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• W1486335720 abstract "According to [1], competition among manufacturing enterprises is fought between supply chains (SC). In this scenario, competitiveness becomes something holistic [2], as the satisfaction of the end customer is determined by the effectiveness and efficiency of the SC as a whole [3]. This goal of ‘operating as a whole’ is the result of the degree of interaction between the SC partners, which in turn depends on the type of business models used by them [4], i.e. engineer-to-order (ETO), make-to-order (MTO), assembly-to-order (ATO), make-to-stock (MTS), etc. According to [5] and [6], a poor SC performance can be attributed to a mismatch between the intended market and the business model used to address it. As the market changes from being sales-oriented to being market-oriented [7], an adequate response requires shifting between business models [8]. This last is not a trivial task in reallife as it requires each SC partner to realign their SC structural elements [9], from the strategic level of customer and supply issues to the operational level of process and equipment issues [10]. The reason behind this requirement is that decisions taken at the strategic level have a deep impact at the operational level [11], and the correct management of the operational level has a big impact on the efficiency of the strategic level [12], so even though strategic issues are important to achieve responsiveness to market changes, they are not sufficient without achieving responsiveness at the operational level [13]. In this paper we understand the strategic and operational levels of a manufacturing organization, in terms of the CPPR framework proposed by [14]: the strategic level of a manufacturing enterprise corresponds to the customer level of the CPPR framework, while the operational level corresponds to the process level of the CPPR framework." @default.
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• W1486335720 date "2011-04-26" @default.
• W1486335720 modified "2023-10-16" @default.
• W1486335720 title "Quantifying the Demand Fulfillment Capability of a Manufacturing Organization" @default.
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• W1486335720 doi "https://doi.org/10.5772/14689" @default.
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