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The purpose of this study was to investigate the influence of sales and operations planning processes on production operational efficiency at the organization. The objective of the paper was to examine the extent to which sales and operations planning practices enhance efficiency, the relationship between operations performance and sales planning, and how sales and operations planning can assist the organization in addressing factors that lead to ineffective efficiency. A quantitative research technique was used to collect data for this research, the data was analysed using a descriptive method. The sales and operations planning practices literature were reviewed and the results of the data obtained from the organization employees/participants were presented. The results of the study demonstrated that sales and operations planning (S&OP) incorporates all the procedures that connect the organisation's strategic goals with its production process. The influence of sales and operations planning procedures on operational performance were consistently and effectively demonstrated on the organization's operational characteristics such as quality, delivery, stock, and flexibility. [ABSTRACT FROM AUTHOR]

In recent years, the fashion industry has experienced high-intensity changes that require innovation activities to support operational performance. Although there have been many studies on operational performance, studies on operational performance involving small businesses, especially in the fashion industry in developing countries, are very limited. This study aims to examine the role of knowledge management and product innovation in improving the performance of MSMEs in the fashion industry. Through a hierarchical regression analysis involving 100 MSMEs in Yogyakarta, Indonesia, this study finds that knowledge management and product innovation positively affect MSMEs' performance. In addition, this study also finds the role of product innovation in mediating the effect of knowledge management on the performance of MSMEs. In general, this study has two contributions. First, in light of the scant literature relating product innovation to the connection between knowledge management and performance, theoretically, this study investigates how product innovation mediates the relationship between these two variables. Second, this study provides empirical evidence that can be used to develop policies, to encourage the increased operational performance of MSMEs in the fashion industry, through the implementation of knowledge management and product innovation. [ABSTRACT FROM AUTHOR]

Key Performance Indicators (KPI) The Main Port Authority Office targets to achieve YOR of operational performance in a container terminal operator that handles loading unloading services for domestic and international containers in the amount of 60% for 2020-2024, but the realization is only achieved less than 40%. In line with the decline of throughput data from 2019 before the pandemic. This study aims to identify the internal and external factors, propose alternative strategies, and determine strategic priorities to improve the operational performance of loading unloading. The research method used is SWOT-ANP. The identification results obtained internal factors in the form of domestic and international container shipping services as the highest strength factor, then the highest weakness factor in the form of loading unloading equipment replacement. While external factors in the form of having good relationships with stakeholders, port unions, and local governments as the highest opportunity factor, then one of the highest threat factors is intense competition in container terminal services, especially with terminals at overseas ports. There are 6 alternative strategies proposed, with 2 strategic priorities that have the highest weight including expanding market share by adding new services and improving service quality through additional operational equipment capacity. [ABSTRACT FROM AUTHOR]

Agile manufacturing (AM) is the result of manufacturing strategy evolution in the manufacturing industry, which continues to develop and respond to the challenges of rapid global market changes. The manufacturing industry sectors in many countries, such as the chemical industry, pump manufacturing, steel industry, electronics industry, and automotive industry, have implemented agile manufacturing and positively impacted operational and business performance. Nevertheless, the shipbuilding industry, which differs from a typical manufacturing industry with specific characteristics such as market volatility, customized job orders, and customer-driven, has partially implemented the AM concept at the functional level. However, increasing the company's performance depends on its ability to find and manage the vital factors of agile manufacturing. Therefore, 13 related scientific articles were reviewed in this study, and their proposed factors were comparatively analyzed. The result shows that numbers of vital factors have significant influences in creating an effective implementation of AM in the shipbuilding business. The vital factors of AM are classified into seven groups: technologies, organizational culture, empowerment, manufacturing system, supplier relationship, customer focus, and core competence. These vital factors are considered appropriate for developing an agile manufacturing model in the shipbuilding industry, including the correlation of the vital factors to the operational performance, which is a challenge for further research. [ABSTRACT FROM AUTHOR]

Realizing Human Resource Management practices (HRMp) makes an organization to succeed and increase its performance. Hitherto, few empirical studies have tested this relationship at the conceptual level by analyzing a set of HRM practices simultaneously. In response to this gap, this study conceptualizes and develops three HRM practices (recruitment and selection, training and development, and performance appraisal) and tests their influence on operational performance. This relationship was tested using hierarchical regression model. The findings point out that an appropriate application of HRM practices provides a higher operational performance. Additionally, it clarifies the importance of HRM practices and helps organizations, which operate in an emerging economy, to increase the ability and knowledge on employing HRM practices. [ABSTRACT FROM AUTHOR]

The constantly changing environment, economic fluctuations, and product and services proliferation made the manufacturing plant's strategic planning a crucial decision any firm should base its operations on. Strategic manufacturing planning (SMP) witnessed an increased interest among scholars and practitioners due to its role in defining the success of any manufacturing firm. This study found a lack of empirical research, in the food industry, on the combined effect of SMP and sustainability on industrial performance. Therefore, this paper investigates the interaction between SMP and sustainability practices, and its impact on operational performance metrics (OPMs). A survey questionnaire was developed based on previous studies and sent to 104 food manufacturing firms. The survey consists of four SMP constructs: comprehensiveness, focus, horizon, and intensity, three sustainability dimensions: economic, social, and environmental, and four OPMs: cost, quality, delivery, and employees' morale and retention. The results show significant positive correlations (p < .05) between SMP, sustainability practices, and OPMs. Additionally, findings generated from polynomial regression, Sobel-statistics tests, analysis of variance (ANOVA) and response surface analysis reveal that sustainability practices play a major role in mediating the relationship between strategic manufacturing planning and operational performance (p < .001). This paper is unique in its depth and breadth since it is the first study that examines the comprehensive effect of strategic manufacturing planning and sustainability practices on the food industry performance. Furthermore, academicians and decision-makers can benefit from the developed model in determining the best practices to implement based on the targeted performance metric to be improved. [ABSTRACT FROM AUTHOR]

Globalization, increasing awareness of environmental issues, and advances in technology have forced manufacturing industries to adopt new and innovative practices to navigate these unprecedented challenges. Accordingly, companies started to reassemble their distinctive capabilities and supply chain practices to reach customers from different geographical locations, increase profits, expand sourcing opportunities, and offer a wide selection of services and products. At the same time, firms started to implement lean tools, which are tools that eliminate wastes in the value chain, such as Just-In-Time (JIT), 5S, seven wastes, and Kanban. While previous studies asserted the significance of implementing lean tools while improving current supply chain and sustainability practices, there has been little investigation on the interaction of the three, and their intertwined effect on operational performance. Therefore, the purpose of this paper is to explore the link between lean manufacturing, supply chain practices and sustainability practices, and their impact on operational performance metrics. A survey questionnaire was developed based on previous literature and practitioners' feedback and sent to 94 American and European Automotive facilities. The results generated from the pilot study revealed that there is a significant correlation between lean, supply chain and sustainability practices, and operational performance (p < .05). Moreover, the data indicated that lean manufacturing, through planning, sourcing, and production constructs enhances delivery, efficiency, and quality (p < .05). In addition, supply chain practices, when coupled with sustainability, had a significant positive effect on operational performance (p < .001) while at a time, sustainability practices were found to have a significant mediating effect on the leanperformance relationship (p < 0.001). [ABSTRACT FROM AUTHOR]

Over the last decades, the world is encountering an increase in global manufacturing competitiveness (GMC). Flexible Manufacturing Systems (FMS), a major pillar in achieving GMC, has lately witnessed a unique advancement and became a vital part of the intelligent manufacturing system. In order to preserve the industry's place with all the fluctuation in the market environment, an adoption of new manufacturing philosophies such as lean manufacturing systems (LMS) and FMS coupled with good sustainability practices remains mandatory. This paper would fill the reserach gap by exploring the relationship between FMS, LMS, Sustainability, and their impact on the textile industry's operational performance. Accordingly, the present paper discusses the effect of strategic, operational, and tactical flexibility dimensions, lean manufacturing, and sustainability practices (economic, social, and environmental) on different operational performance metrics (OPMs). A survey questionnaire was structured based on in-depth literature and was conducted in 82 US and European textile facilities. Hypotheses testing and polynomial regression coupled to response surface analysis were performed for model validation and detection of significant linear, quadratic, and mediating effects of the studied variables on sales, cost, and productivity. The data analysis carried out in the present pilot study showed that the LMS implementation played a major role in mediating the FMS-OPMs relationships (p < 0.001), while at a time sustainability practices significantly enhanced the positive effect of LMS on all OPMs and primarily on sales and productivity while drastically reducing costs (p < .001). [ABSTRACT FROM AUTHOR]

Artificial intelligence (AI) agents are surpassing human agent performance in a growing number of fields. However, there is a lack of empirical evidence documenting the concrete effects of voice-based AI on company-level operational performance. In this study, we cooperated with a call center of working company to investigate the impact of voice-based AI on operational performance. We reached unexpected conclusions regarding the impact of voice-based AI on the operational performance of the call center. First, it appears that the voice-based AI system increases the average call length as the number of responses decreases per given unit time. Each phone call requires more human than AI-based resources to complete. Second, the AI system has no significant influence on daily incoming calls. Finally, there is a heterogeneous effect among different time blocks. Our findings may have important implications for operational management of call center. [ABSTRACT FROM AUTHOR]

The innovative performance and operational performance, which are considered as vital dimensions of a firm's performance, have not been addressed sufficiently in the literature of supply chain quality management (SCQM). Additionally, limited studies have explored SCQM capabilities and knowledge transfer (KT) as crucial drivers for SCQM. The aim of this research is to develop a theoretical foundation for the nexus of SCQM practices, SCQM capabilities, knowledge transfer (KT) and a firm's performance; besides providing a complete review of the literature on the interdependent association of SCQM practices, SCQM capabilities and KT concerning firm performance (i.e. operational and innovative performance). This study provides insights for improving the firm performance by exploring the nexus between SCQM practice, SCQM capabilities and KT. In doing so, this research adds in the understanding of critical features of supply chain management after involving effective integration which has not been broadly explored before. [ABSTRACT FROM AUTHOR]

In this era of the modern business environment, organizations have to constantly adapt and react to new ecological challenges. Therefore, it is critical for organizations to adopt various eco-friendly practices and processes and involve their employees in such practices; thereby achieving organizations' environmental goals. The objective of this paper is to investigate the impact of Green Human Resources Management (GHRM) practices as a bundle on environmental, economic, social and operational performance within the manufacturing sector of Palestine. The paper employs a quantitative research methodology. Data collected through surveys from 121 Palestinian manufacturing firms to test hypotheses using partial least square of structural equation model (PLS-SEM). The statistical analysis revealed that GHRM bundle practices have a positive influence on the four dimensions of organizational performance. The findings of this study can help manufacturing firms in identifying efficacious tactics for adopting GHRM practices that take part in sustainable development. [ABSTRACT FROM AUTHOR]

Today, the business world is moving towards the "Green Concept" and most organizations focus on increasing performance in their operations while reducing the impact on environment. In manufacturing sector, adopting green concept in to managing supply chains is getting an increasing attention due to higher possibility of environmental impact during supply chain activities. The purpose of this study is to identify the direct impact of green supply chain management (GSCM) practices on different dimensions of operational performance (flexibility, delivery, quality, & cost) and the indirect impact through these on customer satisfaction. Data have been collected through a survey for which a total of 94 managers in manufacturing organizations responded. Partial Least Square Structural Equation Modeling (PLS-SEM) was applied to analyze the data and SmartsPLS software was used. The study revealed that (GSCM) Practices lead to improve all dimensions of operational performance (flexibility, delivery, quality and cost) where only production flexibility and delivery significantly in turn improves customer satisfaction. Any indirect impact of GSCM practices on customer satisfaction through production cost and quality was not found in the study. This research has several important implications for manufacturers who have implemented and are willing to implement GSCM practices in their firms. In addition, the study significantly contributes to the literature by providing empirical evidence for the impact of four dimensions of GSCM practices (green purchasing, cooperation with customers, eco-design, and investment recovery) on operational performance and customer satisfaction. [ABSTRACT FROM AUTHOR]

Today, the business world is moving towards the "Green Concept" and most organizations focus on increasing performance in their operations while reducing the impact on environment. In manufacturing sector, adopting green concept in to managing supply chains is getting an increasing attention due to higher possibility of environmental impact during supply chain activities. The purpose of this study is to identify the direct impact of green supply chain management (GSCM) practices on different dimensions of operational performance (flexibility, delivery, quality, & cost) and the indirect impact through these on customer satisfaction. Data have been collected through a survey for which a total of 94 managers in manufacturing organizations responded. Partial Least Square Structural Equation Modeling (PLS-SEM) was applied to analyze the data and SmartsPLS software was used. The study revealed that (GSCM) Practices lead to improve all dimensions of operational performance (flexibility, delivery, quality and cost) where only production flexibility and delivery significantly in turn improves customer satisfaction. Any indirect impact of GSCM practices on customer satisfaction through production cost and quality was not found in the study. This research has several important implications for manufacturers who have implemented and are willing to implement GSCM practices in their firms. In addition, the study significantly contributes to the literature by providing empirical evidence for the impact of four dimensions of GSCM practices (green purchasing, cooperation with customers, eco-design, and investment recovery) on operational performance and customer satisfaction. [ABSTRACT FROM AUTHOR]

In the globalization era, competition pace among the industry has been becoming faster. This leads in changes on business process of many companies, including companies in Indonesia. Implementing international standards for management system becomes a critical step and decision for the companies in order to survive in the competition. This research will find the impact of requirements in the integrated management systems on the company operational performance. The object will be 30 manufacturing companies in Indonesia which have implemented the integrated management system. Literature study is conducted to show requirements shared in the integrated management system and operational performance criteria. Structural Equation Modeling will be used in order to analyze the relationship between requirements stated in three standards of ISO 9001, the ISO 14001, and OHSAS 18001 with operational performance criteria. The result of this research shall find the best strategies in implementing these systems specifically for Indonesian manufacturing industries in order to optimize the operational performances. [ABSTRACT FROM AUTHOR]

This study examined the influence of social media on operational performance of Nigerian Postal Service (NIPOST) in Rivers State. The researcher used descriptive survey research design with 5-points Likert structured questionnaire as instrument of data collection from respondents. The population of the study was 38 management level employees of NIPOST offices in Rivers State. In this study, the researcher adopted a census sampling technique to study all the 27 NIPOST offices in Rivers State because the population was small. Findings revealed that majority of the respondents agreed to high extent that social media has influenced the operational performance of NIPOST six commercial business units’ operations. The results also showed respondents to a very high extent agreed that social media has influenced the introduction of new internet-based products and services by NIPOST. Therefore, this research concludes that social media has influenced the operational performance of NIPOST commercial business units’ operations as well as the introduction of new internet-based products and services by NIPOST in Rivers State, Nigeria. [ABSTRACT FROM AUTHOR]

This study investigated the relationship between the multidimensionality of strategic entrepreneurship and operational performance of selected indigenous technical oilfield services firms in Rivers State. The researcher used descriptive research design for the study. Three research objectives, questions and hypotheses were used for the study. The researcher employed a self-developed five-points Likert scale structured survey questionnaire based on the strategic entrepreneurship and operational performance constructs as the instrument for data collection. To answer the research questions and test the research hypotheses, a simple random sampling technique with the support of Taro Yamane was used to determine the sample size which gave rise to a total of 72 indigenous technical oilfield services firms from the population of 88 firms operating in Rivers State. The questionnaire and data integrity tests for reliability, validity and normality were performed in IBM SPSS version 29. The reliability test gave Cronbach’s Alpha test scale of 0.94, Pearson’s r validity test gave 97% valid score of the 30 question items in the questionnaire and the data were not normally distributed based on Shapiro-Wilk’s statistic at 5% level of significance. The results of Ordinal logistic regression analysis and Spearman’s rank order correlation showed positive strong and significant relationships exist between the dimensions of strategic entrepreneurship and measures of operational performance. The study, therefore, concludes that strategic entrepreneurship could be a leverage in gaining strong competitive advantage and sustained improvement in operational performance of indigenous technical oilfield services firms. [ABSTRACT FROM AUTHOR]

The purpose of this study is to determine the underlying magnitudes of manufacturing practices and to empirically test a structure pinpointing the interactions between manufacturing practices and operational performance, namely cost, quality, speed, and flexibility. Statistics for this paper was composed from a sample of a steel manufacturing company in South Africa. The research framework was tested using structural equation modeling approach. Based on probing factor analysis, manufacturing practices were gathered into two factors: manufacturing strategy implementation and operational performance. The results indicate that two practices have direct positive and statistically significant impact on operational performance. Likewise, this study tried to scrutinize the best apt model between manufacturing practices and operational performance. [ABSTRACT FROM AUTHOR]

The dynamics and modern lifestyle, the increased mobility of the population and trade, have provided the spreading of the organized crime worldwide. One of the factors that could help in prevention and stopping the organized of course is the indicial method. In this thesis is elaborated the process of the indicial method, its meaning, operative functioning and the deficiency of information about organized crime. [ABSTRACT FROM AUTHOR]

The article presents abstracts on operations management topics which include differences in operations management research agendas of North America and Europe, structural ambidexterity in high technology organizations, and the effects of asset specificity and trust on inter-company knowledge sharing.

This section presents an overview of the conferences Operations Management, Past and Future: Three Perspectives, and Enterprise Resource Planning Redux. The Operations Management, Past and Future conference follows up the Operations Management Division's celebration of its 30th anniversary at the annual meeting in Denver, Colorado by considering the discipline's past and future. It will begin with a historical perspective on operations, particularly the professionalizations of operations management as a practical and academic discipline. The three panelists will address three different waves of the evolution of operations management: practical, engineering, and managerial. In the Enterprise Resource Planning Redux symposium, a group of eight researchers engaged in four different empirical research studies on the deployment of Enterprise Resource Planning (ERP) systems were assembled in the hopes of shedding some light on the underlying causal model of outcomes using these complex, expensive information technologies. ERP installations were originally estimated to have cost in excess of $100 and $200 million, respectively. The cost of a new ERP system runs from $50 million to $500 million or more, depending upon size of the organization and system options selected.

Our study investigates the benefits of adopting responsible practices across the supply chain. In particular, here we examine the relationship between responsible supply chain practices, operational outcomes and the factors that impact that relationship by examining the influence of a strategic sustainability orientation in the execution and outcome of responsible supply chain management (RSCM) practices and policies. This paper builds on earlier discussions of the development of a measurement instrument for RSCM (Marshall, McCarthy, Heavey, & McGrath, 2014). Here we focus on analysis of data from US-based respondents and address the research question "what are the moderating and mediating effects of a sustainability orientation of supply chain practices upon operational performance?" We found that the impact of innovation, strategic, and long-term orientations towards RSCM has a significant impact on operational outcomes. Our study is an empirical survey-based analysis and contributes to the literature on the link between corporate social responsibility and supply chain performance. [ABSTRACT FROM AUTHOR]

Manufacturing companies are increasingly managing a network of production facilities. The complexity of this production network adds new challenges for operations managers. In this article, we introduce the integration of the production network as a meso-level of analysis (named 'network integration') besides the classical dimensions of supplier and customer integration (macro-level), and inter-functional integration (micro-level). We draw upon the knowledge-based view and network theory to argue that the integration of this meso-level structure, in conjunction with supply chain integration, contributes to the operational performance of connected plants. The model is tested using survey data from 508 plants affiliated to a manufacturing network and operating in 22 different countries using structural equation modeling. We confirm the production network as a relevant level of analysis, since network integration has a significant impact on the operational performance of the plant. Our analysis unveils the key role of internal integration for supply chain integration, mediating the impact of supplier integration and network integration on operational performance. Our data do not support the association between customer integration and operational performance. This study extends the existing research on supply chain integration and on production networks. [ABSTRACT FROM AUTHOR]

Building on the Motivation-Opportunity-Ability (MOA) framework, we posit and test a model for bilateral information exchange at the functional level. In our model we assume both sides of such an exchange (e.g., Production-to-Sales and Sales-to-Production) may differ in the perceived adequacy of information they provide. Depending on functional position and operational dynamics, the two sides can also differ in terms of how their motivation and ability impact that adequacy. To test the model, we make use of survey responses and objective data from Sales, Production and higher level operating managers of 182 Chinese manufacturers. Analysis of our sample shows the Sales-to-Production exchange to be less adequate, with a smaller performance effect, than the Production-to-Sales exchange. Although shared opportunity is important in predicting both sides of the exchange, our measure of motivation appears to only significantly impacts the Sales-to-Production exchange. In contrast our measure of ability only appears to significantly affect the Production-to-Sales exchange. While the empirical evidence originates from a collectivist national culture setting, the findings contribute to general theory-building by highlighting systematic differences across organizational functions. [ABSTRACT FROM AUTHOR]