This research focuses on a contemporary Operations Performance Management
System (OPMS) designed for a leading global automotive parts supplier. It synthesises
an integrated and holistic OPMS to increase the effectiveness and efficiency of the
automotive parts supplier to ultimately improve financial margin.
The study is motivated by the need of an process-oriented automotive parts supplier to
excel in regards to its operations management to ultimately secure a best-in-class cost
basis in times of significant changes in the automotive industry.
The research design is based on a qualitative single case-study and deploys semistructured
interviews with the management of the case-study organisation. In addition,
hundreds of documents were analysed to evidence the creation of the OPMS. Finally,
participant observation was used to allow for triangulation and contextualisation of
findings.
The findings reveal a contemporary OPMS. It presents an intelligent and integrated
steering logic from corporate level to single operational processes. It integrates
performance measurement and management in acknowledgement of the specific
needs to the case-study organisation. The overall aim of this thesis is to make a
practical contribution to this area as achieved by the presented OPMS.
This study extends the existing literature by contributing a customised, highlyintegrated
OPMS for a process-oriented automotive parts supply industry. It embeds
the ‘Target Costing Methodology’ as an example for a performance management tool
into the OPMS. Furthermore, the study explores the impact of digitalisation on OPMS.
This research has synthesised an OPMS that emphasises a shift towards intelligent
performance measurement for achieving value in the chain, in areas such as
procurement and manufacturing. This shift is strongly influenced by digital
transformation, which is not yet holistically commanded by the case-study organisation.
The research does shed light upon how to optimise resource utilisation based on
increased operational focus and managerial accountability. This approach will lead to
continual organisational learning as part of the ‘Plan-Do-Check-Action’ management
process.
| Identifer | oai:union.ndltd.org:BRADFORD/oai:bradscholars.brad.ac.uk:10454/18787 |
| Date | January 2019 |
| Creators | Gast, Carsten G. |
| Contributors | Hussain, Zahid I. |
| Publisher | University of Bradford, Department – School of Management |
| Source Sets | Bradford Scholars |
| Language | English |
| Detected Language | English |
| Type | Thesis, doctoral, DBA |
| Rights | <a rel="license" href="http://creativecommons.org/licenses/by-nc-nd/3.0/"><img alt="Creative Commons License" style="border-width:0" src="http://i.creativecommons.org/l/by-nc-nd/3.0/88x31.png" /></a><br />The University of Bradford theses are licenced under a <a rel="license" href="http://creativecommons.org/licenses/by-nc-nd/3.0/">Creative Commons Licence</a>. |
Page generated in 0.0021 seconds