Integrative Learning Project: Annotated Bibliography Assignment

Running head: OPERATIONS MANAGEMENT

Integrated Learning Project-Annotated Bibliography

Operations Management

Jennifer Holmes

Liberty University

BUSI 650

OPERATIONS MANAGEMENT

Annotated Bibliography

Bowers, M. R., Petrie, A. G., & Holcomb, M. C. (2017). Unleashing the Potential of Supply

Chain Analytics. MIT Sloan Management Review, 59(1), 14-16. Retrieved from

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com.ezproxy.liberty.edu/docview/1950374071?accountid=12085

The article analyzes how companies can gain a competitive advantage from supply chain

analytics. It provides an example of Hanesbrands Inc that manufactures and markets

basic apparels and uses analytics to reduce and even close the gap that exists between

insight and the responsiveness of the supply chain. According to Bowers, Petrie and

Holcomb (2017), the predictive models make use of data obtained from internal and

external sources to determine the probability of satisfying demand at a particular time. In

the event of a detected impending supply chain issue, a prescriptive action is affected to

mitigate the potential adverse effects. Only a handful of companies have developed the

necessary abilities to react efficiently to supply chain signals. The results of a research

conducted in the study indicate that despite a growing interest in the application of

analytics to understand the complex performance relationships, many firms still struggle

to develop the capabilities for a competitive resource.

Cai, Z., Huang, Q., Liu, H., & Liang, L. (2016). The moderating role of information technology

capability in the relationship between supply chain collaboration and organizational

responsiveness. International Journal of Operations & Production Management, 36(10),

1247-1271. Retrieved from https://doi.org/10.1108/IJOPM-08-2014-0406.

The paper proposes a model that tests the relationship between supply chain collaboration

and the responsive nature of the organization. The moderators in the relationship look

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into three types of information technology capabilities. Questionnaires were used and a

survey conducted on 208 firms that originate from various industries in China. Data

analysis and hypothesis testing were conducted through hierarchical regression.

According to Cai et al. (2016), the supply chain collaboration (SCC) affects

organizational responsiveness in a positive manner. This relationship is however

positively moderated by both outside-in and spanning IT capabilities while the inside-out

IT capabilities produces an adverse moderating effect on the relationship. The paper

provides an extension of knowledge in line with the process of increasing the value of

SCC from an organizational learning perspective. It explores the moderating roles played

by the three types of IT capabilities in the process and clarifies the relationship that exists

between SCC and organizational responsiveness.

Camuffo, A., & Gerli, F. (2018). Modeling management behaviors in lean production

environments. International Journal of Operations & Production Management, 38(2),

403-423. Retrieved from https://doi.org/10.1108/IJOPM-12-2015-0760

The paper helps to identify and validate a range of management behaviors that are

associated with the use of lean systems. It also indicates how behavior subsets

differentiate with more proficient lean systems within a specified setting. The study’s

methodology makes use of regression analysis and non-parametric hypothesis testing

processes to the original set of data. The data originated from field research of 26 cases

that adopted lean practices and operations. The study provided a lean literature of

management behaviors that were in support of lean implementations and complemented

the application of lean practices. It also provides ways to operationalize them, validate

their range of behaviors and provide a subset of the behaviors that are associated with

OPERATIONS MANAGEMENT

more advanced and lean implementations. It suggests the necessity to adopt approaches

to lean leadership. It gives practical guidance to implement lean systems, suggests a

range of management behaviors within firms and identifies and validates the specific

subsets and actions that are aligned in accordance to the company’s strategies, size,

cultures, environment, maturity stage of lean adoption and lean operational practices.

Castillo, V. E., Mollenkopf, D. A., Bell, J. E., & Bozdogan, H. (2018). Supply Chain Integrity: A

Key to Sustainable Supply Chain Management. Journal of Business Logistics, 39(1), 38-

56. doi:10.1111/jbl.12176

This study analyzes the underlying premises of stakeholder theory and the intertwining of

business and ethical decisions. According to Castillo et al. (2018), stakeholders

increasingly hold firms accountable for the environmental and social performance of their

supply chains. It introduces the concepts of supply chain integrity (SCI) to understand

the interdependence of businesses and ethical decisions that result in improvements in the

sustainability of sustainable supply chain management (SSCM) practices. It makes use

of explanatory analysis methods that employ secondary sources of data in an elastic net

(EN) logistic regression method. The results provide support for the proposed construct

and provide the preliminary empirical evidence that measures the SCI through the sub

dimensions of structural and moral SCI that can be linked to the firm’s SCI. The study

enhances supply chain management by introducing the concept, performing an

exploratory econometric analysis and providing a research agenda that will guide further

research on the concept of SCI and its role in SSCM.

Chugani, N., Kumar, V., Garza-Reyes, J. A., Rocha-Lona, L., & Upadhyay, A. (2017).

Investigating the green impact of Lean, Six Sigma, and Lean Six Sigma. International

OPERATIONS MANAGEMENT

Journal of Lean Six Sigma, 8(1), 7-32. Retrieved from https://doi.org/10.1108/IJLSS-11-

2015-0043

This article investigates and provides a thorough and systematic review of the existing

academic literature. It also highlights the environmental impact of using operations and

application of methods such as lean, six sigma and lean six sigma. It analyzes the effects

of energy saving and the use of natural resources. The article provides a systematic

review that analyses research papers published in top 16 operations and quality

management journals. The findings indicate that both lean and six sigma methods are

sufficient to support the conservation of resources, save energy and combat global

warming. This article shows Lean and Six Sigma are useful and powerful when it comes

to aiding in the findings of the study. It also provides a set of research questions that

demand further investigations basing on the findings of the research. The results would

enable organizations to consider the identified methods, manage quality, improve

operational performance and meet the environmental regulations.

Govindan, K., Kadziński, M., & Sivakumar, R. (2017). Application of a novel PROMETHEE-

based method for construction of a group compromise ranking to prioritization of green

suppliers in food supply chain. Omega, 71, 129-145. Retrieved from

https://doi.org/10.1016/j.omega.2016.10.004

According to Kannan, Milosz and Sivakumar (2017), the food sector provides an

extraordinary focus and is continuously gaining importance in today’s worldwide

economic marketplace. The study focuses on factors such as increasing global population

that causes the society to face more significant challenges that would prevent sustainable

food production, quality management, food safety and distribution in the food supply

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chain. This article talks of adopting the green supply chain management (GSCM)

elements to efficiently utilize the food supply chain in an environmentally caring manner.

To provide solutions to the above problem, the economic and green characteristics for

selecting suppliers is vital in green purchasing and are properly studied in the article. In

this article, it also provides an evaluation and selection criteria for the green supplier as

an essential issue in several tangible and intangible criteria incorporated within the

organization. There are also multiple criteria decision-making techniques that can also be

applied accordingly.

Hulthén, H., Näslund, D., & Norrman, A. (2016). Framework for measuring the performance of

the sales and operations planning process. International Journal of Physical Distribution

& Logistics Management, 46(9), 809-835. Retrieved from

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com.ezproxy.liberty.edu/docview/1826443126?accountid=12085

Hana, Naslund and Norman (2016) develop a framework for measuring the sales and

operations performance within an organization. Their method makes use of five

companies from different industries and bases their data on 12 structured interviews. The

results provide concrete suggestions that enable the firms to develop practical ideas that

will increase their efficiency and effectiveness of their processes. It also allows the firms

to establish standardized measures that enhance organizational transparency. It also

provides results that highlight the standards for every step of the process and their

outcomes. The authors describe the importance of the cross-functional measures with a

focus on efficiency of the process. The framework bases on set criteria that rely on

internal process efficiency, comprehensiveness, internal comparability, usefulness,

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horizontal and vertical integration. It measures the sales and operation performance

process that details the measures of each step of the process, its outcomes and how to

conduct the process efficiently.

Ivert, L. K., Dukovska-Popovska, I., Fredriksson, A., Dreyer, H. C., & Kaipia, R. (2015).

Contingency between S & OP design and planning environment. International Journal of

Physical Distribution & Logistics Management, 45(8), 747-773. Retrieved from

https://doi-org.ezproxy.liberty.edu/10.1108/IJPDLM-04-2014-0088.

The article provides an understanding of how companies design the sales and operational

planning in line with the planning environment. The paper establishes an analytical

framework that identifies with the main constructs that relate to the sales and functional

design and the planning environment. It involved gathering and analyzing data from

eight cases in the food industry. According to Ivert et al. (2015), companies set up S&OP

on stock keeping units and design a flexible planning design to respond to the

uncertainties and complexities of planning environments. Moreover, companies align the

input activities and the outcomes of the sales and operational planning processes to the

planning environment. According to the study, environmental contingencies are

improbably connected to demand and supply, product network complexities and the

frequent product launches. However, variables that relate to the product have limited

impact on the sales and operational design systems. The study provides insights on how

companies adjust their S&OP in line with the PE.

MacCarthy, B. L., Blome, C., Olhager, J., Srai, J. S., & Zhao, X. (2016). Supply chain evolution

– theory, concepts, and science. International Journal of Operations & Production

OPERATIONS MANAGEMENT

Management, 36(12), 1696-1718. Retrieved from https://doi.org/10.1108/IJOPM-02-

2016-0080

This article tries to examine the nature and evolution of the supply chain while addressing

what makes it the way it is. According to MacCarthy et al. (2016), supply chains tend to

evolve and adjust in shape, size, and configuration. They also change how they are

controlled, coordinated and managed. However, some are mature and tend to retain their

structure. The paper highlights the emergence of new supply chains and the various

reasons for their evolution. The research analyzes and develops vital aspects, principle

themes, and concepts that concern with the emergence and development of supply chains

and their lifecycle. It also identifies the six factors that interact and affect the supply

chain’s lifecycle, i.e. economics, policy and regulation, markets and competition,

technology and innovation, supply chain strategies, procurement and sourcing and re-

engineering. It presents a myriad of emergent themes and propositions with regards to

factors that affect the supply chain’s characteristics.

Mishra, D., Kumar, S., Sharma, R., & Dubey, R. (2018). Outsourcing decision: Do strategy and

structure matter? Journal of Organizational Change Management, 31(1), 26-46.

Retrieved from https://doi-org.ezproxy.liberty.edu/10.1108/JOCM-04-2017-0144

The paper discusses various issues that include human resource outsourcing, the

company’s strategies and structures and the unresolved issues by the level of outsourcing

the firm’s HR activities. The study identifies the linkage between HR outsourcing and a

firm’s strategy and structure by establishing a theoretical framework. It provides a

theoretical framework that empirically validates survey data from 184 manufacturing

companies in India. Statistical analysis techniques were used to test some hypotheses

OPERATIONS MANAGEMENT

while applying the confirmatory factor analysis and modeling of structural equations.

The results of the study show that firms with prospector orientation have a higher

probability of outsourcing non-core HR activities compared to those that have analyzer

and defender orientation strategies. However, compared to the non-core HR activities,

the core HR activities are less likely to be outsourced by companies with dissimilar

strategic orientations (analyzer, prospector, and defender). The article also discusses the

limitations of the study and that further research is needed.

Pedroso, C. B., Silva, A. L., & Tate, W. L. (2016). Sales and Operations Planning (S&OP):

Insights from a multi-case study of Brazilian Organizations. International Journal of

Production Economics, 182, 213-229. doi: https://doi.org/10.1016/j.ijpe.2016.08.035

The paper provides insights on the complexities of the sales and operation planning

processes and the challenges and difficulties experienced during their implementation.

According to Pedroso and Belotti (2016), sales and operational planning receive little

attention both academically and practically in complex environments. The lack of

attention provides a gap in understanding the role played by enablers and barriers in

implementing and managing a more appropriate S&OP process. However, a proper

understanding of would enable managers to facilitate effective implementation of S&OP

procedures and provide positive results. It characterizes the factors that are necessary for

successful S&OP implementation (enablers) and the barriers that prevent its

implementation, especially in the challenging Brazilian environment. The results of the

study indicate that success factors such as cross-functional integration, top managerial

support, information systems, metrics and performance monitoring and process

understanding are vital in the implementation of S&OP processes. The paper provides an

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analytical scheme to organizations that would like to implement S&OP by highlighting

the enablers and barriers and giving insights for S&OP implementation.

Penazzi, S., Accorsi, R., Ferrari, E., Manzini, R., & Dunstall, S. (2017). Design and control of

food job-shop processing systems. The International Journal of Logistics Management,

28(3), 782-797. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-

proquest-com.ezproxy.liberty.edu/docview/1929819246?accountid=12085

The paper establishes a simulation model that facilitates a re-design and management of

food job-shop processing systems and highlights the impacts of an integrated, multi-

dimensional and evidence-based decisions that address the cost efficiency and safety

requirements of the food processing systems. According to Penazzi et al. (2017), the

food processing industry is developing with retail and catering supply chains. As a result,

there is a need to address the expectations of food customization as the processing

systems are gradually shifting from the production line to job-shops characterized by high

flexibility and complex systems. The paper designs a simulation model for the

processing of food job-shops and builds an understanding of the existing relationships

between the food flows and processes equipment through a real case study from the

catering industry. Its methodology involves a building of models using a set of variables

and critical performance indicators that explain and measure the dynamics of the food

job-shops. The approach helps to characterize the allocation of costs in a flow-driven

approach and highlights the trade-offs between investments and operational costs.

Rouquet, A., Goudarzi, K., & Henriquez, T. (2017). The company-customer transfer of logistics

activities. International Journal of Operations & Production Management, 37(3), 321-

342. Retrieved from https://doi-org.ezproxy.liberty.edu/10.1108/IJOPM-01-2015-0049.

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This paper bases on the fact that customers participate in the supply chain logistics

activities. Having found that customers can take part in logistics, companies can rethink

transferring some of their processes of logistics to their customers. This transfer can take

the forms of outsourcing of some logistics activities by the company to its customers or

insourcing some logistics activities by the firm from its customers. The paper contributes

significantly to the theoretical understanding of these company transfers. The

methodology used in the study include the building of an on the service management

literature that looks into the two contrasting transfer cases. The authors established a

theoretical model for the relocation of logistics activities between a firm and its

customers. The findings of the study indicate that a critical issue in the process of

transfer is the necessity to redesign its SC through transport, warehousing and production

operations. The research shows that customer participation in logistics is a vital

ingredient for SC design.

Talib, F., & Rahman, Z. (2015). Identification and prioritization of barriers to total quality

management implementation in the service industry. The TQM Journal, 27(5), 591-615.

Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-

com.ezproxy.liberty.edu/docview/1701275133?accountid=12085

Various industries have found it cumbersome to implement Total Quality management

(TQM) effectively. This study, therefore, investigates and categorizes the barriers to

successful implementation of a TQM program within the service industry. The study

design bases on previously published literature on TQM barriers in the service industry

and proper discussions with quality experts on the subject. Proper accomplishment of the

study objectives involves utilization of a set of 12 barriers to the identified TQM. The

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barriers were grouped into three categories, prioritized and ranked by the help of a

hierarchical analytic process (AHP). However, the findings found managerial issues to

be the most vital followed by people-oriented issues then organizational issues basing on

their priority weights. Lack of communication was also a significant barrier followed by

a lack of commitment from the top-management. The study ranks the barriers from the

most vital to the least to enable the practitioners in the service industry to identify those

that need to be given utmost attention.

Zhu, S., Song, J., Hazen, B. T., Lee, K., & Cegielski, C. (2018). How supply chain analytics

enables operational supply chain transparency. International Journal of Physical

Distribution & Logistics Management, 48(1), 47-68. Retrieved from https://doi-

org.ezproxy.liberty.edu/10.1108/IJPDLM-11-2017-0341

This paper draws on organizational information and processing theory and aims at

examining how supply chain analytics support their operational transparency in the

supply chain. According to Zhu et al. (2018), the global business environment combines

with increasing expectations from the society to enhance sustainable business practices

and challenges that accompany the emerging risk factors. The firms, therefore, seek to

increase their transparency in the supply chain by monitoring their operational activities

and managing the risks that come along with the process. It involved analysis of data

from 477 survey participants, hypothesis testing and regression analysis. The results

show that analytics capabilities that support planning functions indirectly affect the

transparency of supply chain processes in organizations via the SCA capabilities in the

functions of source, make and deliver processes. The SCA capabilities in source, make

and deliver processes have a positive influence on the OSCT while uncertainties in

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supply moderates the relationship between SCA capabilities and OSCT. The findings

help to inform the SCA system designs and notes the importance of linking the planning

tools with those that support the source, make and deliver functions. It also indicates

how transparency can be enhanced by applying the SCA capabilities.