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  • 1
    Electronic Resource
    Electronic Resource
    The contribution of quality to business performance (1996)
    Bingley : Emerald
    International journal of operations & production management 16 (1996), S. 44-62 
    Details
    ISSN: 0144-3577
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Quality is consistently listed as one of manufacturing's top competitive priorities and has become a prerequisite for success in the global marketplace. Quality helps a firm gain a competitive advantage by delivering goods to the marketplace that meet customer needs, operate in their intended manner, and continuously improve quality dimensions in order to "surprise and delight" the customer. While quality's significance has been emphasized for years, the contribution of quality to business performance has been largely unexplored. Results of a survey sent to the furniture industry show that quality dimensions - especially design quality and product improvement - are highly correlated with business performance. Quality remains the foundation of competitive advantage, even if a firm's short-term attention has drifted to speed-to-market, cost reduction and other concerns.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01443579610125778
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  • 2
    Electronic Resource
    Electronic Resource
    An empirical study of time-based competition in the North American automotive supplier industry (1999)
    Bingley : Emerald
    International journal of operations & production management 19 (1999), S. 1010-1034 
    Details
    ISSN: 0144-3577
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The importance of responding to time-based competitive pressures has prompted US manufacturers to emphasize time-based performance and deploy strategic action programs aimed at cycle time reduction. This study examines time-based competition among first tier suppliers to the Big Three in North America. A comprehensive set of time-based performance measures is defined and time-related action programs associated with world class manufacturing strategies are identified. Relationships between time-related action programs, time-based performance, and overall firm performance are examined. The study shows that time-based performance significantly affects overall firm performance and that manufacturing lead time is especially critical in the automotive industry. The study also identifies strategic action programs that result in improved performance on various dimensions of time-based performance.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01443579910287055
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  • 3
    Electronic Resource
    Electronic Resource
    An empirical analysis of the competitive dimensions of quality performance in the automotive supply industry (2000)
    Bingley : Emerald
    International journal of operations & production management 20 (2000), S. 386-403 
    Details
    ISSN: 0144-3577
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper examines the competitive dimensions of quality for first tier suppliers in the automotive industry. A theoretically relevant set of quality variables is identified from the literature. The results of a factor analysis show that quality is a two dimensional construct in the automotive supply industry. The core dimensions of quality are: product quality, which is primarily focused on design superiority and performance of the physical product; and service quality, which comprises both pre- and post-sale service. The study reveals that both product quality and service quality are related to overall firm performance, regardless of whether asset based, investment based, or market based measures are used.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01443570010308121
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  • 4
    Electronic Resource
    Electronic Resource
    The effects of information system infrastructure and process improvements on supply-chain time performance (2000)
    Bingley : Emerald
    International journal of physical distribution and logistics management 30 (2000), S. 314-330 
    Details
    ISSN: 0960-0035
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: An empirical study of 57 top-tier suppliers to the North American automotive industry examined the direct and complementary effects of information system infrastructure (ISI) and process improvements on time-based performance. The results show that the three dimensions of ISI - design-manufacturing integration (DMI), manufacturing technology (MT), and information technology (IT) - directly influenced at least one dimension of time-based performance. For example, DMI influenced manufacturing lead time, MT influenced new product development time, and IT influenced customer responsiveness. Process improvement also directly influenced supply-chain time performance. Finally, ISI and process improvement had a positive and complementary effect on time-based performance. Specifically, the IT factor along with process improvement variables (standardization and concurrent engineering) had a complementary and significant positive influence on time-based performance. The findings strongly support the idea of joint deployment of information system infrastructure and process improvement to streamline cycle time performance in a supply chain.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09600030010326082
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  • 5
    Electronic Resource
    Electronic Resource
    Boundary-spanning interfaces between logistics, production, marketing and new product development (1997)
    Bingley : Emerald
    International journal of physical distribution and logistics management 27 (1997), S. 350-369 
    Details
    ISSN: 0960-0035
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Investigates performance relationships for interfunctional process integration and specific logistics interface capabilities. The results indicate that competitive advantage is more likely to emanate from interfunctional process integration than individual function (sub) optimization. Also identifies logistics' unique role as a boundary-spanning interface between marketing, production, and new product development, as a potential source of competitive advantage. In terms of overall business performance, logistics followed by new product development are shown to have the greatest impact on profitability and growth. Further, logistics interface capabilities of customer service and logistics quality have the greatest independent impacts on business performance. In total these results imply that logistics, new product development, and demand-management capabilities may provide firms with that extra competitive edge which shows up in "bottom line" performance. States that the relatively neglected areas of logistics boundary spanning and production customer service also deserve attention.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09600039710175921
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  • 6
    Electronic Resource
    Electronic Resource
    Boundary spanning interfaces between logistics, production, marketing and new product development (1996)
    Bingley : Emerald
    International journal of physical distribution and logistics management 26 (1996), S. 43-62 
    Details
    ISSN: 0960-0035
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Investigates performance relationships for interfunctional process integration and specific logistics interface capabilities. The results indicate that competitive advantage is more likely to emanate from interfunctional process integration rather than individual function (sub) optimization. Logistics' unique role as a boundary spanning interface between marketing, production, and new product development, is also identified as a potential source of competitive advantage. In terms of overall business performance, logistics followed by new product development are shown to have the greatest impact on profitability and growth. Further, logistics interface capabilities of customer service and logistics quality have the greatest independent impacts on business performance. In total, these results imply that logistics, new product development, and demand-management capabilities may provide firms with that extra competitive edge which shows up in "bottom-line" performance. States that the relatively neglected areas of logistics boundary spanning and production customer service also deserve attention.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09600039610128267
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