Linking enterprise flexibility to strategic options: a control problem approach
Palavras-chave:Control system, Meta-controllability, Change and flexibility, Strategic options, Performance measurement.
In order to operate effectively, industrial enterprises must be able to coordinate and utilize their limited physical and managerial resources effectively to deal with uncertainty and complexity, following certain strategic options and guidelines. Enterprises must be able to acknowledge the tensions between flexibility and stability forces operating within them, and then manage them in a way that best reflects their strategic options. This paper looks at manufacturing enterprises as complex dynamic systems operating under certain strategic guidelines and constraints in order to be both effective and efficient. At the same time, they ought to be stable yet flexible enough to be able to deal effectively with perturbations, generated both within and outside of the system. In this higher level control problem approach to enterprise flexibility it is examined how both properties: flexibility and stability depend on the meta-controllability of the enterprise system. That is the control over the enterprise control system, the role of management in the meta-controllability of the enterprise, and how these control actions, which determine when, where and how much flexibility is applied, are linked to specific strategic needs and objectives that reflect the strategic options of the organization at the operational, business, and corporate level respectively.10.13084/2175-8018.v05n09a13
ARGYRIS, C.H. 1985. Strategy, Change, and Defensive Routines. Marshfield. MA: Pitman Publishing Ltd.
CANIATO, F.; SPINA, G.; CAGLIANO, R. Supply chain flexibility: taxonomy of strategies. In: Proc. Of the 11th International EurOMA Conference, Fontainebleau, 115-124, 2004.
CARLSSON, B. Flexibility and the Theory of the Firm. International Journal of Industrial Organization, v. 7, n. 2, p. 179-203, 1989.
DA SILVEIRA, G.J.C. Effects of simplicity and discipline on operational flexibility: an empirical examination of the rigid flexibility model. Journal of Operations Management. v. 24, n. 6. P. 932-947. 2006.
DE TONI, A.; TONCHIA, S. Manufacturing flexibility. International Journal of Production Research, v. 36, n. 6, p. 1587-1617, 1998.
EROL, O.; MANSOURI, M.; SAUSER, B. A framework for enterprise resilience using service oriented Architecture approach. Paper presented at Systems Conference. Proceeding: 3rd. Annual IEEE, 127-132, 2009.
GALTIER, B.; GAUTIÉ, J. Flexibility, stability and the interaction between employment protection and labor market policies in France. Employment stability in an age of flexibility, Genève, ILO, 2002.
GEBAUER, J.; LEE, F. Enterprise system flexibility and implementation strategies: aligning theory with evidence from a case study. Information Systems Management, v. 25, n. 1, p. 71-82, 2008.
GERWIN, D. 1993. Manufacturing flexibility: a strategic perspective. Management Science v. 39, n. 4, p. 395-410, 1993.
GERWIN, D. An agenda for research on the flexibility of manufacturing processes. International Journal of Operations and Production Management, v. 7, n. 1, p. 38-49, 1987.
GUPTA, D.; BUZACOTT, J.A. A goodness test for operations measures of manufacturing flexibility. International Journal of Flexible Manufacturing Systems, n. 8, p. 233-245, 1996.
HARWOOD, L. Management flexibility and staff flexibility: two sides of the same mirror? International Journal of Applied HRM, v. 2, n. 1, 2004.
HAYES, R.H.; WHEELWRIGHT, S.C. Restoring Our Competitive Edge. John Wiley & Sons, New York, 1984.
HUANG, S.H.; UPPAL, M.; SHI, J.A product driven approach to manufacturing supply chain selection. Supply Chain Management, v. 7, n. 4, p. 189-199, 2002.
IZZA, S.; IMACHE, R.; VINCENT, L.; LOUNIS, Y. An approach for the evaluation of the agility in the context of enterprise interoperability. Proceeding: Enterprise Interoperability III. Springer. London, p. 3-14 2008.
JACK, E.P.; RATURI, A. Sources of volume flexibility and their impact on performance. Journal of Operations Management, v. 20, n. 5, p. 519-548, 2002.
KAYAKUTLU, G.; BUYUKOZKAN, G. Assessing performance factors for a 3PL in a value chain. International Journal of Production Economics, v. 131, v. 2, p. 441-452, 2011.
KUMAR, V. Entropic measures of manufacturing flexibility. International Journal of Production Research, v. 25, n. 7, p. 957-966, 1987.
KUMAR, V. On measurement of flexibility in flexible manufacturing systems: An information-theoretic approach. Proceeding: 2nd ORSA/TIMS Conference on Flexible Manufacturing Systems: Operations Research Models and Applications, Ann Arbor, MI, 131-143, 1986.
LANKHORST, M. Enterprise architecture at work: modeling communication and analysis. Springer, 2013.
MACKINNON, W.; GRANT, G.; CRAY, D. Enterprise information systems and strategic flexibility. Paper presented at Hawaii. Proceeding: International Conference on System Science, Proceedings of the 41st Annual IEEE, p. 402-412, 2008.
MELIN, U. The enterprise system as a part of an organization’s administrative paradox. Journal of Enterprise Information Management, v. 23, n. 2, p. 181-200, 2010.
NAYAK, N.C.; RAY, P.K. Flexibility and performance relationships: evidence from Indian bearing manufacturing firm. International Journal of Modeling in Operations Management, v. 1, n. 1, p. 67-83, 2010.
NAYAK, N.C.; RAY, P.K. Flexibility in production systems of Indian manufacturing firms: design and implications. International Journal of Sustainable Design, v. 1, n. 4, p. 423-443, 2011.
PALANISAMY, R. SUSHIL. Achieving organizational flexibility and competitive advantage through information systems flexibility: a path analytic study. Journal of Information & Knowledge Management, v. 2, n. 3, p. 261-277, 2003.
PALOMINOS, P. Modelización de la capacidad de respuesta del sistema productivo en la industria de la Confección. Universidad Politécnica de Cataluña. Tesis de Doctor Ingeniero Industrial, 1996, 246 p.
PIPLANI, R.; WETJENS, D. Evaluation of entropy-based dispatching in flexible manufacturing systems. European Journal of Operational Research, v. 176, n. 1, p. 317-331, 2007.
RAMASESH, R.V.; JAYAKUMAR, M.D. Measurement of manufacturing flexibility: a value based approach. Journal of Operations Management. v. 10, n. 4, p. 446- 468, 1991.
SHEFFI, Y. The resilient enterprise: overcoming vulnerability for competitive advantage. MIT Press Books, 2003.
SHEREHIY, B.; KARWOWSKI, W.; LAYER, J.K. A review of enterprise agility: concepts, frameworks, and attributes. International Journal of Industrial Ergonomics, v. 37, n. 5 p. 445-460, 2007.
SHUIABI, E.; THOMSON, V.; BHUIYAN, N. Entropy as a measure of operational flexibility. European Journal of Operational Research. v. 165, n. 3, p. 696-707, 2005.
SKINNER, W. Manufacturing in the corporate strategy, John Wiley & Sons, New York, 1978.
SKINNER, W. Manufacturing: the formidable competitive weapon. John Wiley & Sons, New York, 1985.
SLACK, N. Focus on flexibility. WILD, R. (Ed.). International Handbook of Production and Operations Management, Cassell, London, p. 50-73, 1989.
UPTON, D.M. The Management of manufacturing flexibility. California Management Review, v. 36, n. 2, p. 72-89, 1994.
UPTON, D.M. Flexibility as process mobility: the management of plant capabilities for quick response manufacturing. Journal of Operations Management. v. 12, n. 3-4, p. 205-224, 1995.
WADHWA, S.; MISHRA, M.; CHAN, F.T. Organizing a virtual manufacturing enterprise: an analytic Network process based approach for enterprise flexibility. International Journal of Production Research, v. 47, n. 1, p. 163-186, 2009.
WILSON, S.; PLATTS, K. How do companies achieve mix flexibility? International Journal of Operations & Production Management, v. 30, n. 9, p. 978-1003, 2010.
Os artigos publicados são de propriedade do IJIE – Iberoamerican Journal of Industrial Engineering, Revista Iberoamericana de Engenharia Industrial, Revista Iberoamericana de Ingeniería Industrial. Os autores são os responsáveis pelos conteúdos dos artigos. O IJIE não se responsabiliza ou endossa as opiniões emitidas pelos autores dos textos publicados, salientando que as opiniões são de exclusiva responsabilidade dos autores.
O periódico se reserva o direito de introduzir alterações no original, visando a manter a homogeneidade e a qualidade da publicação, respeitando, no entanto, o estilo e as opiniões dos autores. Essas alterações serão editoriais (correções gramaticais e adequações estilísticas) e não substanciais, de forma que não modifiquem o sentido do texto. As provas finais não serão enviadas aos autores, sendo o artigo publicado com os ajustes necessários.
Conforme citado neste site, no item “Caráter do IJIE”, os artigos são de uso gratuito, com atribuições próprias em aplicações educacionais e não-comerciais. Uma nova publicação do mesmo texto, de iniciativa de seu autor ou de terceiros, fica sujeita à expressa menção da precedência de sua publicação neste periódico, citando-se a edição e a data dessa publicação.