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Business and Management
Oxford Brookes Business School
Senior Lecturer in Operations ManagementBusiness SchoolOxford Brookes UniversityHeadington Road, Oxford OX3 0BP, UK
1. Operations Management
2. Logistics Management
Managing Business Operations,
Physical Logistics and Distribution,
Operations and Process Management,
1. Identification and real world application of innovative strategic practices in business operations management, quality managment, supply chain management, retailing logistics and operations in SMEs and large-sized organizations
2. Educational and pedagogical issues in higher education
As a fundamental element of knowledge management (KM), knowledge identification is a crucial issue in contemporary business organisations. As evidenced by research, medium sized enterprises (MEs) contribute constructively and significantly to economic development, society stabilisation and employment increase. Their healthy survival and growth are of critical importance to a nation. Among the approaches ensuring the successful development of MEs, quality improvement (QI) is a crucial one. However, what is and how to identify the knowledge most relevant to the MEs’ QI, the drives and sources for identifying the QI knowledge (QIK) as well as the underpinning rationales, are currently lacking of sufficient exploration. A research focusing on these issues has been strongly emphasised by literature and attested by this research itself of its meaningfulness. Through analysing empirical data collected and attested by a combination of firstly semi-structured interview, focus group following a case study strategy and then a structured interview, this exploratory research has obtained and prioritised the up-to-date answers to these questions, leading to the enrichment of the theoretical understanding of KM approaches in operations with a consideration ofquality management. Real world MEs can rely on these findings as a guidance to obtain, select and apply appropriate QIK for their operations performance improvement. The findings can also be referential for knowledge identification and application in view of QI in other type business organisations.
In recent years, the automotive industry has faced an unprecedented crisis. In particular, the zero-inventory approach, which has been widely pursued by many automobile companies, seems to be impractical in some real production contexts since it requires an inventory of all parts but in low amounts. In this paper, we investigate a new logistics method which collects automobile parts by integrating the progress-lane (P-LANE) into the corresponding vehicle routing problem. We propose a mixed integer programming formulation for this new model, which can simultaneously determines the trip routes to collect automobile parts, as well as the P-LANE that each collected part should be assigned to, so as to minimize the total costs of the production and inbound logistics. The comparison with the zero-inventory model shows that the use of the P-LANE within the milk-run system could significantly decrease the total costs and also improve the transportation efficiency. To be specific, for small and large size instances, the total costs of the zero-inventory model are about 10% and 30% higher than the ones with P-LANE, respectively, which suggests that the periodic part collection model with P-LANE could be more appropriate for automobile manufacturing.
Logistics and Supply Chain Management
Fellow of the Higher Education Academy.
Member of the Chartered Institute of Logistics and Transport.