architecture of an economy. We disagree with claims in earlier OM literature that industrial policy is all but irrelevant to manufacturing firms and to OM. Instead, we argue that OM must broaden its conceptual scope so as to encompass active engagement with non-firm network participants such as government-supported intermediate research organizations, and that, as well as learning to be effective users of industrial policy, OM practitioners and academics should engage actively in the development of industrial policy. In this way, high-value, high-productivity manufacturing can be viable in high-cost economic environments.

PurposePrevious research suggests new service development (NSD) is characterized by less stable offerings, less formal processes and is more emergent than new product development. In face of these issues, it seems managers must concern themselves more with the management of the underlying resources. To understand this distinctive nature of NSD, this study aims to investigate the relationship between NSD and operations resources.Design/methodology/approachBuilding on the resource and capabilities perspective, a multiple case study was designed to investigate how the NSD is influenced by and reconfigures operations resources and capabilities. Data were collected in three providers of bespoke B2B services.FindingsThe paper proposes a model of NSD composed of three stages: emergence, accommodation and consolidation. This model describes the process that takes place when providers redeploy their operations resources and capabilities to implement emerging service ideas. The findings also show the challenges associated with the reconfiguration of operations resources and capabilities and with the reconciliation of the requirements of the existing and new services.Research limitations/implicationsThe paper looked at services successfully implemented in knowledge‐intensive SMEs. Other studies could explore these NSD processes in other contexts and initiatives that failed.Practical implicationsThe paper presents the risks and efforts involved in using existing resources to take advantage of emerging service ideas.Originality/valueThe model takes a fundamentally different perspective from many NSD models. It shifts the focus from managing the new service to managing the resources that underpin the evolving and emerging service ideas and offerings. This paper should interest people willing to understand the distinctive nature of NSD.