森田 道也

Many industries face open, global markets with requirements for rapid response and low costs. Given the major role that technology plays in business competitiveness, proper technology management (T) in combination with a good production strategy (S), is important to address current challenges. This paper analyzes the nature of T & S implementation in different industrial contexts to examine whether there are differences in how T & S are implemented in different sectors, whether implementation is linked to performance, and whether contextual factors explain the differences. A database from the High Performance Manufacturing Project is used to test the research questions based on a survey of 267 plants across nine countries in three different industrial contexts (machinery, electronics and auto suppliers). The findings show some differences between the T and S practice modes in the three industries. T and S implementation is observed to be related to performance, but not in the same way. Three of the eight contextual factors are found to differ in the three sectors, which may explain the differences found in T and S implementation. The results imply that plants should consider the joint implementation of T and S as their interdependencies may affect performance, outweighing the possible differences between industries in which plants operate. However, when implementing a specific technology practice, not all plants necessarily consider the same production strategy practices across industries. Likewise, when adopting a certain production strategy, it is not necessarily influenced by the same technology practices across industries. (C) 2014 Elsevier B.V. All rights reserved.

In industries characterised by strong uncertainties on demand, supply chain collaboration has been considered an important factor to improve performance, but remains difficult to implement. Drawing on a comparative case study of the relationships between a Japanese manufacturer and three French retailers in the digital still camera industry, we delineate a series of contingent factors that determine the conditions under which supply chain collaboration with retailers can be effective. We propose the concept of adaptive collaboration, contingent on the product life cycle and retail partners attributes, to determine the fit between product strategy and supply chain processes. We show how it can help solve some of the issues associated with the development of collaboration and help improve a company's supply chain performance.

This study explores the mechanism of building an effective linkage among manufacturing practices that is a basic attribute of high performance manufacturing. High performance manufacturing companies are those that sustain high levels of performance over time. We propose a strategic management cycle, which explains how a firm establishes and maintains sustainable performance. We hypothesize and demonstrate how the cycle creates an effective linkage that integrates strategic activities and operational practices, which in turn yields high performance. We also argue and show how the first stage of the cycle, visionary planning, supported by the cross-functional culture, is a key to the high performance manufacturing company. (C) 2010 Elsevier B.V. All rights reserved.

生産 (製造) 活動と新製品開発は異種のもので、前者は付加価値の観点から重要性は低く見られる傾向がある。すぐにアウトソーシングやコスト削減を意図した海外における活動の対象にされる。本論では、生産活動の効率性を象徴するJIT操業のための経営基盤と製品開発のための経営基盤は同質の特性を持つことを論じる。製品開発で優れた業績を上げ、しかも経年的にその高い業績水準を持続する企業は生産活動でも優れた成果を堅持できる可能性を有することを述べる。