Presents a model for strategic selection of processes for benchmarking. The process selection methodology, which incorporates Saaty′s Analytical Hierarchy Process, starts with situation analysis, is followed by the differentiation of target customer wants, and concludes with the prioritization of the value chain processes to be benchmarked. The proposed methodology was implemented in a manufacturing setting. Sensitivity analysis was carried out to test the robustness of the results. The feedback from the managers who participated in the selection process confirmed the utility of this approach.
AbstractThis paper suggests a solution for validating an ANP model in multi‐channel retailing proposed by Salmani et al. (2018) through its application in the pet consumables industry. The purpose of the proposed ANP model is to develop a measurement for estimating the demand proportion attributed to each established sales channel. Utilizing an ANP model, channel selection customer criteria as well as the interrelations between channel structures in a multi‐channel setting are quantified. This paper applies a survey‐based study to collect data from random pet consumable customers. Using a compatibility measurement, per‐channel proportions of demand found by ANP are compared with actual data to examine the validity of the proposed model. The results of this study demonstrated the validity of the proposed ANP model applied in the pet consumables industry.
Presents a multicriteria approach to the ABC classification problem in inventory control. The proposed method, based on Saaty′s Analytic Hierarchy Process, rates items on both qualitative and quantitative criteria. Demonstrates the model through an example, using real data from the maintenance department stock room of a pharmaceutical company. A series of simulation experiments show how the resulting classification can benefit inventory control in this company.
The use of Analytical Hierarchy Process (AHP) is an effective way to deal with qualitative decision areas of operations management. Four published applications of AHP are briefly reviewed in forecasting, supplier selection, facility location, and choice of technology. Furthermore, four more potential applications are suggested in other areas of operations management, including product design, plant layout, maintenance frequency selection, and choice of logistic carrier. In addition, suggestions for other areas of research are discussed.
PurposeThe purpose of this paper is to examine the role of manufacturing leadership in enhancing manufacturing performance for different manufacturing configurations.Design/methodology/approachSurvey data collected from three levels of respondents in excess of 480, from 98 manufacturing units in the USA are used to test the study hypothesis using the cluster analysis and regression models.FindingsEffective leadership is positively associated with overall manufacturing performance beyond the fixed effects of organizational variables, such as competitive orientation and industry membership. The manufacturing leadership, however, does not seem to affect customer satisfaction.Research limitations/implicationsThe paper illustrates the use of behavioral theory of leadership in the context of managing operations with varying competitive orientations in different industries. Future research should, however, attempt to match different leadership practices/styles to different competitive orientations, and include employee characteristics, such as subordinates' prior experience, training, or skills that may influence the need for demonstrating the leadership practices differently for different competitive orientations.Practical implicationsAs manufacturers pursue a combination of priorities, their manufacturing managers need to use a gamut of effective leadership practices, such as planning, delegating, inspiring, etc. Manufacturers may also note that effective manufacturing leadership enhances performance on a host of measures, such as quality, timeliness, efficiency, etc. which are directly influenced by the manufacturing group. For measures, such as customer satisfaction, manufacturing leadership needs to be augmented by managing customer expectations and by being more flexible in accommodating customers' requirements.Originality/valueThis is the first study to deploy multiple respondents to simultaneously examine the effects of competitive orientation and leadership practices on manufacturing performance.
