scholarly journals Mapping logistics practice using the product life cycle

1999 ◽  
Vol 11 (1) ◽  
pp. 1-22
Author(s):  
Stanley E Fawcett ◽  
Greg Magnan ◽  
Laura Birou
Keyword(s):  
Life Cycle ◽  
Global Economy ◽  
Product Life Cycle ◽  
Planning Process ◽  
Product Life ◽  
Logistics Strategy ◽  
Competitive Success ◽  
Strategy Planning ◽  
Implementation Status

The dynamic nature of today's global economy places a premium on a firm's ability to anticipate and to respond to customer needs as well as changing competitive pressures. Within this environment, developing a successful logistics strategy can be critical to the firm's long-term competitive success. This paper looks at the potential for using the product life cycle (PLC) as a strategic framework in the logistics strategy planning process. Results of an empirical study that investigated the appropriate use of 43 logistics techniques across PLC stages are reported. The implementation status of the various logistics techniques is also considered.

When do megaprojects start and finish? Redefining project lead time for megaproject success

2014 ◽  
Vol 7 (4) ◽  
pp. 624-637 ◽  
Author(s):  
Carlos Eduardo Yamasaki Sato ◽  
Milton de Freitas Chagas Jr
Keyword(s):  
Life Cycle ◽  
Lead Time ◽  
Product Life Cycle ◽  
Product Life ◽  
Content Type ◽  
Operational Life ◽  
Initial Idea ◽  
The Moment ◽  
Project Lead

Purpose – The purpose of this paper is to propose to redefine the concept of project lead time (PLT) to encompass the time between the project initial idea and the moment in which success is being assessed, which can be beyond the project close-out, using whatever criteria is appropriate for the stakeholder at that moment in time. The conventional project life cycle does not count for the long-term effects of the megaproject, which can have a significant impact on its perception of success. Thus the megaproject life cycle should include a significant part of the operational life cycle of the end product or result, and the criteria of success should include the long-term benefits of the project (measured along various years after the delivery of the end product or result). Design/methodology/approach – The paper uses three illustrative cases of megaprojects: Airbus A380, London Heathrow Terminal 5 and London Olympic Games 2012. These megaprojects, despite their problems in achieving objectives of time, cost and quality (the triple constraint), can be viewed as success or failure depending on the performance and benefits of the resulting product/infrastructure analysed over a long period of time after its delivery. Findings – In order to reconcile the usual distinction between project and product life cycle, and the various definitions of success in different moments of the project/product life cycle, the authors propose to redefine the concept of PLT to encompass the time between the project initial idea and the moment in which success is being assessed, beyond the project close-out, using any criteria which is appropriate for the stakeholder at that moment in time. Originality/value – When assessing the success of the megaproject it is important to define the PLT under which success is being assessed. As pointed out earlier, in findings, the authors propose to redefine the concept of PLT to encompass the time between the project initial idea and the moment in which success is being assessed, beyond the project close-out, using any criteria which is appropriate for the stakeholder at that moment in time.

scholarly journals Towards Support for Long-Term Digital Preservation in Product Life Cycle Management

2011 ◽  
Vol 6 (1) ◽  
pp. 282-296 ◽  
Author(s):  
Wolfgang Wilkes ◽  
Jörg Brunsmann ◽  
Dominic Heutelbeck ◽  
Andreas Hundsdörfer ◽  
Matthias Hemmje ◽  
...  
Keyword(s):  
Life Cycle ◽  
Product Life Cycle ◽  
Life Cycle Management ◽  
Engineering Industry ◽  
Product Life ◽  
Product Life Cycle Management ◽  
Social Collaboration ◽  
Open Archival Information System ◽  
Long Term Preservation

Important legal and economic motivations exist for the design and engineering industry to address and integrate digital long-term preservation into product life cycle management (PLM). Investigations revealed that it is not sufficient to archive only the product design data which is created in early PLM phases, but preservation is needed for data that is produced during the entire product lifecycle including early and late phases. Data that is relevant for preservation consists of requirements analysis documents, design rationale, data that reflects experiences during product operation and also metadata like social collaboration context. In addition, also the engineering environment itself that contains specific versions of all tools and services is a candidate for preservation. This paper takes a closer look at engineering preservation use case scenarios as well as PLM characteristics and workflows that are relevant for long-term preservation. Resulting requirements for a long-term preservation system lead to an OAIS (Open Archival Information System) based system architecture and a proposed preservation service interface that respects the needs of the engineering industry.

Design and planning of the balanced scorecard: A case study

2007 ◽  
Vol 26 (3) ◽  
pp. 217-227
Author(s):  
Ming-Hon Hwang ◽  
Hsin Rau
Keyword(s):  
Performance Evaluation ◽  
Balanced Scorecard ◽  
Process Management ◽  
Planning Process ◽  
Company Performance ◽  
Correct Process ◽  
The Balanced Scorecard ◽  
Strategy Planning ◽  
And Performance

In the industrial economy, evaluating company performance based on financial results was good enough. However, in the current globalized and highly competitive environment, maintaining long term competitiveness requires companies to engage in overall strategic planning and performance evaluation. The balanced scorecard is a tool or method for balancing an organization's performance and can react to situations where a company's direction becomes disoriented. This approach assists in strategy planning, process management, and performance evaluation from four perspectives, including financial, customer, internal process, and learning and growth. Good strategy planning provides companies with a correct management direction, correct process management ensures the efficient execution of plans, and correct performance evaluation illustrates the execution results. This study mainly focuses on how a large rubber company in Taiwan utilizes the balanced scorecard in its organization. As the technical perspective is important in the rubber keypad industry, besides the four above perspectives, this company has added the technical perspective. By introducing this company and its progress in implementing the balanced scorecard, this study hopes to provide other companies, especially rubber companies, with a planning direction and reference for the future implementation of the balanced scorecard.

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