dc.contributor.advisor |
Kay, John M. |
|
dc.contributor.author |
Achimugu, Nemile |
|
dc.date.accessioned |
2008-02-23T14:17:39Z |
|
dc.date.available |
2008-02-23T14:17:39Z |
|
dc.date.issued |
2007 |
|
dc.identifier.uri |
http://hdl.handle.net/1826/2359 |
|
dc.description.abstract |
Information explosion, globalisation and the reduction of trade barriers have led to the
emergence of global production markets and broader access to a range of products for
customers. For manufacturers this has led to managing fragmented networks to deal
with more polarised markets with wider variety of products at reduced costs and shorter
lifecycles in an increasingly competitive environment. This coupled with the pressure
to create shareholder value calls for a dynamic approach in the design and management
of their supply chains.
Market responsiveness is ability to anticipate and react purposefully within appropriate
timescale to changes in the market place in order to maximise shareholder value and
customer value. The aim of this research is to develop a model for market
responsiveness that will enable organisations to deal with the changing needs of the
market.
To achieve this aim the research methodology was designed to primarily collect
qualitative evidence from three distinct supply chains within different industrial
contexts. Contrasting across these contexts has helped to determine if the model is
generic enough to be applicable in other contexts. The findings were that value gaps
exist between interfaces within organisations and their supply chains. At such gaps
value is either created, maintained or lost. Value gaps are the primary reasons why
organisational tensions exist as the entities involved are focused on conflicting strategic
objectives that lead to behavioural misalignment and ultimately poor response.
Therefore the research concludes within a market responsiveness model within which
there are frameworks for business performance management and managing the value
execution point of which maximum shareholder value and customer value can be
created. |
en_UK |
dc.language.iso |
en |
en_UK |
dc.publisher |
Cranfield University |
en_UK |
dc.rights |
© Cranfield University, 2007. All rights reserved. No part of this publication may be
reproduced without the written permission of the copyright holder. |
en_UK |
dc.subject |
Market responsiveness |
en_UK |
dc.subject |
Supply chain management |
en_UK |
dc.subject |
Performance management |
en_UK |
dc.subject |
Competitiveness |
en_UK |
dc.subject |
Strategic alignment |
en_UK |
dc.title |
Strategic response in fragmented networks |
en_UK |
dc.type |
Thesis or dissertation |
en_UK |
dc.type.qualificationlevel |
Doctoral |
en_UK |
dc.type.qualificationname |
PhD |
en_UK |