M11 - Production ManagementReturn

This research aims, through a multi-perspective and multi-disciplinary approach, to identify the key dimensions as well as the scale of measurement of enterprise supply chain resilience for an in-depth understanding of the concept. This is among the first empirical studies examining the key dimensions and appropriate measurement scale of enterprise supply chain resilience to address disruptions induced by unavoidable risk events. A detailed literature review is conducted to identify the dimensions of the construct under study. Then, a measurement instrument is developed from a set of items. The questionnaire is purified through a pretest, a pilot test, and reliability and validity tests. Data are collected from a final sample of 150 senior and middle managers, whose responses are considered for confirmatory factor analysis using SPSS Amos 22. The research results show that the enterprise supply chain resilience construct is composed of seven distinct dimensions, including collaboration, alertness, preparedness, visibility, robustness, flexibility and velocity. Then, a measurement instrument containing measurement items for each of said dimensions is empirically validated. This research develops and validates a structured and comprehensive measurement scale for the concept under study while identifying measurement items that can guide further theoretical testing of this concept and thereby dilute the dimensional and measurement confusions surrounding this theoretical concept.
Implications for Central European audience: This research develops and validates a structured and comprehensive measurement scale for the concept of firm supply chain resilience while identifying measurement items that can guide subsequent theoretical testing and thus dilute the dimensional and measurement confusions surrounding this theoretical concept.

The paper assesses the perception of clothing products’ quality using two independent samples of Czech respondents answering a questionnaire. It fills the current research gap in revealing how the quality of clothing products is currently perceived by different socio-demographic groups and whether other factors neglected previously (e.g., type of store, store’s trade name, etc.) contribute to the perceived garment quality. The results show that age plays an important role in assessing some of the parameters by which people define whether garments are quality garments. This demographic criterion also influences the intensity of quality consideration when people buy a product, but no statistically significant dependence was found for the intensity of quality consideration when people buy a clothing product. These and other papers’ results may help companies in the clothing industry, and the related sectors better comprehend how different categories of people determine garment quality.
Implications for Central European audience: Businesses active in the apparel and fashion industries may better understand the current preferences of Czech customers regarding their clothing quality perceptions. The results could also be useful for managers in other countries of the Central-European region.

Most small and medium-sized enterprises in the furniture industry use simple partial approaches to improve or manage production processes. The article aims to present research results focused on continuous process improvement through the implementation of Six Sigma (SS) and Lean Six Sigma (LSS) concepts in furniture production. Their impact on the performance via the level of the ROE (Return on Equity) indicator was evaluated using statistical methods of Chi-square test and Cramer’s contingency coefficient. The results of the research showed that furniture enterprises that had implemented selected methods of quality management reached a medium level of ROE values. The absence of a more comprehensive approach to managing the performance of processes was the impulse for a model creation based on the interconnection of SS and LSS concepts. The model should a practical use of appropriate methodologies and procedures in the management of furniture production processes, as well as in their optimisation. A thorough analysis of non-conforming products performed in furniture manufacturing processes transformed into SS and LSS metrics and the implementation of the model in the enterprise led to reduced process waste by reducing the number of non-conforming products, reducing the cost of such products, and increasing the capability of critical processes.
Implications for Central European audience: The combination of theoretical knowledge in performance management and quality of production processes and practical knowledge from the real implementation of methods and tools for continuous improvement of production process capability in the company proved to be a good basis for creating a model within SS and LSS. These facts have contributed to the development of scientific knowledge. The presented application of methods and tools within SS and LSS will provide instructions for the use of new management methods. The specific outputs of the research work improve defining problems, measuring process parameters, analysis of measured data, improving furniture production processes.

Purpose: Companies could gain (cost, service, green/sustainable) a competitive advantage through the supply chain network. The goal of this article is to study how to deliver sustainability through the redesign of the supply chain distribution network.
Design/methodology/approach: A literature review is conducted to examine research relating to sustainable supply chain strategies and the redesign of the supply chain distribution network.
Findings: A study of the supply chain literature reveals the importance of rethinking the supply chain distribution network's design and treating sustainability as an integral part of operations.

With ongoing globalization and the resulting growing competitiveness on most markets, companies are under constant pressure to increase the effectiveness and efficiencies of their operations. The focus of this paper is placed on one of the core business management processes - on planning, namely on Sales and Operations Planning (S&OP) and its latest development stage, nowadays often recognized under the term Integrated Business Planning (IBP). The author's experience from leading the global implementation of IBP in a multinational chemical company is reflected in the proposition of how IBP can serve as an effective tool for execution of business strategy. The article further illustrates how different generic strategies and product portfolio models of the companies impact the set-up of an IBP process. As the IBP concept is applicable for almost all businesses and markets, it can be used broadly as an effective tool for facing the challenges of economic and financial crisis.