In the last years, in the supply chain management, have been expanded the issues related to integration. If, in the past, they were referring exclusively to relations with supply chain partners, today, integration is a broader concept that also involves the internal supply chain. This creates a growing emphasis on improving the collaboration, the interaction and cooperation among the different parts of the organization. For this reason, the objective of the following discussion is to analyze this issue, trying to identify what is the need for integration of the companies, what is the degree of satisfaction with the level reached and the tools they have at their disposal to get it. The methodology used has merged, a comprehensive analysis of the existing literature on the topic, the discussion of four case studies conducted in multinational companies. In this way it was possible to obtain a model able to explain: • the required level of internal integration. It was identified a set of contingent factors - such as the company size, the sector’s stability, the internationalization of the stages of the supply chain, the degree of vertical integration, etc ... - which are inherent to the choices made by companies and to the areas where they compete; • levers available to meet the needs emerged. They are divided into two main categories: managerial levers (teams, job rotation, process-oriented measurement and evaluation systems) and organizational levers (position, department unique vs. separation, centralization). Is necessary to consider that their effect and, therefore, the level of integration achieved is enlarged or reduced by culture within organizations; • measures used to assess the degree of integration achieved. They can be divided into two families: the first related to the communication, coordination, and relationships that are established between the different parts of the organization, the second to the technology used, which can be also considered a lever to improve the communication and coordination. In the last part was eventually carried out a cross comparison of the business case that has highlighted the subset of levers used in most of the analyzed reality. It was also possible to identify which tools to date are not fully utilized and exploited by those organizations who claim to be unsatisfied with the level of communication and coordination present in them.
Negli ultimi anni, all'interno del supply chain management, sono state ampliate le tematiche relative all’integrazione. Se, in passato, esse facevano riferimento esclusivamente ai rapporti con i partner di filiera, oggi, l’integrazione costituisce un concetto più ampio che coinvolge anche la supply chain interna. Per questo motivo l’obiettivo della seguente trattazione è quello di approfondire questo tema, cercando di individuare quale sia il fabbisogno di integrazione delle aziende, quale sia il grado di soddisfazione rispetto al livello raggiunto e gli strumenti che esse hanno a disposizione per ottenerlo. La metodologia utilizzata ha previsto di unire, ad un'ampia analisi della letteratura esistente sul tema, la trattazione di quattro casi di studio condotti in multinazionali. In questo modo si è potuto ottenere un modello in grado di spiegare: • il livello d’integrazione interna necessario. E’ stato individuato un insieme di fattori contingenti - quali la dimensione aziendale, la stabilità del settore, l'internazionalizzazione degli stadi costituenti la supply chain, il grado di integrazione verticale ecc - inerenti sia alle scelte operate dalle aziende sia ai settori in cui esse competono; • le leve a disposizione per soddisfare il fabbisogno emerso. Esse sono riconducibili a due macrocategorie: leve manageriali (team, job rotation, sistemi di misurazione e di valutazione process-oriented) e leve organizzative (posizione, dipartimento unico vs separazione, centralizzazione). Si deve inoltre considerare che il loro effetto e, quindi, il livello di integrazione raggiunto può essere ampliato o ridotto dalla cultura presente all'interno delle organizzazioni; • le misure utilizzabili per valutare il grado d’integrazione raggiunto. Esse possono essere distinte in due famiglie: la prima riconducibile alla comunicazione, al coordinamento e alle relazioni che si instaurano tra le diverse parti dell'organizzazione, la seconda relativa alla tecnologia adottata, che può costituire a sua volta una leva volta a migliorare, la comunicazione e il coordinamento. Nell’ultima parte è stato, infine, svolto un confronto trasversale dei casi che ha permesso di evidenziare il subset di leve maggiormente utilizzato all’interno delle realtà analizzate. Inoltre è stato possibile evidenziare quali strumenti ad oggi non vengono pienamente sfruttati da quelle organizzazioni che si dichiarano insoddisfatte del livello di comunicazione e coordinamento presente al loro interno.
l'integrazione della supply chain interna nelle aziende multinazionali
SPINELLI, LUCA;SPAGNA, ANDREA
2012/2013
Abstract
In the last years, in the supply chain management, have been expanded the issues related to integration. If, in the past, they were referring exclusively to relations with supply chain partners, today, integration is a broader concept that also involves the internal supply chain. This creates a growing emphasis on improving the collaboration, the interaction and cooperation among the different parts of the organization. For this reason, the objective of the following discussion is to analyze this issue, trying to identify what is the need for integration of the companies, what is the degree of satisfaction with the level reached and the tools they have at their disposal to get it. The methodology used has merged, a comprehensive analysis of the existing literature on the topic, the discussion of four case studies conducted in multinational companies. In this way it was possible to obtain a model able to explain: • the required level of internal integration. It was identified a set of contingent factors - such as the company size, the sector’s stability, the internationalization of the stages of the supply chain, the degree of vertical integration, etc ... - which are inherent to the choices made by companies and to the areas where they compete; • levers available to meet the needs emerged. They are divided into two main categories: managerial levers (teams, job rotation, process-oriented measurement and evaluation systems) and organizational levers (position, department unique vs. separation, centralization). Is necessary to consider that their effect and, therefore, the level of integration achieved is enlarged or reduced by culture within organizations; • measures used to assess the degree of integration achieved. They can be divided into two families: the first related to the communication, coordination, and relationships that are established between the different parts of the organization, the second to the technology used, which can be also considered a lever to improve the communication and coordination. In the last part was eventually carried out a cross comparison of the business case that has highlighted the subset of levers used in most of the analyzed reality. It was also possible to identify which tools to date are not fully utilized and exploited by those organizations who claim to be unsatisfied with the level of communication and coordination present in them.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/87261