New market trends are emerging. The trade-off between customization and efficiency is obsolete. Highly customized products offered at low prices and provided within short delivery lead times are requested by customers. To face this phenomenon, companies might manage production and engineering simultaneously. Traditionally, the Customer Order Decoupling Point (CODP) was defined as the way that production processes are managed to address a customer order. It establishes which activities are performed on forecast and which are customer-driven. The possible configurations of the CODP were “Make-To-Stock”, “Assembly-To-Order”, “Make-To-Order” and “Engineer-To-Order”, suggesting that the engineering process and the production process were sequential. The CODP is affected by the strategic context where the company operates (Hoeskstra and Rome, 1992; Olagher, 2003). Furthermore, the competitive priorities of the company are considered the drivers of the CODP. This CODP definition does not properly fit nowadays companies’ configurations. A two-dimensional CODP is proposed (2D-CODP), which represents the engineering and the production dimensions and considers their integration. The aim of this research is to prove if the relationships between factors (that define the strategic context where the company operates), positionings and drivers defined for the traditional CODP can be extended to the 2D-CODP. The methodology used to do it is survey research and the context where the research was developed is the Italian Machinery Industry.
Nuove tendenze stanno emergendo nel mercato. Il “trade-off” tra customizzazione ed efficienza è obsoleto. Prodotti customizzati, offerti a prezzi bassi e forniti entro tempi di consegna brevi sono richiesti dai clienti. Per affrontare questo fenomeno, le aziende dovrebbero gestire contemporaneamente il processo di produzione e ingegnerizzazione. Tradizionalmente, il “Customer Order Decoupling Point” (CODP) è stato definito come il modo in cui i processi di produzione sono gestiti per soddisfare un ordine. Stabilisce quali attività vengono svolte in base alle previsioni e quali sono guidate dal cliente. Le posibile configurazioni del CODP sono: “Make-To-Stock”, “Assembly-To-Order”, “Make-To-Order” ed “Engineer-To-Order”, suggerendo che il processo di ingegneria e il processo di produzione siano sequenziali. Il CODP è influenzato dal contesto strategico in cui opera l’azienda (Hoeskstra & Rome, 1992; Olagher, 2003). Inoltre, le priorità competitive dell'azienda sono considerate i “driver” del CODP. Questa definizione di CODP non si adatta correttamente alle attuali configurazioni delle aziende. Viene proposto un CODP bidimensionale (2D-CODP), che rappresenta le dimensioni di ingegneria e produzione e considera la loro integrazione. Lo scopo di questa ricerca è dimostrare se le relazioni tra fattori (che definiscono il contesto strategico in cui opera l'azienda), configurazioni e “driver” definiti per il CODP tradizionale possono anche essere estese per il 2D-CODP. La metodologia utilizzata è “Survey Research” e il contesto della ricerca è l’Industria delle Macchine Utensili Italiana.
The two-dimensional customer order decoupling point : factors and effects on performance
GARCIA HORNA, ELISA
2017/2018
Abstract
New market trends are emerging. The trade-off between customization and efficiency is obsolete. Highly customized products offered at low prices and provided within short delivery lead times are requested by customers. To face this phenomenon, companies might manage production and engineering simultaneously. Traditionally, the Customer Order Decoupling Point (CODP) was defined as the way that production processes are managed to address a customer order. It establishes which activities are performed on forecast and which are customer-driven. The possible configurations of the CODP were “Make-To-Stock”, “Assembly-To-Order”, “Make-To-Order” and “Engineer-To-Order”, suggesting that the engineering process and the production process were sequential. The CODP is affected by the strategic context where the company operates (Hoeskstra and Rome, 1992; Olagher, 2003). Furthermore, the competitive priorities of the company are considered the drivers of the CODP. This CODP definition does not properly fit nowadays companies’ configurations. A two-dimensional CODP is proposed (2D-CODP), which represents the engineering and the production dimensions and considers their integration. The aim of this research is to prove if the relationships between factors (that define the strategic context where the company operates), positionings and drivers defined for the traditional CODP can be extended to the 2D-CODP. The methodology used to do it is survey research and the context where the research was developed is the Italian Machinery Industry.File | Dimensione | Formato | |
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MASTER THESIS. Elisa Garcia Horna.pdf
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https://hdl.handle.net/10589/144978