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How Modular Production can Contribute to Integration in Inbound and Outbound Logistics
11 references·3 citing·42 second hop
How Modular Production can Contribute to Integration in Inbound and Outbound Logistics (1998)How Modular Production can Contribute to …Managing in an age of modularity (2013)Managing in an age of modular…Exploiting the virtual value chain (1999)Exploiting the virtual value …The effects of purchased parts commonality on manufacturing lead time (1997)The effects of purchased part…Are automobiles the next commodity (1996)Are automobiles the next comm…Mass customization: Implementing the emerging paradigm for competitive advantage (1995)Mass customization: Implement…Capturing the value of supplementary services (1995)Capturing the value of supple…Business Process Re‐engineering (1994)Business Process Re‐engineeri…Logistics Strategies for Global Businesses (1993)Logistics Strategies for Glob…BUSINESS PROCESS REENGINEERING (1993)BUSINESS PROCESS REENGINEERINGProduct development performance: strategy, organization, and management in the world auto industry (1991)Product development performan…Aggregate Safety Stock Levels and Component Part Commonality (1982)Aggregate Safety Stock Levels…Implications of interface management for modularity degree (2013)Implications of interface man…Design of closed‐loop supply chain and product recovery management for fast‐moving consumer goods (2010)Design of closed‐loop supply …Cooperation and conflict in modular production and supplier parks: the case of Volvo Cars' modular assembly system (2006)Cooperation and conflict in m…Reengineering Work: Don’t Automate, Obliterate (1990)Process innovation: reengineering work through information technology (1993)Reengineering the Corporation (1993)Re-engineering is dead; Long live re-engineering (1997)Revolution or 30-year fad? A role for I-O psychology in Lean management (2019)Measuring the impact of circular economy performance on financial performance: The moderating role of stakeholder engagement (2024)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology (1992)A Dynamic Theory of Organizational Knowledge Creation (1994)Strategic flexibility in product competition (1995)Theory and research in strategic management: Swings of a pendulum (1999)Location, control and innovation in knowledge-intensive industries (2008)Introduction to simulation and SLAM II (1979)An empirical test of inventory, service and cost benefits from a postponement strategy (2006)Critical success factors in managing modular production design: Six company case studies in Hong Kong, China, and Singapore (2011)Order Management in the Customization‐Responsiveness Squeeze* (2012)Time – The Next Source of Competitive Advantage (2012)World Class Manufacturing (2019)THE MEASUREMENT AND OPERATING BENEFITS OF COMPONENT PART COMMONALITY (1981)Kanban, MRP, and Shaping the Manufacturing Environment (1987)Make-to-order, make-to-stock, or delay product differentiation? A common framework for modeling and analysis (2004)Tourism supply chain management: A new research agenda (2009)THE GLOBALIZATION OF MARKETS (1983)Organizations: New Concepts for New Forms (1986)Competition in Global Industries (1988)International operations management research (2000)Reverse logistics in the electronic industry of China: a case study (2009)Combined DEMATEL technique with hybrid MCDM methods for creating the aspired intelligent global manufacturing & logistics systems (2011)Dynamic capabilities and strategic management (1997)The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits (1999)Dynamic capabilities: what are they? (2000)Information enrichment: designing the supply chain for competitive advantage (1997)BPR implementation process: an analysis of key success and failure factors (1999)Business Process Reengineering A review of recent literature (1999)Exploring the Implications of the Internet for Consumer Marketing (1997)Investments in Consumer Relationships: A Cross-Country and Cross-Industry Exploration (2001)Value creation in E‐business (2001)Self-Service Technologies: Understanding Customer Satisfaction with Technology-Based Service Encounters (2000)The Relative Importance of Perceived Ease of Use in IS Adoption: A Study of E-Commerce Adoption (2000)THE INCIDENT COMMAND SYSTEM: HIGH-RELIABILITY ORGANIZING FOR COMPLEX AND VOLATILE TASK ENVIRONMENTS. (2001)Toward a Comparative Institutional Analysis (2002)Global supply chain risk management strategies (2008)
this work references cited by second hop

References

  • 1991Product development performance: strategy, organization, and management in the world auto industry2,389 cited
  • 2013Managing in an age of modularity1,113 cited
  • 1999Exploiting the virtual value chain1,059 cited
  • 1995Capturing the value of supplementary services770 cited
  • 1995Mass customization: Implementing the emerging paradigm for competitive advantage615 cited
  • 1993BUSINESS PROCESS REENGINEERING528 cited
  • 1982Aggregate Safety Stock Levels and Component Part Commonality211 cited
  • 1993Logistics Strategies for Global Businesses158 cited
  • 1997The effects of purchased parts commonality on manufacturing lead time46 cited
  • 1994Business Process Re‐engineering42 cited
  • 1996Are automobiles the next commodity19 cited

Cited by

  • 2010Design of closed‐loop supply chain and product recovery management for fast‐moving consumer goods35 cited
  • 2006Cooperation and conflict in modular production and supplier parks: the case of Volvo Cars' modular assembly system13 cited
  • 2013Implications of interface management for modularity degree7 cited

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