Suchergebnisse

Explains that globalization and new manufacturing technologies have been generating a new kind of product competition based on the ability of the producer to offer the most suitable product for each individual market. In this new environment, the relationship between short‐term logistical decisions taken within manufacturing and business performance becomes increasingly strong. This relationship can also be complex, owing to the large number of variables and trade‐offs within the decision process. Manufacturing managers must be aware of the strategic consequences of their daily short‐term decisions but they also need proper management tools to support this decision process. Discusses the concept of short‐term strategic management and how this can be used to guide the development of manufacturing management tools for mass customized industries. Argues that manufacturing management systems can act as a link between short‐term decisions and the business strategy objectives.

A definition recently proposed by the Institute of Logistics states that: "Logistics is the time‐related positioning of resources". Experience indicates that major benefits can be derived by focusing on the effective management of the key resources of the business. The key to success involves understanding what constitutes best practice in management of these resources with respect to time and how this can be applied, given the unique characteristics of a particular business. By viewing logistics as a time‐based strategy many benefits can be obtained. Presents an overview of the strategic issues based on experience with partner companies at the Warwick Manufacturing Group, University of Warwick. Discusses the tools and measures used for re‐engineering the supply chain through the use of time, and gives a brief example demonstrating the success of this approach.