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Olhager, Jan
Publications (10 of 89) Show all publications
Feldmann, A., Olhager, J., Fleet, D. & Shi, Y. (2013). Linking networks and plant roles: The impact of changing a plant role. International Journal of Production Research, 51(19), 5696-5710
Open this publication in new window or tab >>Linking networks and plant roles: The impact of changing a plant role
2013 (English)In: International Journal of Production Research, ISSN 0020-7543, E-ISSN 1366-588X, Vol. 51, no 19, p. 5696-5710Article in journal (Refereed) Published
Abstract [en]

Many manufacturing firms are expanding their global footprint to explore new opportunities for efficient and effective production. The strategic perspective on international manufacturing networks involves both the network level and the plant level. A key aspect is the relationship between the network and the role of plants. In this research, we investigate the relationship between the network and plant perspectives in international manufacturing networks. We use an embedded case study that includes five plants in two product networks over a period of three years. We analyse how changing the role of one plant affects the network as well as the roles of the other plants in the networks. We find that decisions on plant roles are, to a very high degree, network decisions and not decisions for individual plants. Based on the insights into the case study, we also develop a framework for mapping manufacturing networks, including market coverage, plant location and site competence.

Place, publisher, year, edition, pages
Taylor & Francis, 2013
Keywords
Case study, Global operations, International manufacturing, Longitudinal study, Manufacturing strategy
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-68668 (URN)10.1080/00207543.2013.778429 (DOI)000325069700003 ()
Available from: 2011-05-27 Created: 2011-05-27 Last updated: 2017-12-11Bibliographically approved
Olhager, J. & Johansson, P. (2012). Linking long-term capacity management for manufacturing and service operations. Journal of engineering and technology management, 29(1), 22-33
Open this publication in new window or tab >>Linking long-term capacity management for manufacturing and service operations
2012 (English)In: Journal of engineering and technology management, ISSN 0923-4748, E-ISSN 1879-1719, Vol. 29, no 1, p. 22-33Article in journal (Refereed) Published
Abstract [en]

For firms that combine manufacturing and service operations in onesystem, the task of managing capacity is not straightforward. New goods and services may not have the same set of competitive priorities, and the models and concepts available in the literature for service operations differ from those for manufacturing operations.We address this problem and review the concepts and modelsfor capacity management in the long term in both streams of literature, i.e. manufacturing and services, to develop a unified framework for manufacturing and service operations. The framework creates transparency between new goods manufacturing and service operations, since the same long-term capacity management structure is used for both product types, as well as between capacity strategy and planning strategy, since new goods and services are treated simultaneously. In the framework, the concepts of chase and level strategies are redefined for service operations to allow for integration with manufacturing operations. A case study demonstrates the usefulness of the integrated approach for long-term capacity management. 

Place, publisher, year, edition, pages
Elsevier, 2012
Keywords
Capacity management, industrial services, operations strategy, sales and operations planning, servitization
National Category
Other Engineering and Technologies
Identifiers
urn:nbn:se:liu:diva-72741 (URN)10.1016/j.jengtecman.2011.09.003 (DOI)000301008700003 ()
Available from: 2011-12-06 Created: 2011-12-06 Last updated: 2017-12-08
Olhager, J. & Feldmann, A. (2012). Manufacturing plant networksat the product and material flow level. Paper presented at 4th World Conference on Production & Operations Management(P&OM ), 1-5 July 2012, Amsterdam, Netherlands.
Open this publication in new window or tab >>Manufacturing plant networksat the product and material flow level
2012 (English)Conference paper, Published paper (Other academic)
National Category
Economics and Business
Identifiers
urn:nbn:se:liu:diva-81268 (URN)
Conference
4th World Conference on Production & Operations Management(P&OM ), 1-5 July 2012, Amsterdam, Netherlands
Available from: 2012-09-10 Created: 2012-09-10 Last updated: 2012-09-18
Prajogo, D. & Olhager, J. (2012). Supply chain integration and performance: The effects of long-term relationships, information technology and sharing, and logistics integration. International Journal of Production Economics, 135(1), 514-522
Open this publication in new window or tab >>Supply chain integration and performance: The effects of long-term relationships, information technology and sharing, and logistics integration
2012 (English)In: International Journal of Production Economics, ISSN 0925-5273, E-ISSN 1873-7579, Vol. 135, no 1, p. 514-522Article in journal (Refereed) Published
Abstract [en]

Supply chain integration is widely considered by both practitioners and researchers a vital contributor to supply chain performance. The two key flows in such relationships are material and information. Previous studies have addressed information integration and material (logistics) integration in separate studies. In this paper, we investigate the integrations of both information and material flows between supply chain partners and their effect on operational performance. Specifically, we examine the role of long-term supplier relationship as the driver of the integration. Using data from 232 Australian firms, we find that logistics integration has a significant effect on operations performance. Information technology capabilities and information sharing both have significant effects on logistics integration. Furthermore, long-term supplier relationships have both direct and indirect significant effects on performance; the indirect effect via the effect on information integration and logistics integration.

Place, publisher, year, edition, pages
Elsevier, 2012
Keywords
Supply chain integration, logistics integration, information integration, performance
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-71818 (URN)10.1016/j.ijpe.2011.09.001 (DOI)000297402700051 ()
Available from: 2011-11-04 Created: 2011-11-04 Last updated: 2017-12-08
Olhager, J. & Prajogo, D. (2012). The impact of manufacturing and supply chain improvement initiatives: A survey comparing make-to-order and make-to-stock firms. Omega: The International Journal of Management Science, 40(2), 159-165
Open this publication in new window or tab >>The impact of manufacturing and supply chain improvement initiatives: A survey comparing make-to-order and make-to-stock firms
2012 (English)In: Omega: The International Journal of Management Science, ISSN 0305-0483, E-ISSN 1873-5274, Vol. 40, no 2, p. 159-165Article in journal (Refereed) Published
Abstract [en]

Manufacturing firms aim at improving both internal and external processes to improve the competitive advantage. Such initiatives include lean practices as well as supplier rationalization and integration. In this paper, we analyze these improvement initiatives and their impact on business performance. In particular, we explore potential differences between make-to-order (MTO) and make-to-stock (MTS) firms. We use data from 216 Australian manufacturing firms. We find a clear difference of improvement focus between MTO and MTS firms. MTO firms exhibit a significant impact of supplier integration on business performance, but not for lean practices and supplier rationalization. The situation is completely reversed for MTS firms, since they have significant effects for internal lean practices and supplier rationalization, but not for logistics integration with supplier. The results show that the distinction between MTO and MTS firms is important when analyzing manufacturing and supply chain improvement initiatives. 

Place, publisher, year, edition, pages
Elsevier, 2012
Keywords
Business performance, Decoupling point, Lean practices, Logistics integration, Supplier integration, Survey research
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-71816 (URN)10.1016/j.omega.2011.05.001 (DOI)000295312200003 ()
Available from: 2011-11-04 Created: 2011-11-04 Last updated: 2017-12-08
Hallgren, M., Olhager, J. & Schroeder, R. G. (2011). A hybrid model of competitive capabilities. International Journal of Operations & Production Management, 31(5), 511-526
Open this publication in new window or tab >>A hybrid model of competitive capabilities
2011 (English)In: International Journal of Operations & Production Management, ISSN 0144-3577, E-ISSN 1758-6593, Vol. 31, no 5, p. 511-526Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to present and test a new model for competitive capabilities.Traditionally, a cumulative model has been viewed as having one sequence of building competitivecapabilities in a firm in support of market needs, including quality, delivery, cost efficiency andflexibility. Although appealing as a conceptual model, empirical testing has not been able to fullysupport the cumulative model. This paper acknowledges the need for a hybrid approach to managingcapability progression. It brings together the literature on trade-offs, cumulative capabilities, andorder winners and qualifiers.Design/methodology/approach – A new hybrid approach for modelling competitive capabilities istested empirically using data from the high performance manufacturing (HPM) study, round 3,including three industries and seven countries – a total of 211 plants.Findings – The hybrid model shows significantly better fit with the data from the sample than thecumulative models suggested by previous literature. Empirical support is found for the traditionalperception that a high level of quality is a prerequisite for a high level of delivery performance.However, cost efficiency and flexibility do not exhibit a cumulative pattern. Instead, the results showthat they are developed in parallel. The findings suggest that a balance between cost efficiency andflexibility is built upon high levels of quality and delivery performance.Research limitations/implications – Since we limit the empirical investigation to three industriesand seven countries, it would be interesting to extend the testing of this model to more industries andcountries. This research shows that combining perspectives and insights from different researchstreams – in this case, trade-off theory and the concepts of cumulative capabilities, and order winnersand qualifiers – can be fruitful.Practical implications – The results of this paper provides managers with guidelines concerningthe configuration of competitive capabilities. First, a qualifying level of quality needs to be attained,followed by a qualifying level of delivery. Then, a balance between potential order winners, i.e. costefficiency and flexibility, needs to be attained.Originality/value – This paper presents a new approach to modelling competitive capabilities thatsynthesises previous research streams and perspectives from cumulative capabilities, contestingcapabilities (trade-offs), and order winners and qualifiers.

Place, publisher, year, edition, pages
Emerald, 2011
Keywords
competitive advantage, industrial performance
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:liu:diva-67908 (URN)10.1108/01443571111126300 (DOI)
Available from: 2011-05-02 Created: 2011-05-02 Last updated: 2017-12-11
Sakao, T., Berggren, C., Björkman, M., Kowalkowski, C., Lindahl, M., Olhager, J., . . . Witell, L. (2011). Research on Services in the Manufacturing Industry based on a Holistic Viewpoint and Interdisciplinary Approach. In: Jürgen Hesselbach and Christoph Herrmann (Ed.), Functional thinking for value creation : proceedings of the 3rd CIRP International Conference on Industrial Product Service Systems. Paper presented at 3rd CIRP International Conference on Industrial Product Service Systems (IPS2), Braunschweig, Germany, May 5th - 6th, 2011 (pp. 27-32). Springer
Open this publication in new window or tab >>Research on Services in the Manufacturing Industry based on a Holistic Viewpoint and Interdisciplinary Approach
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2011 (English)In: Functional thinking for value creation : proceedings of the 3rd CIRP International Conference on Industrial Product Service Systems / [ed] Jürgen Hesselbach and Christoph Herrmann, Springer, 2011, p. 27-32Conference paper, Published paper (Other academic)
Abstract [en]

This paper begins by consolidating industrial challenges and research issues concerning Product/Service Systems obtained through various activities by the authors. Based on this, it points out the importance of the holistic view in further research in this area so that PSS providers do not fall into local optimization. The intent of this contribution to our research community includes shedding light on interesting issues that thus far have been relatively invisible and with narrower scope.

Place, publisher, year, edition, pages
Springer, 2011
Keywords
Research priority, ManuServ, PSS, IPS
National Category
Mechanical Engineering
Identifiers
urn:nbn:se:liu:diva-70504 (URN)10.1007/978-3-642-19689-8_7 (DOI)978-3-642-19688-1 (ISBN)
Conference
3rd CIRP International Conference on Industrial Product Service Systems (IPS2), Braunschweig, Germany, May 5th - 6th, 2011
Available from: 2011-09-10 Created: 2011-09-10 Last updated: 2016-04-12
Olhager, J. & Prajogo, D. (2010). Förbättringsåtgärder inom produktion och försörjningskedjor: En jämförelse mellan lager- och kundorderproduktion. Bättre produktivitet, -(7), 12-16
Open this publication in new window or tab >>Förbättringsåtgärder inom produktion och försörjningskedjor: En jämförelse mellan lager- och kundorderproduktion
2010 (Swedish)In: Bättre produktivitet, ISSN 1402-1145, Vol. -, no 7, p. 12-16Article in journal (Other (popular science, discussion, etc.)) Published
Abstract [sv]

Tillverkande företag strävar efter att förbättra både interna och externa processer för att förbättra sin konkurrenskraft. Exempel på förbättringsåtgärder är ”lean” produktion, integration längs försörjningskedjan och att reducera antalet leverantörer. Vi studerar hur dessa tre förbättringsåtgärder påverkar verksamhetens resultat. Speciellt studerar vi om det finns skillnader mellan fabriker som tillverkar mot lager och fabriker som tillverkar mot kundorder. Mer specifikt studerar vi dels vad som fokuseras och dels om olika förbättringsåtgärder har olika genomslagskraft för dessa två typer av verksamheter. Vi använder data från 216 Australiensiska tillverkande företag. Av dessa tillverkar 107 fabriker mot kundorder och 109 tillverkar mot lager.

National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:liu:diva-60907 (URN)
Available from: 2010-10-29 Created: 2010-10-29 Last updated: 2010-12-14
Sohal, A., Olhager, J., O'Neill, P. & Prajogo, D. (2010). Implementation of OEE - Issues and challenges. In: Garetti M, Taisch M, Cavalieri S, Terzi S, Tucci M (Ed.), Competitive and Sustainable Manufacturing Products and Services. Paper presented at APMS 2010 (pp. 1-8). Milano: Poliscript
Open this publication in new window or tab >>Implementation of OEE - Issues and challenges
2010 (English)In: Competitive and Sustainable Manufacturing Products and Services / [ed] Garetti M, Taisch M, Cavalieri S, Terzi S, Tucci M, Milano: Poliscript , 2010, p. 1-8Conference paper, Published paper (Refereed)
Place, publisher, year, edition, pages
Milano: Poliscript, 2010
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-62668 (URN)978 88 6493 007 7 (ISBN)
Conference
APMS 2010
Available from: 2010-12-02 Created: 2010-12-02 Last updated: 2011-01-20
Feldmann, A., Olhager, J., Fleet, D. & Shi, Y. (2010). Linking networks and plant roles: The impact of changing a plant role. Paper presented at 17th International Annual EurOMA Conference, 4-5 June, Porto, Portugal.
Open this publication in new window or tab >>Linking networks and plant roles: The impact of changing a plant role
2010 (English)Conference paper, Published paper (Other academic)
Abstract [en]

Many manufacturing firms are expanding their global footprint to explore new opportunities for efficient and effective production. The strategic perspective on international manufacturing networks involves both the network level and the plant level. A key aspect is the relationship between the network and the role of plants. In this research, we investigate the relationship between the network and plant perspectives in international manufacturing networks.

We use a single in-depth case study that includes five plants in two product networks over a period of five years. We analyze how changing the role of one plant affects the network as well as the roles of the other plants in the network. Thus, decisions on plant roles are, to a very high degree, network decisions and not decisions for individual plants. Based on the insights from the case study we also develop a framework for mapping manufacturing networks, including market coverage, plant location and site competence.

Keywords
Case study, Global operations, International manufacturing, Longitudinal study, Manufacturing strategy
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-62558 (URN)
Conference
17th International Annual EurOMA Conference, 4-5 June, Porto, Portugal
Available from: 2010-11-30 Created: 2010-11-30 Last updated: 2011-05-27Bibliographically approved
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