Abstract It is recognised that companies in almost every sector are making a transition from sell... more Abstract It is recognised that companies in almost every sector are making a transition from selling products to innovative, integrated product-service packages. These packages deliver the benefits to customers while generally removing the requirement for ownership of ...
Journal of Manufacturing Technology Management, Oct 21, 2013
Purpose – Many pharmaceutical companies outsource their research and development and manufacturin... more Purpose – Many pharmaceutical companies outsource their research and development and manufacturing operations to value chain partners. Effective evaluation of outsourcees' capabilities and relationship management are often central for outsourcers to secure sustainable competitive advantage. This study aims to investigate how to evaluate outsourcees and manage outsourcing relationships in the pharmaceutical industry based on the theory of dynamic capability (DC). Design/methodology/approach – The investigation used an exploratory multiple case study approach. The data collection, spanning a period of 12 months, entailed a multinational pharmaceutical company (PharmCo) with its headquarters in Europe, and four contract research and manufacturing organizations from China and India. Findings – The results show that PharmCo evaluates its outsourcing partners based on their dynamic capabilities, which include processes (project deliverables, communication, and accuracy of costs), positions (financial assets, number of scientists, spectrum of services, and geographical presence), and paths (past experiences). The findings indicate that a pharmaceutical company outsources to partners with high operational capabilities, whereas it builds fully integrated outsourcing relationships only with those that have high dynamic capabilities. Practical implications – Findings from this study provide guidelines for practitioners in manufacturing industries to efficiently and effectively evaluate and manage outsourcees to deal with the challenges and risks associated with strategic outsourcing. Originality/value – The paper contributes to the literature by providing empirical evidence on the role of DC in outsourcee evaluation and outsourcing relationship management in the pharmaceutical industry. Moreover, the paper illustrates how to conceptualize and measure the DC as a multi-dimensional construct. The analysis also indicates that partners' dynamic and operational capabilities play different roles in outsourcing relationship management.
... The sample was not completely predetermined, but evolved as data and preliminary findings wer... more ... The sample was not completely predetermined, but evolved as data and preliminary findings were ... will help designers, supervisors and managers capture the influential factors for specific trade-offs ... reverse those decisions and do what was right, when we have even less time ...
ABSTRACT Over the last two decades, Japanese products have challenged Western ones, not only in t... more ABSTRACT Over the last two decades, Japanese products have challenged Western ones, not only in terms of cost but also on quality, reliability and delivery. This has meant that meeting customer needs on time has now entered the competitive equation. Hence, in the 1990s, time to market (TTM) has become a focal point in achieving competitive advantage in the marketplace. Presents an overview of TTM and of how to do it. Considers the costs and benefits of TTM, and uses two case studies to compare and contrast the effect of adopting TTM and ignoring it. Looks at the key factors of: tools and techniques; technology; team management and logistics, with practical examples of the main points in achieving TTM successfully.
... maintain quality (Cua et al., 2001). Total Preventive Maintenance Total Preventive Maintenanc... more ... maintain quality (Cua et al., 2001). Total Preventive Maintenance Total Preventive Maintenance (TPM) aims at optimising the effectiveness of organisation-wide equipment by maintaining it throughout its whole life (Chan, Lau, Ip, Chan, & Kong, 2005). ...
List of Figures 2.1.1 Research model for robust supply chain design 2.1.2 Preliminary list of sou... more List of Figures 2.1.1 Research model for robust supply chain design 2.1.2 Preliminary list of sources of supply chain vulnerability (italic letters denote specific sources related to food supply chains) 2.2.1 A Type 0 supply chain conceptualised by a water tank model 2.2.2 A Type I supply chain conceptualised by a water tank model 2.2.3 A Type II supply chain conceptualised by a water tank model 2.2.4 A Type III supply chain conceptualised by a water tank model 2.2.5 A Type IV supply chain conceptualised by a water tank model 2.3.1 Research model 2.4.1 Reverse amplification effect 3.1.1 Fisher's supply chain matrix 3.2.1 Key retailer 3.2.2 Decision frontiers for a typical agile supply chain network 3.2.3 Time series life cycle of high fashion product over nine-week period 3.2.4 Global phase plane 3.2.5 Mix phase plane 3.3.1 The relative value of flexibility 3.3.2 f-flexibility manufacturing systems 3.3.3 A manufacturing process associated with the f-postponement strategy 3.4.1 Exemplification of contingency plans in the supply process 3.4.2 Impact of the DS and DC on the expected annual LC (Strategy 3) 4.2.1 Supply chain responsiveness: UK and Japanese automotive industry 4.2.2 Value adding in the Toyota supplier system in Japan and UK supplier system List of Figures ix 4.2.3 Demand amplification in UK and Japanese automotive industries 4.2.4 The quality filter concept 4.3.1 Conceptual framework of antecedents to supplier integration 5.1.1 The four types of customers 5.3.1 Research themes 6.1.1 Three-layered traceability system 6.1.2 An example of composite production process 6.1.3 Relations between sales division and manufacturing division 6.1.4 A list of surplus stocks 6.1.5 Process of implosion MRP 6.1.6 A list of available additional sales orders 6.2.1 IntaPS architecture 6.2.2 Multi-agent system architecture 7.1.1 Number of containerised grain cargo export volume (in terms of TEUs) 7.1.2 Exhibition of triangular fuzzy function 7.1.3 Five linguistics variable and their membership function from the survey 7.1.4 Hierarchical structure of grain importers' transport mode choice behaviour 7.2.1 The evolution of grocery distribution 7.2.2 The location of the consolidation centres for ambient and composite products 7.3.1 Illustrative load planning network 7.3.2 Frequency of direct service between a pair of terminals 7.3.3 Convergence of method for 30 nodes 8.2.1 Carbon abatement and related cost profiles for four business functions 8.3.1 Goods flows in the context of reuse x List of Tables 2.1.1 Example of classification of disturbances in delivery process 2.1.2 Categorisation of responses to disturbances from the aspect of time, frequency and consequences (coloured part is focus of this paper) 2.1.3 Redesign strategies that can be used to reduce impact of disturbances by acting to elements of logistic concept 2.1.4 Redesign strategies that can be used to prevent disturbances by acting to elements of logistic concept 2.1.5 Redesign strategies that could be used to prevent disturbances or its consequences 2.2.1 Supply chain configurations defined for investigating implementation problems 2.2.2 Percentage of large US companies making specific information available to business partners 2.3.1 SCM factors and items in SCM research 2.3.2 Performance measures in SCM research 2.4.1 Six level matrix for distortion sources in supply chains 3.3.1 Flexibility strategies for reducing supply chain risks 3.4.1 Frequency distributions assumed in the simulation model for the base case 3.4.2 Impact of the proposed approaches on parameters of SLT 3.4.3 Expected annual costs for each scenario (€ * 1000/year) 4.2.1 Supply chain responsiveness: UK and Japanese automotive industry 4.2.2 Value adding in the Toyota supplier system in Japan and UK supplier system 5.1.1 Contribution per order 5.1.2 ANOVA on contribution per order in Sweden 5.1.3 Total contribution per customer and year 5.1.4 ANOVA on total contribution per customer and year in Sweden 5.2.1 One customised product problem 5.2.2 Two customised product problems List of Tables xi 6.1.1 Necessary information transmitted from ERP layer to independent data management layer 6.1.2 Details of experiment environment 7.1.1 Major cereal importing nations and their world market share 7.1.2 Estimated impact of the grain quality on its market price 7.1.3 Criteria influencing shippers' decision-making behaviour 7.1.4 TFN and BNP performances of the two transport modes on various criteria 7.2.1 Average cost and volume against number of consolidation centres 7.2.2 The transport miles, cost and volume split for ambient and composite products 7.3.1 The transport miles, cost and volume split for ambient and composite products 8.1.1 Differences between micro, small and medium-sized retailers 8.1.2 Firms classified according to supply chain role and firm size 8.1.3 Differences between micro, small and medium-sized growers 8.1.4 Differences between micro, small and medium-sized manufacturers 8.1.5 Differences between micro, small and medium-sized wholesalers 8.1.6 Differences between micro, small and medium-sized retailers 8.1.7 Significant differences with respect to firm size (ANOVA test) xii
Recent years have witnessed the long term success of some manufacturing organizations, which has ... more Recent years have witnessed the long term success of some manufacturing organizations, which has been enhanced by their ability to bring new products onto the market at regular and shorter intervals. The criteria for competitiveness in the market have been changing continuously. The levels of product complexity, market demands, extent of globalization of markets, and degree of consumer awareness have varied over the last few years. This has lead the organizations to become more agile and responsive to the changing needs of customers and consumers. Within this context the role of design as a function within organizations has changed significantly. Intra-organizational as well as inter-organizational levels of involvement of the design function have significantly increased which matches the desired level of integration. The evolving new product development context thus calls for innovation and innovative approaches to design and manufacturing.
Using Resource Dependence Theory (RDT), this paper explores the changing state of Supply Chain (S... more Using Resource Dependence Theory (RDT), this paper explores the changing state of Supply Chain (SC) complexities and dependencies resulting from Additive Manufacturing (AM) adoption, analysing implications for competitiveness. We utilised an adapted SC configuration framework to develop embedded case studies across the Aerospace, Automotive and Power Generation industries. The sample included fifteen companies deploying metal AM across three SC tiers. Using an abductive logic, our findings reveal that the complexity and dependency-reduction potential of AM depends on economic, industry, geographical, organisational and technological factors. We developed a conceptual framework for AM SC configuration and four propositions, which provide further insights into the interplay between SC complexities, dependencies and competitiveness. By utilising RDT, we contribute to the AM SC configuration literature by highlighting the mediating role that dependencies play in achieving competitiveness, as well as strategies adopted by firms to mitigate uncertainty. We also highlight the interplay between ‘relationship and governance’ and three other SC configuration dimensions in relation to competitiveness. Insights into the changing state of complexities and dependencies identified in this study could also support managerial decisions in AM SC design.
To better satisfy various stakeholders, firms are seeking integrated practices that can enhance t... more To better satisfy various stakeholders, firms are seeking integrated practices that can enhance their sustainability performance, also well known as the Triple Bottom Line (3BL). The fashion industry exhibits potential conflicts with the spirit of sustainability because of the waste created by high levels of demand uncertainty and the extant usage of resources in production. Literature suggests that selected stand-alone practices of lean, green, and Corporate Social Responsibility (CSR) management systems have a positive impact on firm sustainability performance. However, how the combination of selected practices from these three management systems impacts the 3BL remains unclear. Based on case studies, we build an integrated sustainable practices model incorporating the most popular lean, green, and social practices and develop propositions for future tests. Our
2017 International Conference on Engineering, Technology and Innovation (ICE/ITMC), 2017
The paper compares and contrasts the pros and cons of physical and virtual collocated teams withi... more The paper compares and contrasts the pros and cons of physical and virtual collocated teams within the context of New Product Development (NPD). The concept of formation of appropriate teams structure has been around for decades however, this topic has increasingly received growing attention and scrutiny over the last couple of decades. The selection, design and structure of teams have considerable impact on the performance and effectiveness of NPD process and its outcome. With the rapid developments and advancement of design aid tools and technologies and communication platforms to support the NPD processes the need to collocate physically the product design and development team physically becomes less prevalent. The implications of virtual teams, however, require further attention. This paper explores the developments of collocated teams with the NPD context. After a brief review of relevant literature, two case studies are presented from an on-going research project followed a comparative analysis using a framework developed by previous studies. The paper closes by highlighting the characteristics that are associated with effectively performing collocated teams.
2019 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC), 2019
The manufacturing sector is undergoing a massive disruption at present, making it difficult for c... more The manufacturing sector is undergoing a massive disruption at present, making it difficult for companies to survive in the competitive global market without support from the latest information technologies (IT) and computer-aided capabilities. Sophisticated technologies such as Cyber-Physical Systems (CPS), Industrial Internet of things (IIoT) and Computer Integrated Manufacturing (CIM) have accelerated digital manufacturing transformation in the recent years and made manufacturing smarter and autonomous. Cloud Manufacturing (CMfg) is a new manufacturing paradigm which will give life to ‘Design Anywhere and Make Anywhere’ concept and open doors of efficient, high-quality manufacturing to a larger audience. Successful widespread implementation of CMfg depends on the readiness of organisations for CMfg transformation. This paper identifies factors affecting CMfg readiness, key characteristics, core business processes and manufacturing requirements required to transform traditional manufacturing firms into CMfg enabled enterprises. Capturing all aspects of a CMfg business environment, a Cloud Manufacturing Readiness Assessment Framework (CMfg-RAF) is proposed which comprises 06 core dimensions: Services, Manufacturing, Operations, Business, Strategy, and Legal. Core dimensions are further divided into 36 sub-dimensions which are assessed under 04 readiness levels: Novice, Learner, Experienced, and Master. Finally, it presents the readiness criteria that must be fulfilled by sub-dimensions to reach expected readiness levels.
Abstract It is recognised that companies in almost every sector are making a transition from sell... more Abstract It is recognised that companies in almost every sector are making a transition from selling products to innovative, integrated product-service packages. These packages deliver the benefits to customers while generally removing the requirement for ownership of ...
Journal of Manufacturing Technology Management, Oct 21, 2013
Purpose – Many pharmaceutical companies outsource their research and development and manufacturin... more Purpose – Many pharmaceutical companies outsource their research and development and manufacturing operations to value chain partners. Effective evaluation of outsourcees' capabilities and relationship management are often central for outsourcers to secure sustainable competitive advantage. This study aims to investigate how to evaluate outsourcees and manage outsourcing relationships in the pharmaceutical industry based on the theory of dynamic capability (DC). Design/methodology/approach – The investigation used an exploratory multiple case study approach. The data collection, spanning a period of 12 months, entailed a multinational pharmaceutical company (PharmCo) with its headquarters in Europe, and four contract research and manufacturing organizations from China and India. Findings – The results show that PharmCo evaluates its outsourcing partners based on their dynamic capabilities, which include processes (project deliverables, communication, and accuracy of costs), positions (financial assets, number of scientists, spectrum of services, and geographical presence), and paths (past experiences). The findings indicate that a pharmaceutical company outsources to partners with high operational capabilities, whereas it builds fully integrated outsourcing relationships only with those that have high dynamic capabilities. Practical implications – Findings from this study provide guidelines for practitioners in manufacturing industries to efficiently and effectively evaluate and manage outsourcees to deal with the challenges and risks associated with strategic outsourcing. Originality/value – The paper contributes to the literature by providing empirical evidence on the role of DC in outsourcee evaluation and outsourcing relationship management in the pharmaceutical industry. Moreover, the paper illustrates how to conceptualize and measure the DC as a multi-dimensional construct. The analysis also indicates that partners' dynamic and operational capabilities play different roles in outsourcing relationship management.
... The sample was not completely predetermined, but evolved as data and preliminary findings wer... more ... The sample was not completely predetermined, but evolved as data and preliminary findings were ... will help designers, supervisors and managers capture the influential factors for specific trade-offs ... reverse those decisions and do what was right, when we have even less time ...
ABSTRACT Over the last two decades, Japanese products have challenged Western ones, not only in t... more ABSTRACT Over the last two decades, Japanese products have challenged Western ones, not only in terms of cost but also on quality, reliability and delivery. This has meant that meeting customer needs on time has now entered the competitive equation. Hence, in the 1990s, time to market (TTM) has become a focal point in achieving competitive advantage in the marketplace. Presents an overview of TTM and of how to do it. Considers the costs and benefits of TTM, and uses two case studies to compare and contrast the effect of adopting TTM and ignoring it. Looks at the key factors of: tools and techniques; technology; team management and logistics, with practical examples of the main points in achieving TTM successfully.
... maintain quality (Cua et al., 2001). Total Preventive Maintenance Total Preventive Maintenanc... more ... maintain quality (Cua et al., 2001). Total Preventive Maintenance Total Preventive Maintenance (TPM) aims at optimising the effectiveness of organisation-wide equipment by maintaining it throughout its whole life (Chan, Lau, Ip, Chan, & Kong, 2005). ...
List of Figures 2.1.1 Research model for robust supply chain design 2.1.2 Preliminary list of sou... more List of Figures 2.1.1 Research model for robust supply chain design 2.1.2 Preliminary list of sources of supply chain vulnerability (italic letters denote specific sources related to food supply chains) 2.2.1 A Type 0 supply chain conceptualised by a water tank model 2.2.2 A Type I supply chain conceptualised by a water tank model 2.2.3 A Type II supply chain conceptualised by a water tank model 2.2.4 A Type III supply chain conceptualised by a water tank model 2.2.5 A Type IV supply chain conceptualised by a water tank model 2.3.1 Research model 2.4.1 Reverse amplification effect 3.1.1 Fisher's supply chain matrix 3.2.1 Key retailer 3.2.2 Decision frontiers for a typical agile supply chain network 3.2.3 Time series life cycle of high fashion product over nine-week period 3.2.4 Global phase plane 3.2.5 Mix phase plane 3.3.1 The relative value of flexibility 3.3.2 f-flexibility manufacturing systems 3.3.3 A manufacturing process associated with the f-postponement strategy 3.4.1 Exemplification of contingency plans in the supply process 3.4.2 Impact of the DS and DC on the expected annual LC (Strategy 3) 4.2.1 Supply chain responsiveness: UK and Japanese automotive industry 4.2.2 Value adding in the Toyota supplier system in Japan and UK supplier system List of Figures ix 4.2.3 Demand amplification in UK and Japanese automotive industries 4.2.4 The quality filter concept 4.3.1 Conceptual framework of antecedents to supplier integration 5.1.1 The four types of customers 5.3.1 Research themes 6.1.1 Three-layered traceability system 6.1.2 An example of composite production process 6.1.3 Relations between sales division and manufacturing division 6.1.4 A list of surplus stocks 6.1.5 Process of implosion MRP 6.1.6 A list of available additional sales orders 6.2.1 IntaPS architecture 6.2.2 Multi-agent system architecture 7.1.1 Number of containerised grain cargo export volume (in terms of TEUs) 7.1.2 Exhibition of triangular fuzzy function 7.1.3 Five linguistics variable and their membership function from the survey 7.1.4 Hierarchical structure of grain importers' transport mode choice behaviour 7.2.1 The evolution of grocery distribution 7.2.2 The location of the consolidation centres for ambient and composite products 7.3.1 Illustrative load planning network 7.3.2 Frequency of direct service between a pair of terminals 7.3.3 Convergence of method for 30 nodes 8.2.1 Carbon abatement and related cost profiles for four business functions 8.3.1 Goods flows in the context of reuse x List of Tables 2.1.1 Example of classification of disturbances in delivery process 2.1.2 Categorisation of responses to disturbances from the aspect of time, frequency and consequences (coloured part is focus of this paper) 2.1.3 Redesign strategies that can be used to reduce impact of disturbances by acting to elements of logistic concept 2.1.4 Redesign strategies that can be used to prevent disturbances by acting to elements of logistic concept 2.1.5 Redesign strategies that could be used to prevent disturbances or its consequences 2.2.1 Supply chain configurations defined for investigating implementation problems 2.2.2 Percentage of large US companies making specific information available to business partners 2.3.1 SCM factors and items in SCM research 2.3.2 Performance measures in SCM research 2.4.1 Six level matrix for distortion sources in supply chains 3.3.1 Flexibility strategies for reducing supply chain risks 3.4.1 Frequency distributions assumed in the simulation model for the base case 3.4.2 Impact of the proposed approaches on parameters of SLT 3.4.3 Expected annual costs for each scenario (€ * 1000/year) 4.2.1 Supply chain responsiveness: UK and Japanese automotive industry 4.2.2 Value adding in the Toyota supplier system in Japan and UK supplier system 5.1.1 Contribution per order 5.1.2 ANOVA on contribution per order in Sweden 5.1.3 Total contribution per customer and year 5.1.4 ANOVA on total contribution per customer and year in Sweden 5.2.1 One customised product problem 5.2.2 Two customised product problems List of Tables xi 6.1.1 Necessary information transmitted from ERP layer to independent data management layer 6.1.2 Details of experiment environment 7.1.1 Major cereal importing nations and their world market share 7.1.2 Estimated impact of the grain quality on its market price 7.1.3 Criteria influencing shippers' decision-making behaviour 7.1.4 TFN and BNP performances of the two transport modes on various criteria 7.2.1 Average cost and volume against number of consolidation centres 7.2.2 The transport miles, cost and volume split for ambient and composite products 7.3.1 The transport miles, cost and volume split for ambient and composite products 8.1.1 Differences between micro, small and medium-sized retailers 8.1.2 Firms classified according to supply chain role and firm size 8.1.3 Differences between micro, small and medium-sized growers 8.1.4 Differences between micro, small and medium-sized manufacturers 8.1.5 Differences between micro, small and medium-sized wholesalers 8.1.6 Differences between micro, small and medium-sized retailers 8.1.7 Significant differences with respect to firm size (ANOVA test) xii
Recent years have witnessed the long term success of some manufacturing organizations, which has ... more Recent years have witnessed the long term success of some manufacturing organizations, which has been enhanced by their ability to bring new products onto the market at regular and shorter intervals. The criteria for competitiveness in the market have been changing continuously. The levels of product complexity, market demands, extent of globalization of markets, and degree of consumer awareness have varied over the last few years. This has lead the organizations to become more agile and responsive to the changing needs of customers and consumers. Within this context the role of design as a function within organizations has changed significantly. Intra-organizational as well as inter-organizational levels of involvement of the design function have significantly increased which matches the desired level of integration. The evolving new product development context thus calls for innovation and innovative approaches to design and manufacturing.
Using Resource Dependence Theory (RDT), this paper explores the changing state of Supply Chain (S... more Using Resource Dependence Theory (RDT), this paper explores the changing state of Supply Chain (SC) complexities and dependencies resulting from Additive Manufacturing (AM) adoption, analysing implications for competitiveness. We utilised an adapted SC configuration framework to develop embedded case studies across the Aerospace, Automotive and Power Generation industries. The sample included fifteen companies deploying metal AM across three SC tiers. Using an abductive logic, our findings reveal that the complexity and dependency-reduction potential of AM depends on economic, industry, geographical, organisational and technological factors. We developed a conceptual framework for AM SC configuration and four propositions, which provide further insights into the interplay between SC complexities, dependencies and competitiveness. By utilising RDT, we contribute to the AM SC configuration literature by highlighting the mediating role that dependencies play in achieving competitiveness, as well as strategies adopted by firms to mitigate uncertainty. We also highlight the interplay between ‘relationship and governance’ and three other SC configuration dimensions in relation to competitiveness. Insights into the changing state of complexities and dependencies identified in this study could also support managerial decisions in AM SC design.
To better satisfy various stakeholders, firms are seeking integrated practices that can enhance t... more To better satisfy various stakeholders, firms are seeking integrated practices that can enhance their sustainability performance, also well known as the Triple Bottom Line (3BL). The fashion industry exhibits potential conflicts with the spirit of sustainability because of the waste created by high levels of demand uncertainty and the extant usage of resources in production. Literature suggests that selected stand-alone practices of lean, green, and Corporate Social Responsibility (CSR) management systems have a positive impact on firm sustainability performance. However, how the combination of selected practices from these three management systems impacts the 3BL remains unclear. Based on case studies, we build an integrated sustainable practices model incorporating the most popular lean, green, and social practices and develop propositions for future tests. Our
2017 International Conference on Engineering, Technology and Innovation (ICE/ITMC), 2017
The paper compares and contrasts the pros and cons of physical and virtual collocated teams withi... more The paper compares and contrasts the pros and cons of physical and virtual collocated teams within the context of New Product Development (NPD). The concept of formation of appropriate teams structure has been around for decades however, this topic has increasingly received growing attention and scrutiny over the last couple of decades. The selection, design and structure of teams have considerable impact on the performance and effectiveness of NPD process and its outcome. With the rapid developments and advancement of design aid tools and technologies and communication platforms to support the NPD processes the need to collocate physically the product design and development team physically becomes less prevalent. The implications of virtual teams, however, require further attention. This paper explores the developments of collocated teams with the NPD context. After a brief review of relevant literature, two case studies are presented from an on-going research project followed a comparative analysis using a framework developed by previous studies. The paper closes by highlighting the characteristics that are associated with effectively performing collocated teams.
2019 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC), 2019
The manufacturing sector is undergoing a massive disruption at present, making it difficult for c... more The manufacturing sector is undergoing a massive disruption at present, making it difficult for companies to survive in the competitive global market without support from the latest information technologies (IT) and computer-aided capabilities. Sophisticated technologies such as Cyber-Physical Systems (CPS), Industrial Internet of things (IIoT) and Computer Integrated Manufacturing (CIM) have accelerated digital manufacturing transformation in the recent years and made manufacturing smarter and autonomous. Cloud Manufacturing (CMfg) is a new manufacturing paradigm which will give life to ‘Design Anywhere and Make Anywhere’ concept and open doors of efficient, high-quality manufacturing to a larger audience. Successful widespread implementation of CMfg depends on the readiness of organisations for CMfg transformation. This paper identifies factors affecting CMfg readiness, key characteristics, core business processes and manufacturing requirements required to transform traditional manufacturing firms into CMfg enabled enterprises. Capturing all aspects of a CMfg business environment, a Cloud Manufacturing Readiness Assessment Framework (CMfg-RAF) is proposed which comprises 06 core dimensions: Services, Manufacturing, Operations, Business, Strategy, and Legal. Core dimensions are further divided into 36 sub-dimensions which are assessed under 04 readiness levels: Novice, Learner, Experienced, and Master. Finally, it presents the readiness criteria that must be fulfilled by sub-dimensions to reach expected readiness levels.
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Papers by Kulwant Pawar