Problem discussion: When different companies join into triadic relationships it is important that the relationships are managed properly. Findings have indicated that components for a successful relationship are high level of trust and commitment, risk/reward sharing, joint planning. To improve a triadic relationship, the actors have to measure the overall performance. In the triadic relationship that we have investigated there is obvious problems with information sharing and measure the same variables regarding delivery performance. Research Question: How can delivery performance be measured in order to adapt it to a triadic relationship? Objective: Our objective is to describe delivery performance as well as explain and adapt it to a triadic relationship. Conclusions: Delivery performance Almost every customer in our questionnaire thinks it is important to measure delivery performance. We claim it is of great importance for a triad to create a common method to measure delivery performance, where every actor knows when, where and how to measure. The criterion for effective KPIs are to measure the overall supply chain performance rather than the performance of an individual chain member. That is why we claim the best way of getting better information about how the 3PL provider perform should be integrated in the measurement of the overall delivery performance of the triad. The most efficient way to measure the 3PL providers’ performance is the 3PL provider uses a scanning system and reports the measurements to SCA. The actors within the triad must also measure the delivery performance in financial and non financial terms. It is important for the triad to have the same perceptions regarding split deliveries, delivery window, dependability and flexibility. If the actors use the same method to measure delivery performance, the measurements will be reliable and useful for all actors within the triad. Triadic Relationship We claim that information sharing is very important. The studied triadic relationships show that if a supplier should measure what is important they have to know what is important for their customers. Another important aspect for the supplier is to have information about how the customers perceive the delivery performance. To be able to have a good service quality all service gaps should be analysed and closed. To be able to close the service gaps regarding delivery performance in a triadic relationship, information sharing is the key. There have to be collaboration between the different actors of the triad. Important tools to use if this should be possible are connected computer systems and shared information between all actors.

<p>Problem discussion:</p><p>When different companies join into triadic relationships it is important that the relationships are managed properly. Findings have indicated that components for a successful relationship are high level of trust and commitment, risk/reward sharing, joint planning. To improve a triadic relationship, the actors have to measure the overall performance. In the triadic relationship that we have investigated there is obvious problems with information sharing and measure the same variables regarding delivery performance.</p><p>Research Question:</p><p>How can delivery performance be measured in order to adapt it to a triadic relationship?</p><p>Objective:</p><p>Our objective is to describe delivery performance as well as explain and adapt it to a triadic relationship.</p><p>Conclusions:</p><p>Delivery performance</p><p>Almost every customer in our questionnaire thinks it is important to measure delivery performance. We claim it is of great importance for a triad to create a common method to measure delivery performance, where every actor knows when, where and how to measure. The criterion for effective KPIs are to measure the overall supply chain performance rather than the performance of an individual chain member. That is why we claim the best way of getting better information about how the 3PL provider perform should be integrated in the measurement of the overall delivery performance of the triad. The most efficient way to measure the 3PL providers’ performance is the 3PL provider uses a scanning system and reports the measurements to SCA. The actors within the triad must also measure the delivery performance in financial and non financial terms. It is important for the triad to have the same perceptions regarding split deliveries, delivery window, dependability and flexibility. If the actors use the same method to measure delivery performance, the measurements will be reliable and useful for all actors within the triad.</p><p>Triadic Relationship</p><p>We claim that information sharing is very important. The studied triadic relationships show that if a supplier should measure what is important they have to know what is important for their customers. Another important aspect for the supplier is to have information about how the customers perceive the delivery performance.</p><p>To be able to have a good service quality all service gaps should be analysed and closed. To be able to close the service gaps regarding delivery performance in a triadic relationship, information sharing is the key. There have to be collaboration between the different actors of the triad. Important tools to use if this should be possible are connected computer systems and shared information between all actors.</p>

The challenge to the construction industry in the United Kingdom (UK) to improve its performance in the delivery of projects to levels more acceptable to clients continues to receive attention from both industry and academia. This is because recommendations of past industry reports and research have not been able to address the fragmented approach to project delivery, often cited as the primary cause of the industry's poor performance, and the resulting unreliable delivery times and cost overruns. Effective integration of the delivery team could improve team cultures and attitudes, and encourage the collaborative working necessary for improved project delivery performance. This research aims to develop a framework for improving the integration of the project delivery team necessary for a more effective teamwork environment. The thesis begins with a review of the literature on project delivery and the concepts of team, teamwork and integration for performance improvement in multi-disciplinary environments. It explores, through interviews, how leading construction project managers have engendered and managed the integration of teams in large projects. A framework of working practices for improving the integration is developed from three live case studies. The framework is validated through industry-based workshops. Exploratory interviews, conducted in the first phase of the research process provided empirical evidence of how integration could act as a means of improving teamwork. The results highlighted that parties that make up the delivery team operated within organisationally defined boundaries but acknowledged that working together would yield better results. The extent of their integration was influenced by team practices and the procurement approach. The Design and Build system provided the most conducive environment for team integration. Case studies, conducted in the second phase of the research, concluded that integration was more effective within individual organisations and was influenced within the project delivery team by its structure and processes, work environment and culture. These issues had received attention individually, but this research established that they were interrelated. It proposes the comprehensive and structured approach to ensure effective integration. The framework developed within the research provides project leaders with a holistic and structured approach for achieving efficient teamwork through the appropriate integration of the project delivery team throughout the construction period. Such knowledge is necessary for achieving any meaningful improvements in how the project delivery team works together as a single unit.

This research explores the effect of proposed management policies and related structures on the dynamics of value streams, particularly under demand instability. It relies on methods from the systems thinking and modeling literature and was designed to fulfill three main objectives. Objective 1: Provide insight into the causes of problematic behavior in traditional value streams. Objective 2: Identify modes of demand behavior suitable for pull-based systems operation. Objective 3: Propose and test alternative value stream management policies and structures. The achievement of objectives 1 and 3 required the fulfillment of both a hypothetical and a real case. The hypothetical case was designed to describe the problem and improvement alternatives in generic terms, whereas the real case served to contextualize the main generic modeling elements in a real world situation, thus serving as an illustrative example. The research approach was one based on system dynamics modeling and simulation methodologies that reflect the scientific method. Three alternative policies were created and tested. Policy 1: a decision rule for altering the number of kanbans in circulation at the protective decoupling inventory during production cycles. Policy 2: a decision rule for defining the amount of demand to include in value stream schedules. Policy 3: a decision rule for setting a purposefully unbalanced downstream production capacity. The results suggest a benefit from the combined use of Policies 2 and 3 in the face of sudden demand peaks. Policy 1 is expected to provide minor benefits but also significantly increase the risk of upstream instability and therefore its use is not recommended. This study provides a causality perspective of the structure of value streams, and gives enterprise engineers new insights into the state-of-the-art in value stream design. / Ph. D.

Research has validated the contribution of information sharing to performance improvement. It has also suggested that flexibility is a highly important competitive priority for those companies where demand is volatile. Several studies argue that flexibility has been recognized as a key enabler for supply chain responsiveness. However, the impact of information sharing on supplier flexibility is still unexplored, especially for the companies that operate in agile business environments such as in the automotive industry where flexibility is a strategic requirement to manage demand uncertainty. In agile supply chains, such as in the automotive industry, information sharing can play an important role in responding to demand variability. In such settings, the demand volumes generally fluctuate, and hence create production-scheduling problems for the upstream suppliers such as first-tier suppliers. Interestingly, the impact of demand fluctuations on suppliers is higher than that of Original Equipment Manufacturers (OEMs). The aim of this doctoral thesis is to investigate the role of information sharing between OEMs and first-tier suppliers, in enhancing supplier flexibility. Particularly, the research focuses on exploring the relationship between sharing demand schedules and inventory data, and volume and delivery flexibility. The questions on whether information sharing between OEMs and first-tier suppliers affect supplier flexibility remain unanswered. The following research questions have emerged:  RQ1: How does information sharing between OEMs and first-tier suppliers affect the latter's responsiveness to fluctuating demand? RQ2: What is the relationship between information sharing of OEMsʼ demand forecasts and inventory data, and suppliers’ volume and delivery flexibility? RQ3: What factors should OEMs consider to improve the sharing of demand forecasts with suppliers? The empirical part of this thesis comprises three individual studies that constitute the empirical foundations of the research problem. Each study analyzes one research question using its own methodological approach. Hence, different research methods for collecting and analyzing data were used to address the research questions. Applying different research methods is deemed advantageous because it allows for methodological rigorousness in this doctoral thesis. This thesis contributes to the body of knowledge in three dimensions—theory, method, and context. First, it contributes to the academic field of operations and supply chain management by developing a model to explain how information sharing could affect suppliers’ delivery performance. The model provides a measurement scale to measure the level of information sharing between OEMs and suppliers, and its impact on suppliers’ delivery flexibility. Second, this thesis contributes to the methods by using state-of-the-art techniques, which is partial least squares structural equation modeling (PLS-SEM) including consistent PLS, and applying advanced concepts to empirically test the proposed model. Third, this thesis has a managerial contribution to examine the concept of information sharing and flexibility at the supplier level. Investigating the problem at the supplier level may enable managers to improve short-term decisions, such as production scheduling decisions, internal production, and inventory processes, and evaluate collaboration practices with OEMs. This doctoral thesis is organized in a monograph format comprising five chapters: Introduction, Literature review, Methodology, Empirics, and Conclusion. As an outcome, several scientific articles have emerged from this thesis and have been submitted for consideration for publication in peer-reviewed journals and international conferences in the field of operations and supply chain management. These articles are listed and appended at the end of this dissertation. / <p>QC 20160302</p>

Online software businesses constantly face new challenges. Businesses are competing to deliver high-quality software solutions to their end users as quickly as possible. The performance of a software team in terms of software delivery needs to be measured to identify bottlenecks and understand what can be improved. This project is a case study of a software organisation that delivers online web solutions for a business. The organisation strives to follow a DevOps mindset and work data-driven by collecting data, learning from it and acting on the learnings. Our method to perform the case study was to study existing data collected by the organisation and conduct interviews with software professionals to get their insights about the software delivery performance of three software teams within the organisation. We focus on two metrics - deployment frequency and lead time for change - which measure the throughput of a software team and how often and fast it can deploy changes to production. Software organisations that adopt a DevOps approach are facing challenges with collecting data about their software delivery performance and learning from that data to improve their throughput. We aim to identify these challenges and discuss various problems that software organisations need to be aware of when measuring software delivery performance. We present the results from the interviews and collected metrics, analyse them and discuss them, as well as give suggestions on future research. We observe that there are multiple factors impacting software delivery performance and various challenges with measuring it accurately. This is related to the way of reporting data reliably and developing models to study and understand the collected data.

No description available.

Purpose – The practical purpose of the study is to find an efficient logistics solution that takes in to consideration the cost, delivery performance and delivery quality for a furniture manufacturer. To fulfil the purpose three objectives have been formulated: To map a furniture manufacturer’s logistics flows and identify any potential wastes. To present an efficient logistics solution for a furniture manufacturer operating in the Nordic countries. To investigate the effect of outsourcing on delivery performance and delivery quality for a furniture manufacturer. The academic purpose of the study is to investigate if existing theories in Lean and value stream mapping can be applied to logistics flows to map and improve efficiency. This is fulfilled by achieving the first two objectives stated above. Method – In order to achieve the purposes literature studies have been conducted in order to give a theoretical background on the subject. A case study was conducted in order to test the theories against empirical data gathered at a furniture manufacturer. The empirical data was gathered by interviews and document studies. Findings – The furniture manufacturer’s logistics flows were mapped and evaluated using an improvement model from the Lean theory. The mapping identified a number of wastes and areas of improvement. A future state with a more efficient flow could then be stated. In order to implement the future state some logistics activities may need to be outsourced to a third party. By using evaluation tools a supplier may be selected without negative impact on delivery performance or delivery quality. Implications – The study has shown that methods for value stream mapping can be used in more areas than practiced today. By using Lean tools companies can identify wastes within their logistics processes and thereby achieve a more efficient management. Limitations – The scope of the study is relatively limited and for a more generalisable result additional flows at the studied company as well as other companies would have to be studied. When mapping logistics flows at international corporate groups a common strategy for streamlining flows is important already at the beginning of the improvement. The study was conducted at a distribution centre in Sweden and no consideration was taken to other parts of the group. Transports has traditionally been regarded as a non-value adding activity but in order to conduct the study transports had to be defined as value adding since distribution of products is necessary. / Syfte – Studiens praktiska syfte är att finna en effektiv logistiklösning som tar hänsyn till kostnader, leveransprecision och leveranskvalitet för ett företag inom möbelbranschen. För att uppnå syftet har tre delmål formulerats: Att kartlägga ett möbelföretags logistikflöden och identifiera eventuella slöserier. Att ta fram en effektiv logistiklösning för ett möbelföretag med tillverkning i nordiska länder. Att utreda påverkan på leveransprecision och leveranskvalitet vid outsourcing av logistikverksamhet hos ett möbelföretag. Studiens akademiska syfte är att undersöka om befintliga teorier inom Lean och värdeflödesanalys kan tillämpas för att kartlägga och förbättra effektiviteten i logistikflöden. Detta uppfylls genom att uppnå de första två delmålen formulerade ovan. Metod – För att uppnå syftena har litteraturstudier använts för att lägga en teoretiskt grund inom ämnet. Vidare genomfördes en fallstudie för att testa teorierna mot empiri insamlad hos ett fallföretag inom möbelbranschen. Empirin bestod av intervjuer och dokumentstudier. Resultat – Fallföretagets logistikflöden kartlades och utvärderades med hjälp av en förbättringsmodell från teorin. Kartläggningen visade på ett antal slöserier och förbättringsområden i flödet. Ett önskat framtida läge med ett effektivare flöde kunde därefter ritas upp. För att kunna genomföra det önskade framtida läget kan vissa logistikaktiviteter behöva outsourcas till en tredje part. Genom att använda verktyg för utvärdering kan leverantör väljas utan negativ påverkan på leveransprecision och leveranskvalitet. Implikationer – Studien har visat att metoder för värdeflödesanalys kan användas inom fler områden än vad som görs idag. Med hjälp av de verktyg som finns inom Lean kan företag synliggöra slöserier inom sina logistikprocesser och därmed få en mer effektiv hantering. Begränsningar – Studiens omfattning är relativt begränsad och för ett ännu mer generaliserbart resultat skulle fler flöden hos fallföretaget samt hos andra företag behöva studeras. Vid kartläggning av logistikflöden hos internationella koncerner är en gemensam strategi för att effektivisera flödena viktig redan vid starten av förbättringsarbetet. Studien är genomförd vid en logistikcentral i Sverige och hänsyn har inte tagits till övriga delar i koncernen. Transporter har i klassisk värdeflödesanalys betraktats som en icke värdeskapande aktivitet men för att kunna genomföra studien har de behövt lyftas till att vara en värdeskapande aktivitet som är nödvändig för att distribuera företags produkter.

O objetivo deste trabalho é investigar as estratégias de produção e prioridades competitivas de 6 empresas do pólo calçadista de Jaú-SP, no âmbito do mercado doméstico e internacional, e verificar como as várias áreas da produção participam como apoiadoras destas estratégias. O desenvolvimento desta pesquisa envolve um estudo de caso em seis empresas do pólo calçadista de Jaú-SP, verificando quais as estratégias utilizadas por elas e como se diferenciam dos concorrentes através do estabelecimento de estratégias genéricas, estratégias de produção e respectivas prioridades competitivas, como custo (menor custo da produção), a qualidade (sob a ótica da satisfação do cliente), o desempenho das entregas (busca por menores prazos) e flexibilidade (principalmente no que tange ao mix de produtos e volume de produção) e a sobreposição destas. / This work aims at investigating the manufacturing strategies and its competitive priorities in six companies of the footwear industry of Jaú-SP. This study not only involves the diagnosis of the domestic and international market, but also discusses how the various aspects of production management support these strategies. The development of this research also includes the analysis of how these companies differentiated themselves from their competitors in terms of the establishment of generic strategies, manufacturing strategies and their respective competitive priorities, such as cost (lower cost of production), quality (under the optics of customer\'s satisfaction), delivery performance (search for shorter deadlines) and flexibility (mainly the product mix and production volume), as well as their possible overlay.

Purpose – The purpose with the study is to get an understanding of how a low-power retailer can incentivize their high-power supplier(s) to improve their supplier on-time delivery performance. The purpose was fulfilled by answering the two research questions: How does power asymmetry influence supplier on-time delivery performance in a low-power retailer and high-power supplier context? How can low-power retailers work with high-power suppliers to increase their supplier on-time delivery performance? Method – To answer the research questions, both theoretical and empirical data was required. A literature study was conducted to gather relevant theories about on-time delivery performance and supplier relations. To get the required empirical data, a case study was conducted at a case company that suited the subject. The case study consisted of multiple interviews and document studies. This enabled for an analysis in the form of pattern matching in order to answer the research questions and thereby fulfill the purpose. Findings – The power asymmetry between a supplier and a retailer influences the supplier on-time delivery performance in several ways. The low-power retailer can experience difficulties with setting the demands they need. Having to deal with high-power suppliers while being a low-power retailer has its challenges when a satisfying level of supplier on-time delivery performance is needed. The study found four appropriate ways for low-power retailers to work with high-power suppliers to get improved supplier on-time delivery performance. Improvement and changes can be done, these could be major and minor, internal and external. Implications – Both practical and theoretical implications have been provided. The practical implications are that the low-power retailer needs to know their power position in the dyadic relation and act accordingly to enable for a satisfying level of supplier on-time delivery performance.The theoretical implications are that this study has filled a knowledge gap regarding improvement of supplier on-time delivery performance. The knowledge gap would be the power asymmetry subject from a low-power retailers’ perspective. Not much attention has been devoted into this subject.Limitations – The limitation with this study was conducting a case study. The results are limited to this type of telecommunication retailing company. The case study was the choice of method as it gave a deeper understanding for the subject. Keywords – On-time delivery performance, supplier relations, power asymmetry, dyadic relationships