Un estudio al impacto de las iniciativas de mejora de las cadenas de suministro y de fabricación en empresas que aplican MTO y MTS
Titulo:

Un estudio al impacto de las iniciativas de mejora de las cadenas de suministro y de fabricación en empresas que aplican MTO y MTS
.

Sumario:

Las empresas manufactureras tienen como objetivo mejorar los procesos internos y externos para incrementar la ventaja competitiva. Estos procesos incluyen prácticas de manufactura esbelta, de racionalización de proveedores y de integración logística. En este trabajo, se analizan estas prácticas y su impacto en el desempeño del negocio y, en particular, se exploran las diferencias entre las empresas que aplican make-to-order –MTO– y make-to-stock –MTS–, con los datos recolectados de 216 empresas manufactureras de Australia. En los resultados se encontró una clara diferencia del enfoque de mejora entre las empresas MTO y las MTS. Las MTO muestran un impacto significativo de la integración logística en el desempeño empresarial, pero no de las... Ver más

Guardado en:

Ingenierías USBMed

2027-5846

Anna Merdie, Ariel L. Lituve

UNIVERSIDAD DE SAN BUENAVENTURA

10.21500/20275846.256

2

2011-12-21

30

39

Colombia

Punto de desacoplamiento

prácticas de manufactura esbelta

integración logística

desempeño de negocio

racionalización de proveedores. Decoupling point

lean practices

logistics integration

business performance

rationalization of suppliers.

Revista Ingenierias USBmed - 2015

info:eu-repo/semantics/openAccess

http://purl.org/coar/access_right/c_abf2

id metarevistapublica_unisanbuenaventura_ingenieriasusbmed_57_article_256
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spelling Un estudio al impacto de las iniciativas de mejora de las cadenas de suministro y de fabricación en empresas que aplican MTO y MTS
Un estudio al impacto de las iniciativas de mejora de las cadenas de suministro y de fabricación en empresas que aplican MTO y MTS
Las empresas manufactureras tienen como objetivo mejorar los procesos internos y externos para incrementar la ventaja competitiva. Estos procesos incluyen prácticas de manufactura esbelta, de racionalización de proveedores y de integración logística. En este trabajo, se analizan estas prácticas y su impacto en el desempeño del negocio y, en particular, se exploran las diferencias entre las empresas que aplican make-to-order –MTO– y make-to-stock –MTS–, con los datos recolectados de 216 empresas manufactureras de Australia. En los resultados se encontró una clara diferencia del enfoque de mejora entre las empresas MTO y las MTS. Las MTO muestran un impacto significativo de la integración logística en el desempeño empresarial, pero no de las prácticas de manufactura esbelta y de racionalización de proveedores. La situación se revierte completamente para las empresas MTS que, aunque logran efectos significativos en las prácticas internas de manufactura esbelta y en la racionalización de proveedores, no lo logran en la integración logística. Además, que la distinción entre empresas MTO y MTS es importante cuando se analizan las iniciativas para mejorar las cadenas de fabricación y de suministro.
Anna Merdie, Ariel L. Lituve
Punto de desacoplamiento
prácticas de manufactura esbelta
integración logística
desempeño de negocio
racionalización de proveedores. Decoupling point
lean practices
logistics integration
business performance
rationalization of suppliers.
2
2
Núm. 2 , Año 2011 : Ingenierías USBMed
Artículo de revista
Journal article
2011-12-21T00:00:00Z
2011-12-21T00:00:00Z
2011-12-21
application/pdf
Universidad San Buenaventura - USB (Colombia)
Ingenierías USBMed
2027-5846
https://revistas.usb.edu.co/index.php/IngUSBmed/article/view/256
10.21500/20275846.256
https://doi.org/10.21500/20275846.256
spa
https://creativecommons.org/licenses/by-nc-sa/4.0/
Revista Ingenierias USBmed - 2015
30
39
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T. van der Vaart & D. P. van Donk. “A critical review of survey-based research in supply chain integration”. International Journal of Production Economics, Vol. 111, No. 1, pp. 42-55, 2008.
F. Sahin & E. P. Robinson. “Information sharing and coordination in make-to- order supply chains”. Journal of Operations Management, Vol. 23, No. 6, pp. 579-598, 2005.
G. Quesada et al. “Linking order winning and external supply chain integration strategies”. Supply Chain Management: An International Journal, Vol. 13, No. 4, pp. 296-303, 2008.
J. J. Chen & A. Paulraj. “Understanding supply chain management: critical research and a theoretical framework”. International Journal of Production Research, Vol. 42, No. 1, pp. 131-163, 2004.
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B. B. Flynn; B. Huo & X. Zhao. “The impact of supply chain integration on performance: A contingency and configuration approach”. Journal of Operations Management, Vol. 28, No. 1, pp. 58-71, 2010.
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T. Burns & G. M. Stalker. “The Management of Innovation”. Social Science Paperbacks, 1961.
L. Hendry. “Applying world class manufacturing to maketo- order companies: problems and solutions”. International Journal of Operations and Production Management, Vol. 18, No. 11, pp. 1086-1100, 1998.
W. L. Berry & T. Hill. “Linking systems to strategy”. International Journal of Operations and Production Management, Vol. 12, No. 1, pp. 3-15, 1992.
A. J. D’Alessandro & A. Baveja. “Divide and conquer: Rohm and Haas’ response to a hanging specialty chemicals market”. Interfaces, Vol 30, No. 6, pp. 1-16, 2000.
D. P. Van Donk. “Make to stock or make to order: the decoupling point in the food processing industries”. International Journal of Production Economics, Vol. 69, No. 2, pp. 297-306, 2001.
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J. A. Gonzalez-Benito. “A theory of purchasing’s contribution to business performance”. Journal of Operations Management, Vol. 25, No. 4, pp. 901-917, 2007.
V. R. Kannan & K. C. Tan. “Supplier selection and assessment: Their impact on business performance”. Journal of Supply Chain Management, Vol. 35, No. 4, pp. 11-21, 2002.
V. R. Kannan & K. C. Tan. “Just in time, total quality management, and supply chain management: understanding their linkages and impact on business performance”. The International Journal of Management Science, Vol. 33, No. 2, pp. 153-162, 2005.
E. D. Rosenzweig; A. V. Roth & J. W. Dean. “The influence of an integration strategy on competitive capabilities and business performance: an exploratory study of consumer products manufacturers”. Journal of Operations Management, Vol. 21, No. 4, pp. 437-456, 2003.
F. M. Tseng; Y. J. Chiu & J. S. Chen. “Measuring business performance in the high- tech manufacturing industry: A case study of Taiwan’s large-sized TFT-LCD panel companies”. The International Journal of Management Science, Vol. 37, pp. 686-697, 2009.
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R. Shah & P. T. Ward. “Defining and developing measures of lean production”. Journal of Operations Management, Vol. 25, No. 4, pp. 785-805, 2007.
J. L. Callen; C. Fader & I. Krinsky. “Just in time: a cross sectional plant analysis”. International Journal of Production Economics, Vol. 63, No. 3, pp. 277-301, 2000.
R. R. Fullerton & C. S. McWatters. “The production performance benefits from JIT implementation”. Journal of Operations Management, Vol. 19, No. 1, pp. 81-96, 2001.
M. Huson & D. Nanda. “The impact of just in time manufacturing on firm performance in the US”. Journal of Operations Management, Vol. 12, No. 3-4, pp. 297-310, 1995.
R. Germain. “The role of context and structure in radical and incremental logistics innovation adoption”. Journal of Business Research, Vol. 35, No. 2, pp. 117-127, 1996.
R. Germain & C. Droge. “The context, organizational design, and performance of JIT versus non JIT buying firms”. International Journal of Purchasing and Materials Management, Vol. 34, No. 2, pp. 12-18, 1998.
M. T. Frohlich & R. Westbrook. “Arcs of integration: an international study of supply chain strategies”. Journal of Operations Management, Vol. 19, No. 2, pp. 185-200, 2001.
A. Seidmann & A. Sundararajan. “The effects of task and information asymmetry on business process redesign”. International Journal of Production Economics, Vol. 50, No. 2-3, pp. 117-128, 1997.
A. De Toni & G. Nassimbeni. “Buyer-supplier operational practices, sourcing policies and plant performances: results of an empirical research”. International Journal of Production Research, Vol. 37, No. 3, pp. 597-619, 1999.
S. Li et al. “Development and validation of a measurement instrument for studying supply chain management practices”. Journal of Operations Management, Vol. 23, No. 6, pp. 618-641, 2005.
P. D. Berger: A. Gerstenfeld & A. Z. Zeng. “How many suppliers are best? A decision-analysis approach”. The International Journal of Management Science, Vol. 32, No. 1, pp. 9-15, 2004.
H. Yu; A. Z. Zeng & L. Zhao. “Single or dual sourcing: decision-making in the presence of supply chain disruption risks”. The International Journal of Management Science, Vol. 37, No. 4, pp. 788-800, 2009.
R. Narasimhan; S. Talluri & D. Mendez. “Supplier evaluation and rationalization via data envelopment analysis: an empirical examination”. Journal of Supply Chain Management, Vol. 37, No. 3, pp. 28-37, 2001.
R. Mason-Jones; B. Naylor & D. R. Towill. “Lean agile or leagile? Matching your supply chain to the marketplace”. International Journal of Production Research, Vol. 38, No. 17, pp. 4061-4070, 2000.
R. Krishnamurthy & C. A. Yauch. “Leagile manufacturing: a proposed corporate infrastructure”. International Journal of Operations and Productions Management, Vol. 27, No. 6, pp. 588-604, 2007.
M. Hallgren & J. Olhager. “Lean and agile manufacturing: external and internal drivers and performance outcomes”. International Journal of Operations and Production Management, Vol. 29, No. 10, pp. 976-999, 2009.
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https://revistas.usb.edu.co/index.php/IngUSBmed/article/download/256/170
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institution UNIVERSIDAD DE SAN BUENAVENTURA
thumbnail https://nuevo.metarevistas.org/UNIVERSIDADDESANBUENAVENTURA_COLOMBIA/logo.png
country_str Colombia
collection Ingenierías USBMed
title Un estudio al impacto de las iniciativas de mejora de las cadenas de suministro y de fabricación en empresas que aplican MTO y MTS
spellingShingle Un estudio al impacto de las iniciativas de mejora de las cadenas de suministro y de fabricación en empresas que aplican MTO y MTS
Anna Merdie, Ariel L. Lituve
Punto de desacoplamiento
prácticas de manufactura esbelta
integración logística
desempeño de negocio
racionalización de proveedores. Decoupling point
lean practices
logistics integration
business performance
rationalization of suppliers.
title_short Un estudio al impacto de las iniciativas de mejora de las cadenas de suministro y de fabricación en empresas que aplican MTO y MTS
title_full Un estudio al impacto de las iniciativas de mejora de las cadenas de suministro y de fabricación en empresas que aplican MTO y MTS
title_fullStr Un estudio al impacto de las iniciativas de mejora de las cadenas de suministro y de fabricación en empresas que aplican MTO y MTS
title_full_unstemmed Un estudio al impacto de las iniciativas de mejora de las cadenas de suministro y de fabricación en empresas que aplican MTO y MTS
title_sort un estudio al impacto de las iniciativas de mejora de las cadenas de suministro y de fabricación en empresas que aplican mto y mts
title_eng Un estudio al impacto de las iniciativas de mejora de las cadenas de suministro y de fabricación en empresas que aplican MTO y MTS
description Las empresas manufactureras tienen como objetivo mejorar los procesos internos y externos para incrementar la ventaja competitiva. Estos procesos incluyen prácticas de manufactura esbelta, de racionalización de proveedores y de integración logística. En este trabajo, se analizan estas prácticas y su impacto en el desempeño del negocio y, en particular, se exploran las diferencias entre las empresas que aplican make-to-order –MTO– y make-to-stock –MTS–, con los datos recolectados de 216 empresas manufactureras de Australia. En los resultados se encontró una clara diferencia del enfoque de mejora entre las empresas MTO y las MTS. Las MTO muestran un impacto significativo de la integración logística en el desempeño empresarial, pero no de las prácticas de manufactura esbelta y de racionalización de proveedores. La situación se revierte completamente para las empresas MTS que, aunque logran efectos significativos en las prácticas internas de manufactura esbelta y en la racionalización de proveedores, no lo logran en la integración logística. Además, que la distinción entre empresas MTO y MTS es importante cuando se analizan las iniciativas para mejorar las cadenas de fabricación y de suministro.
author Anna Merdie, Ariel L. Lituve
author_facet Anna Merdie, Ariel L. Lituve
topicspa_str_mv Punto de desacoplamiento
prácticas de manufactura esbelta
integración logística
desempeño de negocio
racionalización de proveedores. Decoupling point
lean practices
logistics integration
business performance
rationalization of suppliers.
topic Punto de desacoplamiento
prácticas de manufactura esbelta
integración logística
desempeño de negocio
racionalización de proveedores. Decoupling point
lean practices
logistics integration
business performance
rationalization of suppliers.
topic_facet Punto de desacoplamiento
prácticas de manufactura esbelta
integración logística
desempeño de negocio
racionalización de proveedores. Decoupling point
lean practices
logistics integration
business performance
rationalization of suppliers.
citationvolume 2
citationissue 2
citationedition Núm. 2 , Año 2011 : Ingenierías USBMed
publisher Universidad San Buenaventura - USB (Colombia)
ispartofjournal Ingenierías USBMed
source https://revistas.usb.edu.co/index.php/IngUSBmed/article/view/256
language spa
format Article
rights https://creativecommons.org/licenses/by-nc-sa/4.0/
Revista Ingenierias USBmed - 2015
info:eu-repo/semantics/openAccess
http://purl.org/coar/access_right/c_abf2
references J. P. Womack & D. T. Jones. “Lean Thinking”. Simon & Schuster, 1996.
J. B. Naylor; M. M. Naim & D. Berry. “Leagility: integrating the lean and agile manufacturing paradigms in the total supply chain”. International Journal of Production Economics, Vol. 62, No. 1–2, pp.107-18, 1999.
T. van der Vaart & D. P. van Donk. “A critical review of survey-based research in supply chain integration”. International Journal of Production Economics, Vol. 111, No. 1, pp. 42-55, 2008.
F. Sahin & E. P. Robinson. “Information sharing and coordination in make-to- order supply chains”. Journal of Operations Management, Vol. 23, No. 6, pp. 579-598, 2005.
G. Quesada et al. “Linking order winning and external supply chain integration strategies”. Supply Chain Management: An International Journal, Vol. 13, No. 4, pp. 296-303, 2008.
J. J. Chen & A. Paulraj. “Understanding supply chain management: critical research and a theoretical framework”. International Journal of Production Research, Vol. 42, No. 1, pp. 131-163, 2004.
P. R. Lawrence & J. W. Lorsch. “Organization and environment: managing differentiation and integration”. Harvard Business School Press, 1986.
J. D. Thompson. “Organizations in action: Social Science Bases of Administrative Theory”. McGraw-Hill, 1967.
R. Sousa & C. A Voss. “Contingency research in operations management practices”. Journal of Operations Management, Vol. 26, No. 6, pp. 697-713, 2009.
B. B. Flynn; B. Huo & X. Zhao. “The impact of supply chain integration on performance: A contingency and configuration approach”. Journal of Operations Management, Vol. 28, No. 1, pp. 58-71, 2010.
P. Joynt. “Contingency analysis for effective administration”. The International Journal of Management Science, Vol. 5, No. 4, pp. 425-435, 1977.
T. Burns & G. M. Stalker. “The Management of Innovation”. Social Science Paperbacks, 1961.
L. Hendry. “Applying world class manufacturing to maketo- order companies: problems and solutions”. International Journal of Operations and Production Management, Vol. 18, No. 11, pp. 1086-1100, 1998.
W. L. Berry & T. Hill. “Linking systems to strategy”. International Journal of Operations and Production Management, Vol. 12, No. 1, pp. 3-15, 1992.
A. J. D’Alessandro & A. Baveja. “Divide and conquer: Rohm and Haas’ response to a hanging specialty chemicals market”. Interfaces, Vol 30, No. 6, pp. 1-16, 2000.
D. P. Van Donk. “Make to stock or make to order: the decoupling point in the food processing industries”. International Journal of Production Economics, Vol. 69, No. 2, pp. 297-306, 2001.
A. Arreola-Risa & G. A. DeCroix. “Make-to-order versus make-to-stock in a production-inventory system with general production times”. IIE Transactions, Vol. 30, pp. 705-713, 1998.
A. Federgruen & Z. Katalan.“The impact of adding a make-to-order item to a make-to-stock system”. Management Science, Vol. 45, No. 7, pp. 980-994, 1999.
S. Rajagopalan. “Make to order or make to stock: model and application”. Management Science, Vol. 48, No. 2, pp. 241-256, 2002.
D. Gupta & S. Benjaafar. “Make-to-order, make-to-stock, or delayed product differentiation? A common framework for modeling and analysis”. IIE Transactions, Vol. 36, pp. 529-546, 2004.
J. A. Gonzalez-Benito. “A theory of purchasing’s contribution to business performance”. Journal of Operations Management, Vol. 25, No. 4, pp. 901-917, 2007.
V. R. Kannan & K. C. Tan. “Supplier selection and assessment: Their impact on business performance”. Journal of Supply Chain Management, Vol. 35, No. 4, pp. 11-21, 2002.
V. R. Kannan & K. C. Tan. “Just in time, total quality management, and supply chain management: understanding their linkages and impact on business performance”. The International Journal of Management Science, Vol. 33, No. 2, pp. 153-162, 2005.
E. D. Rosenzweig; A. V. Roth & J. W. Dean. “The influence of an integration strategy on competitive capabilities and business performance: an exploratory study of consumer products manufacturers”. Journal of Operations Management, Vol. 21, No. 4, pp. 437-456, 2003.
F. M. Tseng; Y. J. Chiu & J. S. Chen. “Measuring business performance in the high- tech manufacturing industry: A case study of Taiwan’s large-sized TFT-LCD panel companies”. The International Journal of Management Science, Vol. 37, pp. 686-697, 2009.
J. F. Krafcik. “Triumph of the lean production systems”. Sloan Management Review, Vol. 30, No. 1, pp. 41-52, 1988.
J. P. Womack; D. T. Jones & D. Roos. “The Machine that Changed the World: The Story of Lean Production”. New York: Simon & Schuster, 1990.
R. J. Schonberger. “Japanese production management: an evolution–with mixed success”. Journal of Operations Management, Vol. 25, No. 2, pp. 403-419, 2007.
S. Sakakibara; B. B. Flynn & R. G. Schroeder. “A framework and measurement instrument for just-in-time manufacturing”. Production and Operations Management, Vol. 2, No. 3, pp. 177-194, 1993.
R. Shah & P. T. Ward. “Lean manufacturing: context, practice bundles, and performance”. Journal of Operations Management, Vol. 21, No. 2, pp. 129-149, 2003.
R. Shah & P. T. Ward. “Defining and developing measures of lean production”. Journal of Operations Management, Vol. 25, No. 4, pp. 785-805, 2007.
J. L. Callen; C. Fader & I. Krinsky. “Just in time: a cross sectional plant analysis”. International Journal of Production Economics, Vol. 63, No. 3, pp. 277-301, 2000.
R. R. Fullerton & C. S. McWatters. “The production performance benefits from JIT implementation”. Journal of Operations Management, Vol. 19, No. 1, pp. 81-96, 2001.
M. Huson & D. Nanda. “The impact of just in time manufacturing on firm performance in the US”. Journal of Operations Management, Vol. 12, No. 3-4, pp. 297-310, 1995.
R. Germain. “The role of context and structure in radical and incremental logistics innovation adoption”. Journal of Business Research, Vol. 35, No. 2, pp. 117-127, 1996.
R. Germain & C. Droge. “The context, organizational design, and performance of JIT versus non JIT buying firms”. International Journal of Purchasing and Materials Management, Vol. 34, No. 2, pp. 12-18, 1998.
M. T. Frohlich & R. Westbrook. “Arcs of integration: an international study of supply chain strategies”. Journal of Operations Management, Vol. 19, No. 2, pp. 185-200, 2001.
A. Seidmann & A. Sundararajan. “The effects of task and information asymmetry on business process redesign”. International Journal of Production Economics, Vol. 50, No. 2-3, pp. 117-128, 1997.
A. De Toni & G. Nassimbeni. “Buyer-supplier operational practices, sourcing policies and plant performances: results of an empirical research”. International Journal of Production Research, Vol. 37, No. 3, pp. 597-619, 1999.
S. Li et al. “Development and validation of a measurement instrument for studying supply chain management practices”. Journal of Operations Management, Vol. 23, No. 6, pp. 618-641, 2005.
P. D. Berger: A. Gerstenfeld & A. Z. Zeng. “How many suppliers are best? A decision-analysis approach”. The International Journal of Management Science, Vol. 32, No. 1, pp. 9-15, 2004.
H. Yu; A. Z. Zeng & L. Zhao. “Single or dual sourcing: decision-making in the presence of supply chain disruption risks”. The International Journal of Management Science, Vol. 37, No. 4, pp. 788-800, 2009.
R. Narasimhan; S. Talluri & D. Mendez. “Supplier evaluation and rationalization via data envelopment analysis: an empirical examination”. Journal of Supply Chain Management, Vol. 37, No. 3, pp. 28-37, 2001.
R. Mason-Jones; B. Naylor & D. R. Towill. “Lean agile or leagile? Matching your supply chain to the marketplace”. International Journal of Production Research, Vol. 38, No. 17, pp. 4061-4070, 2000.
R. Krishnamurthy & C. A. Yauch. “Leagile manufacturing: a proposed corporate infrastructure”. International Journal of Operations and Productions Management, Vol. 27, No. 6, pp. 588-604, 2007.
M. Hallgren & J. Olhager. “Lean and agile manufacturing: external and internal drivers and performance outcomes”. International Journal of Operations and Production Management, Vol. 29, No. 10, pp. 976-999, 2009.
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