Many companies are exploring mass customization as a way to demonstrate market leadership and capture price premiums.
The core idea of mass customization is to turncustomers' heterogeneous needs into an opportunity tocreate value, rather than a problem to be minimized, challenging the "one size fits all" assumption of traditional mass production. The concept of mass customization makes business sense in these times. Why wouldn't people want to be treated as individua lcustomers, with products tailored to their specific needs? But mass-customization has been trickier to implement than first anticipated. The key to profiting from mass customization is to see it not as a stand-alone business strategy that is replacing today's production and distribution systems, but as a set of organizational capabilities that can supplement and enrich an existing system.
What are the key objectives of the researchers to look at and the knowledge we need to address?
Every person who has read this should be well informed about Adidas and be an expertat mass customization.
When students are presented with the case, they place themselves in the role of the decision maker as they read through the situation and identify the problem they are faced with. The next step is to perform the necessary analysis - examining the causes and considering alternative courses of actions to come to a set of recommendations.
Subjects to be covered: Customization; Distribution; Information management; Production; Project management; Supply chain management
The purpose of this paper is to explore the role of supply chain management in enabling manufacturers' mass customization capabilities The results generally indicate that plant mass customization capabilities are driven by customer‐focused product design and reduced supplier lead times. In turn, these factors are driven by management's emphasis on supply chain planning. Post hoc tests show that the effects of supply chain planning on mass customization capabilities are fully mediated by customer‐focused product design and reduced supplier lead time.
While the literature suggests that mass customization depends upon a dynamic extended enterprise, extant empirical work has focused on internal firm characteristics.
How is the success of Supply chain management linked to Mass customization? Supply chain management involves the close coordination of functional activities across at least three organizations (or individuals), requiring extensive information exchange. Supply chain management, therefore, is a multifaceted concept that comprises a wide range of processes and strategies, including the planning and control of materials and information flows as well as the logistics activities both within and between companies, and a company's relationship with its suppliers and customers (Chen and Paulraj, 2004; Fisher, 1997; Thorelli, 1986).
The case study and paper is among the first to examine the significance of supply chain management upon the development of mass customization capabilities.
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Define your research approach, consider validity, reliability, sampling etc.
Although the literature implies that supply chain management should contribute to firms's mass customization capabilities, this relationship has received very little empirical examination. Organizational information processing theory (Galbraith, 1974) sheds some light on the relationship between supply chain management and mass customization. According to this perspective, there is a positive relationship between task uncertainty and the amount of information that must be processed by decision makers during task execution (Kitchen and Spickett‐Jones, 2003). As the organization's information processing needs increase, it must enhance its information processing capabilities so as to keep its operations effective and efficient (Premkumar et al., 2005).
Consequently, supply chain management should facilitate mass customization because such processes increase a firm's upstream and downstream information processing capabilities. Based on a review of the supply chain management and mass customization literature, we identify two supply chain management competences that should impact a firm's mass customization capability: customer focused product design and supplier lead‐time reduction. The development of these operant resources is, in turn, facilitated by a firm's strategic emphasis on supply chain planning. Over the ensuing paragraphs, we introduce theoretic rationale in support of these hypothesized relationships.
Prepare the data and distribute roles for data analysis
Examines Adidas' recent "mi adidas"initiative, aimed at delivering customized athletic footwear to retailcustomers. Discusses thepractical implications associated with expanding the initiative from a smallpilot to a wider operation with retail presence. Enables thereader to evaluate an interlinked set of issues, from marketing, retailerselection, and information management through production and distribution,project management, and strategic fit. Offers threealternative routes for moving forward and challenges participants to decide thefuture direction of "mi adidas."
Analyse and elaborate on the findings, iterate and reach the key results of your research effort
Key objective: Complete knowledge about the relevance of Supply chain management and the linkage with Mass customization at the example of miadidas
The increasing importance of supply chain management has been progressively acknowledged by both business practitioners and academic researchers. However, its relationship with mass customization has not been sufficiently acknowledged or investigated in depth.
In this study, students will provide a first view of a theoretical foundation for this relationship, grounded in the service‐dominant logic (Vargo and Lusch, 2004). While much attention has been paid to the most visible elements of mass customization experiences (e.g., web‐based interfaces), successful mass customization strategies are truly the result of value co‐creation processes that occur across the entire span of the supply chain. Thus, mass customization capability is built upon the acquisition or development of customer‐facing and supplier‐facing operant resources. In turn, the accumulation of such resources depends upon the strategic emphasis mass customizing firms place on the supply chain planning process.