摘要:代写留学生供应链硕士论文:许多研究大规模定制战略的实施反映了一个功能的重点,针对概念设计过程,营销,制造或采购,形式单一。本文就大规模定制供应链管理的产品结构做了一个全面的性能权衡。
hed in a number of prestigious academicand practitioner journals, including the Academy of Management Review, Decision Sciences, Journal ofOperations Management, Journal of Quality Management, Journal of Supply Chain Management, InternationalJournal of Operations & Production Management, International Journal of Quality & Reliability Management,
Engineering Management Journal, Business Horizons and Quality Progress.
Production Planning & Control ISSN 0953–7287 print/ISSN 1366–5871 online # 2004 Taylor & Francis Ltd
https://www.tandf.co.uk/journals
DOI: 10.1080/0953728042000238818
low-cost and high responsiveness – performances typically
achieved by mass production (Pine 1993). The significance
of mass production to present and futurebusiness competition is epitomized by the success of corporationssuch as Dell Computers and Cisco. These firmshave been able to gain an edge over their competitorsbecause of their superior capability to offer, in a timelyfashion, affordable customized products (see Magretta
1998, Rosender 1999).
As A ˚ lstro¨m and Westbrook (1999) documented in anexploratory survey of UK firms, mass customization isnot ‘free’, especially when it comes to production andoperations management. According to their surveydata, companies pursuing a mass customization strategytend to experience operational problems such as higherinventories, higher manufacturing costs, longer deliverytimes, etc. Similar and additional difficulties have beenreported by Saisse and Wilding (1997), Huffman andKahn (1998), Agrawal et al. (2001), Zipkin (2001),Svensson (2002) and Salvador and Forza (2004).
In order to address the operational issues raised by masscustomization, firms often have to rely on approaches andpractices intended to reduce the disruption induced intheir operations by product proliferation. One of the commonlyconsidered practices is that of product modularization(see Feitzinger and Lee 1997, van Hoek and Veken1998, Duray et al. 2000, Berman 2002, Swaminathan2001). Adopting modular product architectures allowsfirms to generate a large number of product variantsby combining a smaller number of standard parts, alsotermed modules (Starr 1965). As a result, firms can fulfilvaried customer needs without the need to perform virtuallyany unforeseen engineering, sourcing and manufacturing
activity.
The impact of product modularity on the firm goesfar beyond the economies of sharing components acrossmultiple product variants (see Rutenberg 1971, Fisheret al. 1999). By deliberately partitioning a product intoa certain set of modules, the various manufacturing,design and
logistics tasks needed to deliver the productcan be decoupled (Baldwin and Clark 2000). Task partitioningwill ultimately determine the distribution ofauthority within the firm, as well as communication networksand division of labour (Henderson and Clark,1990). In other words, product modularity can shape,
or at least influence, the whole configuration of a firm’svalue chain.
Past research indicates that the implications of productmodularity stretch beyond the boundaries of the firm’s
value chain, as it can enable the firm to reconfigure itssupply, manufacturing and distribution networks (orsupply chain) to meet the challenge of mass customization.
In fact, product modularity eases the outsourcing ofproduction activities to a firm’s suppliers, so that internalmanufacturing operations may be simplified (Langloisan
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