Ann Vereecke | Vlerick Leuven Gent Management School (original) (raw)

Papers by Ann Vereecke

Abstract The international strategy literature provides a framework describing different environm... more Abstract The international strategy literature provides a framework describing different environments with which multinationals can be confronted. This conceptual framework builds on two dimensions: the pressures for global integration and for local ...

RePEc: Research Papers in Economics, Mar 11, 2005

PurposeThe purpose of this paper is to empirically test the relationship between supply chain (SC... more PurposeThe purpose of this paper is to empirically test the relationship between supply chain (SC) collaboration and performance improvement.Design/methodology/approachIn keeping with the extant literature, hypotheses were developed incorporating dimensions of supplier and customer collaboration and performance improvement. Factor analysis and linear statistical models for correlation and analysis of variance were used to test the hypotheses with IMSS 2001 data on 374 firms from the engineering/assembly industry across 11 European countries.FindingsOnly weak empirical support was found for the hypothesized positive relationships between supplier (or customer) collaboration and performance improvement. There was partial empirical support for the impact of collaboration, both with suppliers and customers, on rates of improvement. For information exchange, performance improvement in respect of cost, flexibility, quality, and procurement was supported, whereas for structural collaboration, only improvement in respect of flexibility and procurement was supported. There was strong empirical support for the hypothesized higher levels of collaboration among companies showing higher performance improvement.Research limitations/implicationsUsing cross‐sectional (versus longitudinal), perceptual (rather than absolute) data, coming from a principal firm (rather than from each collaborative entity).Practical implicationsThis study indicates that firms need to adopt a concerted approach to collaboration both with suppliers and customers in order to reap maximum performance improvement benefits in the area of cost, flexibility, quality, delivery, procurement, and time‐to‐market.Originality/valueThis study goes beyond analytical modeling and case‐study research on the relationship between SC collaboration and performance improvement and offers industry‐based empirical results on consolidated practical and theoretical insights.

27, 2019

Everyone is talking about Industry 4.0 – from the Internet of Things, additive manufacturing and ... more Everyone is talking about Industry 4.0 – from the Internet of Things, additive manufacturing and the cloud through to artificial intelligence, augmented reality and blockchain. But what does it all mean in practice? It’s not a question of if Industry 4.0 will drastically change the way we do business. It’s a question of when and how quickly. So how can you apply this technology in your business – not just to improve production and performance, but to make a difference for customers? This white paper gives you the insight you need to get ahead of the game and prepare your organisation for the fourth industrial revolution

Logística integral: la …, 2009

Información del artículo Perfiles de directivos de cadena de suministro.

Journal of Quality in Maintenance Engineering, 2006

Purpose-To provide a framework that can identify and evaluate the effectiveness of a given mainte... more Purpose-To provide a framework that can identify and evaluate the effectiveness of a given maintenance strategy in a company. This can help in the strategic management of maintenance. Design/methodology/approach-The framework is developed using Hayes and Wheelwright's four-stage framework on manufacturing strategy as a guideline. To gain a clearer understanding of the framework and its usefulness the subject topic is elaborated in two phases: definition of maintenance strategy, framework description and operationalization using case examples. The scope of the paper is limited to performance measurement of maintenance strategies. Findings-It is found that the framework is applicable and useful for the strategic management of the maintenance function. The case example depicting the fourth stage shows that maintenance can also contribute to enhancing the competitive advantage of a company. Practical implications-Given the current position of maintenance, the framework used in this paper also suggests the strategic direction to progress for long-term effectiveness. It helps in stimulating practising managers to manage maintenance with a strategic thinking and mindset. It also helps them to visualize the capabilities of maintenance in enhancing the competitive advantage of a company. Originality/value-Unlike other functions like manufacturing and business, the strategic literature on maintenance is meagre. Many tools and techniques have been developed and applied in other fields. However, the applicability of those tools to maintenance function has never been tried. In that respect this topic is new. It helps in managing maintenance more effectively, given its growing technical and technological complexity.

Stevens (1989) was among the first to stress the strategic importance of collaboration in the sup... more Stevens (1989) was among the first to stress the strategic importance of collaboration in the supply chain. On the other hand, some recent studies point out that supply chain collaboration is no guarantee for success (Van Wassenhove et al, 2003; Vereecke et al, 2004; Holweg et al, 2005) and that there is a need to investigate what makes a collaborative relationship successful. Building on the work of Mohr and Spekman (1994), Monczka (1998) and Solis (2004) and several other researchers (Bowersox (2000), Mentzer (2000), etc), we have identified three key antecedents of supply chain collaboration: collaboration attributes, systems & processes and conflict resolution techniques. To measure these antecedents and the link between the antecedents and the performance improvement of the relationship, we developed a survey to measure the least successful and the most successful strategic supplierand customer-relationships. Based on a cluster analysis on the operational benefits of collaboration, we identified 4 types of collaborative relationships: stagnant, internallyfocused, externally-focused and best-in-class collaborative relationships. We found that the characteristics of the relationships are different according to the type of collaborative relationship. Based on the differences in the antecedents of these clusters, we identified different paths to improve supply chain collaboration and we identified 4 types of capabilities to improve the performance of a relationship: cumulative, internal, external and progressive capabilities. This categorization helps management to highlight which aspects of the relationship require more attention, depending on the kind of benefits one wants to accomplish through the relationship.

International Journal of Operations & Production Management, 2017

Purpose Companies increasingly exchange information to work more closely with supply chain partne... more Purpose Companies increasingly exchange information to work more closely with supply chain partners. Although information exchange is a critical element for up- and downstream partnerships, the purpose of this paper is to indicate that it is not a guarantee for improved performance and should be combined with other integration tactics to fully capture its benefits. Design/methodology/approach Using a global sample in the industrial sector, a moderated mediation framework for both upstream and downstream integration, which links integration tactics to operational performance, was empirically tested. Findings This research shows that operational integration is indispensable to capture the benefits of information exchange. In addition, it points out that the impact of the use of information technology (IT) is stronger for upstream integration. Practical implications While the data show that the use of IT significantly improves the delivery performance in the supply chain, it also signa...

D/2003/7012/23 The paper describes the results of an exploratory research study on the applicatio... more D/2003/7012/23 The paper describes the results of an exploratory research study on the application of programme management in six companies. A classification of programmes is developed that may help in understanding the differences between programmes and the managerial impact of these differences. The research shows that the formalised and rigorous approach as described in most programme management handbooks is not widely adopted. The cases show less centralisation, less formalisation and less management of the interdependencies between the projects in the programme than one would expect on the basis of the programme management literature. This is especially the case in programmes that originate as a grouping of a set of existing projects. Yet, formalisation is mentioned as the main success factor in managing programmes. Keywords: Programme management, project management, management of change

International Journal of Operations & Production Management, 2006

District of Creativity is de Vlaamse organisatie voor ondernemingscreativiteit, opgericht in 2004... more District of Creativity is de Vlaamse organisatie voor ondernemingscreativiteit, opgericht in 2004 door de Vlaamse regering. Flanders DC heeft als missie om ondernemend Vlaanderen creatiever te maken en creatief Vlaanderen ondernemender. Flanders DC bouwt aan kennis, sensibiliseert en ontwerpt handige hulpmiddelen voor wie creatief en ondernemend aan de slag wil. Daarom heeft Flanders DC een kenniscentrum opgericht aan de Vlerick Leuven Gent Management School en de Antwerp Management School. Onderzoeksthema's zijn: innovatie, ondernemerschap, internationalisering en de creatieve industrie. Flanders DC richt zich op ondernemers, leerkrachten, leerlingen, beleidsmakers en het grote publiek. Zo kan je een gratis online opleiding creatief denken volgen, je creativiteit testen, een brainstormkit bestellen, een ondernemer uitnodigen in je klas of op je event, deelnemen aan De Bedenkers-Klaseditie en in een online game ontdekken hoe je als manager scoort op innovatie. Ondernemingscreativiteit is voor Flanders DC geen doel op zich, maar een middel om van Vlaanderen een internationale topregio te maken met verhoogde concurrentiekracht. Dat is nodig om Vlaanderen economisch gezond te houden en nieuwe jobs te creëren. Flanders DC wil daaraan meewerken door meer ondernemingscreativiteit enerzijds en een sterkere creatieve industrie anderzijds. Dankzij ondernemingscreativiteit vinden bedrijven nieuwe, innovatieve en creatievere antwoorden op hun huidige en toekomstige uitdagingen. Ze kunnen anticiperen op evoluties. Dat geeft hen een concurrentieel voordeel. Met ondernemingscreativiteit bedoelen we de niet-technologische aspecten van innovatie. Flanders DC gelooft daarbij dat creativiteit en innovatie geboren worden in het maken van nieuwe combinaties. Flanders DC wil daarom ook een netwerkingplatform zijn waarop verschillende initiatieven, bedrijven en regio's elkaar makkelijk kunnen vinden. Op die manier wil Flanders DC snelle en nieuwe combinaties tussen spelers uit verschillende domeinen faciliteren. Meer info: www.flandersdc.be. tel.

International Journal of Operations & Production Management, 2003

The paper describes the results of an exploratory study of the application of programme managemen... more The paper describes the results of an exploratory study of the application of programme management in six companies. A classification of programmes developed may help in understanding the differences between programmes and the managerial impact of these differences. The research shows that the formalised and rigorous approach as described in most programme management handbooks is not widely adopted. The cases show less centralisation, less formalisation and less management of the interdependencies between the projects in the programme than one would expect on the basis of the programme management literature. This is especially the case in programmes that originate as a grouping of a set of existing projects. Yet, formalisation is mentioned as the main success factor in managing programmes.

33rd Annual Meeting …, 2002