Lamming, R., Johnsen, T., Zheng, J.

Lamming, R., Johnsen, T., Zheng, J., and Harland, C. (2000). ‘An initial classification of supply networks’ International Journal of Operations and Production Management, 20: 675-691.

This practical paper explores how supply networks of different types can be managed. Since networks tend to cross sector boundaries, these authors argue for a contingent approach to network management based upon product distinctions rather than sectoral characteristics. Following Harland (1996) supply networks are defined as ‘sets of supply chains, describing the flow of goods and services from original sources to end customers (p.676). Drawing upon existing supply chain categories and the strategic management literature that relates to innovation, a new supply network categorisation based on product type is proposed. These authors extend Fisher’s (1997) innovation: functional supply chain dichotomy, arguing for a contingent approach to supply network management based on 3 product-related aspects namely, the degree of product innovation, product uniqueness and product complexity. Two distinct supply network types are identified: those for innovative-unique (rare exceptions to the common offer) and functional products. Several key management differences are identified: the nature of information and knowledge sharing, the relative emphasis on cost, service, quality and innovation and network complexity. Complex product networks exhibited broader upstream networks, though each component may have few suppliers with single/dual sourcing preferred. In downstream network structures, information management was difficult and investments in IT to coordinate material flows were common. The supply networks of less complex products tended to be dominated by a single or small number of companies. A high degree of information secrecy was found in innovative unique networks. Strategic priorities and network structures were affected. These networks were found also to emphasis quality and innovation, as opposed to functional networks where cost and service were more important.

Kết quả (Anh) 1:

Lamming, r., Johnsen, t., Zheng, j., and Harland, c. (2000). ' An initial classification of supply networks ' International Journal of Operations and Production Management, 20:675-682.This practical paper explores how supply networks of different types can be managed. Since networks tend to cross sector boundaries, these authors argue for a contingent approach to network management based upon product distinctions rather than sectoral characteristics. Following Harland (1996) supply networks are defined as ' sets of supply chains, describing the flow of goods and services from original sources to end customers (p. 676). Drawing upon existing supply chain categories and the strategic management literature that relates to innovation, a new supply network categorisation based on product type is proposed. These authors extend Fisher's (1997) innovation: functional supply chain dichotomy, arguing for a contingent approach to supply network management based on three product-related aspects namely, the degree of product innovation, the product uniqueness and product complexity. Two distinct supply network types are identified: those for innovative-unique (rare exceptions to the common offer) and functional products. Several key management differences are identified: the nature of information and knowledge sharing, the relative emphasis on cost, service, quality and innovation and network complexity. Complex product networks exhibited broader upstream networks, though each component may have few suppliers with single/dual sourcing preferred. In downstream network structures, information management was difficult and investments in IT to coordinate material flows were common. The supply networks of less complex products tended to be dominated by a single or small number of companies. A high degree of information secrecy was found in innovative unique networks. Strategic priorities and network structures were affected. These networks were found also to emphasis quality and innovation, as opposed to functional networks where cost and service were more important.

Kết quả (Anh) 2:

Lamming, R., Johnsen, T., Zheng, J., and Harland, C. (2000). 'An initial classification of supply networks' International Journal of Operations and Production Management, 20: 675-691.

This paper explores how practical supply networks can be managed types of khác. Since networks Tend to cross sector boundaries, những authors Argue for a Contingent approach to network management product based upon distinctions thay Sectoral Characteristics. Following Harland (1996) supply networks are defined as' sets of supply chains, describing the flow of Goods and services to end customers table from original sources (p.676). Drawing upon existing categories and the Strategic supply chain management có relates to innovation literature, a new supply network based on product type categorisation is proposed. These authors extend Fisher's (1997) innovation: functional supply chain dichotomy, arguing for a Contingent to supply network management approach based on product-related aspects 3 namely, the degree of product innovation, product uniqueness and product compLexity. Two distinct types are Identified supply network: những for Innovative-unique (rare exceptions to the common offer) and functional products. Identified key management vài Hiệu are: the nature of the information and knowledge sharing, the relative emphasis on cost, service, quality and innovation and network compLexity. Broader product exhibited Complex networks upstream networks, though each component suppliers có ít with single / dual sourcing preferred. In downstream network structures, information management and Investments in IT was difficult to Coordinate common là material flows. The supply networks of less complex products tended to be dominated by a single or small number of companies. A high degree of information was found in Innovative unique Secrecy networks. Strategic Priorities and network structures tác là. These networks were found to emphasis quality and innovation cũng, As opposed to functional networks là where cost and service more important.