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Purpose – This research aims to explore the enabling and constraining effects of enterprise resource planning (ERP) systems and speculate on how these can be linked to the four generic roles of operations management (OM) proposed by Slack et al.Design/methodology/approach – This research understands ERP as boundary objects characterised by modularity, abstraction, accommodation, and standardization. An in-depth cross-disciplinary literature review and role synthesis is conducted. Findings – Four enabling and three constraining effects of ERP are deduced from existing literature. ERP and OM are linked conceptually. Based on the identified effects of ERP, the paper speculates on the managerial tasks of the production and operations manager (POM) in an ERP environment and lists a set of central concerns of potential relevance to POM and to future research. Research limitations/implications – The identified roles of ERP and their implications could be empirically tested using case based and survey research. Practical implications – The results provide insights into how ERP has multiple and parallel roles, and how these roles are relevant to the function of OM. Such knowledge is valuable for practicing POMs in managing the implementation and design of ERP to support the different domains of OM. Originality/value – Current studies of the effects of ERP and their link to the practice of OM tend to focus on one or a few roles of the emerging system. Such studies do not properly take into account the modularised and pluralistic nature of ERP. This research provides a platform from where future research on the effects, managerial dilemmas and implications of ERP can be reconciled across research communities. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to illuminate how supplier evaluation practices are linked to supplier performance improvements. Specifically, the paper investigates how performance information travelling between the evaluating buyer and the evaluated suppliers is shaped and reshaped in the evaluation process. Design/methodology/approach – The paper relies on a multiple, longitudinal case research methodology. The two cases show two companies' efforts in designing, implementing, and using supplier evaluation in order to improve supplier performance. Findings – The findings show how the dynamics of representing, reducing, amplifying, dampening, and directing shape and reshape supplier evaluation information. In both companies, evaluation practices were defined, redefined, and re-directed by the involved actors' perception and decision making, as well as organisational structures, IT systems, and available data sources. Research limitations/implications – The identified factors and dynamics could be empirically tested on larger samples to increase generalisability. Practical implications – The results provide insights into how an evaluating buyer may analyse and control supplier evaluation processes thereby improving their effects. Managers must know how performance information is altered before reaching key supplier actors in order to optimise supplier performance. Originality/value – Current studies on supplier evaluation practices are limited in their focus on design, implementation, or use. This paper explores all three phases empirically, and proposes a set of dynamics to better understand and control the often taken for granted link between intentions and outcome of such practices. In relation to future research, the authors propose a more holistic direction, which will take the entire supplier evaluation process as its unit of analysis. [ABSTRACT FROM AUTHOR]

Within the framework of Quick Response Systems (QRS), this paper examines different levels of interorganizational communication and their impact upon supply chain performance. Using case studies of three Danish firms well known for their well executed supply chains, we consider differences in supply chain performance relative to differences among levels of interorganizational communication. In each case, we demonstrate how companies can be flexible when demand forecasts are not effective as a basis for supply management. We analyze how these companies use QRS and describe the information the companies exchange with key suppliers. The type of data exchanged and the use of that data are used to classify each firm's level of interorganizational communication. [ABSTRACT FROM AUTHOR]