Why Do Companies Need Operational Flexibility to Reduce Waste at Source?

We analyze the environmental benefits of operational flexibility that emerge in the form of less product waste during the sourcing process by reducing overproduction. We consider three different options for operational flexibility: (1) lead-time reduction, (2) quantity-flexibility contracts, and (3) multiple sourcing. We use a multiplicative demand process to model the evolutionary dynamics of demand uncertainty. We then quantify the impact of key modeling parameters for each operational-flexibility strategy on the waste ratio, which is measured as the ratio of excess inventory when a certain operational-flexibility strategy is employed to the amount when an offshore supplier is utilized without any operational flexibility. We find that the lead-time reduction strategy has the maximum capability to reduce waste in the sourcing process of buyers, followed by the quantity-flexibility and multiple-sourcing strategies, respectively. Thus, our results indicate that operational-flexibility strategies that rely on the localization of production are key to reducing waste and improving environmental sustainability at source.

Performance and operability of an electrically driven propulsor

This manuscript discusses the operation of an electrically driven fan for a hybrid-electric propulsion system for BAe-146 aircraft. The thrust requirement is fed into an integrated cycle and aerodynamic design tool for the sizing of a ducted fan as one of the main propulsors, podded under the wing as a replacement for a turbofan engine. The electric motor design is initiated with the torque and speed requirements and with the dimensional constraints arising from the driven fan geometry. The fan operation and aerodynamic design are derived by changing the fan pressure ratio and hub-to-tip ratio to obtain a 2-D design space. Surface-mounted permanent magnet electric motor designs are mapped on the 2-D fan design space. The design and operational flexibility of the system is investigated through three scenarios. In the first scenario, the aircraft rate of climb is changed to downsize the electric motor. In the second scenario, the electric motor rated frequency is changed to increase the power density and in the third scenario the electric motor current density is changed for the same purpose. The investigated three scenarios provide design and operational guidelines for reducing the weight of the electric motor for a direct drive application.

Sustainable Practices Through Competitive Capabilities in the Apparel Industry: Sri Lankan Experience

The study aims to explore competitive capabilities that enable sustainability practices in the Apparel Industry in the Sri Lankan context. It employs an exploratory approach using the case study method. The study discloses six competitive capabilities: organizational climate, operational flexibility, technological competency, alliance and partnership, knowledge sharing, and learning capabilities which drives twenty-four sustainable practices explored in ten categories: water conservation, energy conservation, carbon footprint reduction, fabric waste management, use of environment-friendly materials, controlling mechanism for suppliers, controlling mechanism for leasing/sub-contracting manufacturing plants, reduce the polluted air release, transportation, and ensuring the well-being of the people. Companies in the apparel industry should inculcate a supportive organizational climate, maintain operational flexibility, invest in required technology, maintain healthy relationships in the supply chain, share knowledge and encourage learning to adopt sustainable practices in the Apparel Industry. This study is the first to explore the specific competitive capabilities that bring respective sustainable practices in the Apparel Industry in a South Asian country.

Collaborative Strategies and Tourist Competitiveness in Medium Mountain Destinations: Study on the Positioning of Tourist Actors in the Natural Park of Serra da Estrela

The tourism sector, due to its specificities, is one area of economic activity where collaborative strategies can most contribute to increasing productivity and competitiveness. The need for immediate responses to customer interests and requirements has led companies to become more proactive, which in turn leads to the pursuit of external collaboration to develop business networks that increase business dynamism and the operational flexibility of partners. Encouraging collaboration lies in the pressures brought on by globalization and increased competitiveness, supported by the development of information and communications technologies. Collaboration promoting strategic and organizational alignments in the field of tourism is revealed to be decisive for the qualification and sustainability of destinations, promoting new markets, and facilitating synergies of larger dynamism between companies. Serra da Estrela corresponds to a medium mountain destination, classified as a UNESCO World Geopark, where the development of collaborative relationships is valued as a resource for businesses and as expanding the offer of tourist products, as well as a source of competitive advantage.

Essential Oil Steam Distillation: Manufacturing 4.0

Smart sensors, self-configuration, operational flexibility, and automatic learning, among others, are technological attributes from industry 4.0 appliable to the essential oil extraction by the steam distillation process. These operations are recognized by their simplicity. Nevertheless, lack of automatic controls, process monitoring, and self-adjustment lead to uncontrolled extraction, poor yields, low quality of products. It occurs because of overexposure to high temperatures and overspending resources like energy and water. As far as capacity utilization is concerned, the optimized process is key to planning and managing the production activities.

Strategies for achieving customer order flexibility – supplier perspective

PurposeThe purpose of this study is to develop a framework of strategies to achieving customer order flexibility in and related to the order-to-delivery (OTD) process. The purpose is also to investigate how companies prioritize various strategies to achieve customer order flexibility.Design/methodology/approachBased on a literature review, pre-tests and conceptual reasoning, a conceptual framework of strategies related to the order-to-delivery process was developed. The strategies were linked to the order quantity and delivery lead-time flexibility dimensions. This structure resulted in six groups covering enabling as well as remedial strategies. An empirical interview study of ten customer–supplier relationships was conducted.FindingsThe interviews identified additional strategies, thereby expanding the framework. The enabling strategies with the highest median values were “have continuous contact with the customer's purchaser” and “use safety stock of raw materials/semi-finished products”. The remedial strategy with the highest median was “re-plan/re-prioritize the order backlog”. In the delivery sub-process, it was more common to apply remedial strategies for delivery lead-time than for order quantities.Research limitations/implicationsThe developed framework is a contribution to the literature on operational flexibility in and related to the OTD process. It complements existing knowledge by taking a supplier perspective.Practical implicationsSuppliers can use the framework as a tool to understand and systematically achieve better customer order flexibility in and related to the OTD process. Customers can use the framework as a checklist for supplier evaluation and supplier development.Originality/valueFew identified studies include empirical data on customer order flexibility.