Article

The strategic management of operations in e-business

Production Planning and Control (Impact Factor: 0.99). 07/2004; DOI: 10.1080/09537280410001714260
Source: OAI

ABSTRACT New ways of managing operations are emerging as businesses embrace the internet-based ICTs of e-commerce within their business processes. Yet progress in many e-businesses is hampered because of an apparent mismatch between their business and operations strategies. This paper examines the strategic management of operations in e-businesses using the well-known Hayes and Wheelwright four-stage model of the strategic role and contribution of the operations function. The research uses a case study methodology based on interviews with senior managers in twelve e-businesses in the UK, which encompass organizations of differing size, using different e-commerce models, operating in a variety of industries. The paper closes by discussing the generalizability of the findings and recommends what future work might be conducted to advance understanding of what is an under-researched aspect of e-business.

1 Bookmark
 · 
185 Views
  • [Show abstract] [Hide abstract]
    ABSTRACT: This paper presents the results of a project aimed at reducing loan applications lead time within the loan granting process of an Italian bank. The loan granting process has been modelled by means of a simulation model and the impact of five factors has been studied: i.e. first, the dispatching rule adopted to manage the queues of loan applications; second, the automation degree of the process; third, the priority of the loan granting activities with respect to the others; fourth, the decision system and therefore the loan applications transfer system; fifth, the demand level. Results show that all the considered factors have a significant impact on loan applications lead time. Furthermore, the decision process and the loan applications transfer system is by far the most effective factor to reduce the lead times. Finally, the new proposed decentralised and asynchronous decision system allows the reduction of the average loan applications lead time by around 50% with reference to the traditional system.
    Production Planning and Control 04/2008; 19(3):198-211. · 0.99 Impact Factor
  • [Show abstract] [Hide abstract]
    ABSTRACT: Functional-level strategic planning should align with and support business-level strategies. Alignment of strategies is presumed to be a positive contributor to business performance just as misalignment is presumed to be a negative contributor. These presumptions should be true for all types of business environments including the e-commerce environment. This study develops and tests these presumptions by examining managers’ perceptions of strategy. Drawing on both operations strategy and information systems strategy literature, this research compares how these managers’ perceptions of operations strategy and information system strategic orientation are aligned in an e-commerce setting. Based on a sample of matched pairs of general managers and operations managers from 176 organisations in the e-commerce industry, hypotheses relating strategy and business performance are tested. The influence of other organisational variables (i.e. operations manager tenure and years of associations with general manager) to moderate the results were also tested. The results support the hypotheses that organisational variables moderate the relationship between operations managers’ and general managers’ perceptions of operations strategy, IS strategy orientation, and the fit between them in e-commerce organisations.
    International Journal of Production Research 05/2009; 47(10):2535-2563. · 1.32 Impact Factor
  • [Show abstract] [Hide abstract]
    ABSTRACT: This paper presents a literature survey coupled with a standards survey as standpoints to develop a new facility management model based on the multi-service result-oriented approach. To prevent the most popular pitfalls in the field, the model focuses on customer satisfaction and, broadly speaking, on performance control, by embedding the customer-supplier relationship within the six-sigma framework and by suggesting the define, measure, analyse, improve and control (DMAIC) methodology. The applicability of the proposed model to the industrial environment is validated through an extensive survey on small- and medium-sized Italian enterprises: results point out that the majority of companies are well aware of the opportunities offered by the facility management discipline, but they are not still able to fully exploit these opportunities. Finally, two case studies coming from the healthcare industry further witness the applicability of the proposed model even in some particular industries, and confirmed the relevant potential improvements of the customer-supplier relationship when dealing with facilities-related services.
    Production Planning and Control 06/2008; 19(4). · 0.99 Impact Factor