Information requirements for managerial decisions in manufacturing

Kongkiti Phusavat · Rapee Kanchana · Binshan Lin

11 citations0/0 files storedBusiness Process Management Journal

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Quality and Supply Management Accounting and Organizational Management Information Technology Governance and Strategy

Abstract

Purpose The study is based on the need to improve a management process, especially the linkage between strategies, and performance measurement and analysis. This need concentrates on understanding information requirements in order to ensure high quality of managerial decisions. This study aims to develop an information‐requirement baseline when considering manufacturing and supplier‐selection strategies. The focus of this study is on selecting a supplier to provide transportation services for a manufacturer. Design/methodology/approach The study collects the opinions given by eight top executives from three high‐performance manufacturers in Thailand. The survey has three parts: strategic objectives for manufacturing operations, supplier‐selection strategies, and possible business performance areas to be impacted. It uses a five‐point scale from 1 (least importance) to 5 (extremely important). The correlation analysis was applied. Findings There are altogether eight alignments reflecting positive interrelationships between manufacturing and supplier‐selection strategies. Each alignment indicates performance information needed. For examples, top executives express the need to have information on profitability, customer relation, and quality of work life under the following circumstance – management representing a strategic criterion for supplier selection and quality reflecting a manufacturing strategy. Practical implications The development of this baseline appears to be helpful in prioritizing the agendas of a meeting as well as time and cost for preparing management reports. The management process would be strengthened due to better information that corresponded to strategies. Originality/value The study highlights the need to link between information requirements and strategies. This highlight enhances the research in the areas of a management process.

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References

1985Restoring Our Competitive Edge: Competing through Manufacturing.2000Manufacturing strategy in context: environment, competitive strategy and manufacturing strategy 2002COMPETITIVE PRIORITIES: INVESTIGATING THE NEED FOR TRADE‐OFFS IN OPERATIONS STRATEGY 1990The New Performance Challenge: Measuring Operations for World-Class Competition 2002Supplier Selection and Assessment: Their Impact on Business Performance 2006Effects of supply chain management practices, integration and competition capability on performance 1999The Impact of Supplier Selection Criteria and Supplier Involvement on Manufacturing Performance 1989Planning and Measurement in Your Organization of the Future

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