Relevance and need

Posted by raimund.hudak in category: Setting the research focus
What do we want to study, what is the problem?

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.

    Case study research objectives

    Posted by raimund.hudak in category: Setting the research focus
    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


      Posted by raimund.hudak in category: Setting the research focus
      What is the context we need to address?

      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.

        Research question

        Posted by raimund.hudak in category: Setting the research focus
        What is the research question?

        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.


          Posted by raimund.hudak in category: Preparation
          Identify key literature on the topic

           Ahlstrom, P. and Westbrook, R. (1999), “Implications of mass customization for operations management: an exploratory survey”, International Journal of Operations & Production Management, Vol. 19 Nos 3/4, pp. 262‐74.  [Link], [ISI]
           Anderson, D.M. (2004), Build‐to‐order & mass customization: The ultimate supply chain management and lean manufacturing strategy for low‐cost On‐demand production without forecasts or inventory, CIM Press, Cambria, California.  
           Anderson, J.C. and Gerbing, D.W. (1988), “Structural equation modeling in practice: a review and recommended two‐step approach”, Psychological Bulletin, Vol. 103 No. 3, pp. 411‐23.  [CrossRef], [ISI]
           Anh, P.C. and Matsui, Y. (2006), “An empirical analysis of quality management practices in Japanese manufacturing companies”, 11th Annual Conference of Asia Pacific Decision Sciences Institute, Hong Kong, pp. 126‐37.  
           Bozarth, C.C., Warsing, D.P., Flynn, B.B. and Flynn, E.J. (2009), “The impact of supply chain complexity on manufacturing plant performance”, Journal of Operations Management, Vol. 27 No. 1, pp. 78‐93.  [CrossRef], [ISI]
           Byrne, B.M. (2001), Structural Equation Modeling with AMOS: Basic Concepts, Applications, and Programming, Lawrence‐Erlbaum, Mahwah, NJ.  
           Carson, D., Gilmore, A. and Maclaran, P. (1998), “Customer or profit focus: an alternative perspective”, Journal of Marketing Practice: Applied Marketing Science, Vol. 4 No. 1, pp. 26‐39.  [Link]
           Chandra, C. and Kamrani, A.K. (2004), Mass customization: A supply chain approach, Kluwer Academic/Plenum, New York, NY
           Chen, I.J. and Paulraj, A (2004), “Towards a theory of supply chain management: the constructs and measurements”, Journal of Operations Management, Vol. 22 No. 1, pp. 119‐50.  [CrossRef], [ISI]
           Comstock, M., Johansen, K. and Winroth, M. (2004), “From mass production to mass customization: enabling perspectives from the Swedish mobile telephone industry”, Production Planning & Control, Vol. 15 No. 4, pp. 362‐72.  [CrossRef], [ISI
           Da Silveira, G., Borenstein, D. and Fogliatto, F.S. (2001), “Mass customization: literature review and research directions”, International Journal of Production Economics, Vol. 72 No. 1, pp. 1‐13.  [CrossRef], [ISI]
           Dean, J.W. Jr and Snell, S.A. (1991), “Integrated manufacturing and job design: moderating effects of organizational inertia”, Academy of Management Journal, Vol. 34 No. 4, pp. 776‐804.  [CrossRef], [ISI]
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           Duguay, C.R., Landry, S. and Pasin, F. (1997), “From mass production to flexible/agile production”, International Journal of Operations & Production Management, Vol. 17 Nos 11/12, pp. 1183‐95.  [Link], [ISI]
           Duray, R., Ward, P.T., Milligan, G.W. and Berry, W.L. (2000), “Approaches to mass customization: configurations and empirical validation”, Journal of Operations Management, Vol. 18 No. 6, pp. 605‐25.  [CrossRef], [ISI]
           Fisher, M.L. (1997), “What is the right supply chain for your product?”, Harvard Business Review, Vol. 75 No. 2, pp. 105‐16.  [ISI]
           Flint, D.J. and Mentzer, J.T. “Striving for integrated value chain management given a service‐dominant logic for marketing”, in Lusch, R.F. and Vargo, S.L. (Eds), The Service‐dominant Logic of Marketing: Dialog, Debate and Directions, M.E. Sharpe, Armonk, NY, pp. 139‐49.
           Flynn, B.B., Schroeder, R.G. and Sakakibara, S. (1995), “The impact of quality management practices on performance and competitive advantage”, Decision Sciences, Vol. 26 No. 5, pp. 659‐91.  [CrossRef], [ISI
           Fornell, C. and Larcker, D.F. (1981), “Evaluating structural equation models with unobservable variables and measurement error”, Journal of Marketing Research, Vol. 18 No. 1, pp. 39‐50.  [CrossRef], [ISI]
           Galbraith, J.R. (1974), “Organization design: an information processing view”, Interfaces, Vol. 4 No. 3, pp. 28‐36.  [CrossRef], [ISI]
           Gilmore, J.H. and Pine, B.J. II (1997), “The four faces of mass customization”, Harvard Business Review, Vol. 75 No. 1, pp. 91‐101.  [ISI]
           Harman, H.H. (1967), Modern Factor Analysis, University of Chicago Press, Chicago, IL.  
           Hart, C.W.L. (1995), “Mass customization: conceptual underpinnings, opportunities and limits”, International Journal of Service Industry Management, Vol. 6 No. 2, pp. 36‐45.  [Link], [IS
           Hill, C.A. and Scudder, G.D. (2002), “The use of electronic data interchange for supply chain coordination in the food industry”, Journal of Operations Management, Vol. 20 No. 4, pp. 375‐87.  [CrossRef], [ISI]
            James, L.R., Demaree, R.G. and Wolf, G. (1984), “Estimating within‐group interrater reliability with and without responses bias”, Journal of Applied Psychology, Vol. 69 No. 1, pp. 85‐98.  [CrossRef], [ISI]
           Jöreskog, K.G. (1971), “Simultaneous factor analysis in several populations”, Pscyhometrika, Vol. 36 No. 4, pp. 409‐26.  [CrossRef], [ISI]
           Kalaignanam, K. and Varadarajan, R. (2006), “Customers as co‐producers: implications for marketing strategy effectiveness and marketing operations efficiency”, in Lusch, R.F. and Vargo, S.L. (Eds), The Service‐dominant Logic of Marketing: Dialog, Debate and Directions, M.E. Sharpe, Armonk, NY, pp. 166‐79.  
           Kasouf, C.J., Darroch, J., Hultman, C. and Miles, M.P. (2009), “Service dominant logic: implications at the marketing/entrepreneurship interface”, Journal of Research in Marketing and Entrepreneurship, Vol. 10 No. 1, pp. 57‐69.  [Link]
           Kitchen, P.J. and Spickett‐Jones, G. (2003), “Information processing: a critical literature review and future research directions”, International Journal of Market Research, Vol. 45 No. 1, pp. 73‐98.  [ISI]
           Kotha, S. (1995), “Mass customization: implementing the emerging paradigm for competitive advantage”, Strategic Management Journal, Vol. 16, pp. 21‐42, Special Issue: Technological Transformation and the New Competitive Landscape.  [CrossRef], [ISI]
           Kotha, S. (1996), “From mass production to mass customization: the case of the national industry bicycle company of Japan”, European Management Journal, Vol. 15 No. 4, pp. 442‐50.  [CrossRef
           Kumar, A. (2007), “From mass customization to mass personalization: a strategic transformation”, International Journal of Flexible Manufacturing Systems, Vol. 19 No. 4, pp. 533‐47.  [CrossRef], [ISI]
           Lambert, D. (Ed.) (2004), Supply Chain Management: Partnership, Process, Performance, Supply Chain Institute, Sarasota, FL.  
           Lee, H.L., Padmanabhan, V. and Wang, S. (1997), “The bullwhip effect in supply chains”, Sloan Management Review, Vol. 38 No. 3, pp. 93‐102.  
           Liu, G., McKone‐Sweet, K. and Shah, R. (2009), “Assessing the performance impact of supply chain planning in net‐enhanced organizations”, Operations Management Research, Vol. 2 Nos 1‐4, pp. 33‐43.  [CrossRef]
           Liu, G., Shah, R. and Schroeder, R.G. (2006), “Linking work design to mass customization: a sociotechnical systems perspective”, Decision Sciences, Vol. 37 No. 4, pp. 519‐45.  [CrossRef], [ISI]
           Lummus, R.R., Vokurka, R.J. and Alber, K.L. (1998), “Strategic supply chain planning”, Production & Inventory Management Journal, Vol. 39 No. 3, pp. 49‐58.  
           McCarthy, I.P. (2004), “Special issue editorial: the what, why and how of mass customization”, Production Planning & Control, Vol. 15 No. 4, pp. 347‐51.  [CrossRef], [ISI
           Magretta, J. (1998), “The power of virtual integration: an interview with Dell Computer's Michael Dell”, Harvard Business Review, Vol. 76 No. 2, pp. 72‐84.  [ISI]
           Maloni, M. and Benton, W.C. (2000), “Power influences in the supply chain”, Journal of Business Logistics, Vol. 21 No. 1, pp. 49‐73.  
           Narayanan, V.G. and Raman, A. (2004), “Aligning incentives in supply chains”, Harvard Business Review, Vol. 82 No. 11, pp. 94‐102.  [ISI]
           O'Leary‐Kelly, S.W. and Vokurka, R.J. (1998), “The empirical assessment of construct validity”, Journal of Operations Management, Vol. 16 No. 4, pp. 387‐405.  [CrossRef]
           Piller, F.T. (2004), “Mass customization: reflections on the state of the concept”, International Journal of Flexible Manufacturing Systems, Vol. 16 No. 4, pp. 313‐34.  [CrossRef], [ISI]
           Piller, F.T., Moeslein, K. and Stotko, C.M. (2004), “Does mass customization pay? An economic approach to evaluate customer integration”, Production Planning & Control, Vol. 15 No. 4, pp. 435‐44.  [CrossRef], [ISI]
           Pine, B.J. (1993), Mass Customization: The New Frontier in Business Competition, Harvard Business School Press, Cambridge, MA. 
           Pine, B.J., Victor, B. and Boynton, A.C. (1993), “Making mass customization work”, Harvard Business Review, Vol. 71 No. 5, pp. 108‐19.  [ISI]
           Premkumar, G., Ramamurthy, K. and Saunders, C.S. (2005), “Information processing view of organizations: an exploratory examination of fit in the context of interorganizational relationships”, Journal of Management Information Systems, Vol. 22 No. 1, pp. 257‐94.  [ISI]
           Randall, T. and Ulrich, K. (2001), “Product variety, supply chain structure, and firm performance: analysis of the U.S. bicycle industry”, Management Science, Vol. 47 No. 12, pp. 1588‐604.  [CrossRef], [ISI]
           Samson, D. and Terziovski, M. (1999), “The relationship between total quality management practices and operational performance”, Journal of Operations Management, Vol. 17 No. 4, pp. 393‐409.  [CrossRef]
           Selladurai, R.S. (2004), “Mass customization in operations management: oxymoron or reality?”, Omega, Vol. 32 No. 4, pp. 295‐300.  [CrossRef], [ISI]
           Sousa, R. (2003), “Linking quality management to manufacturing strategy: an empirical investigation of customer focus practices”, Journal of Operations Management, Vol. 21 No. 1, pp. 1‐18.  [CrossRef], [ISI]
           Thorelli, H.B. (1986), “Networks: between markets and hierarchies”, Strategic Management Journal, Vol. 7 No. 1, pp. 37‐51.  [CrossRef], [ISI]
           Tu, Q., Vonderembse, M.A. and Ragu‐Nathan, T.S. (2001), “The impact of time‐based manufacturing practices on mass customization and value to customer”, Journal of Operations Management, Vol. 19 No. 2, pp. 201‐17.  [CrossRef], [ISI]
           Tu, Q., Vonderembse, M.A., Ragu‐Nathan, T.S. and Ragu‐Nathan, B. (2004), “Measuring modularity‐based manufacturing practices and their impact on mass customization capability: a customer‐driven perspective”, Decision Sciences, Vol. 35 No. 2, pp. 147‐68.  [CrossRef], [ISI]
           Vargo, S.L. and Lusch, R.F. (2004), “Evolving to a new dominant logic for marketing”, Journal of Marketing, Vol. 68 No. 1, pp. 1‐17.  [CrossRef], [ISI
           Vargo, S.L. and Lusch, R.F. (2008), “Service‐dominant logic: continuing the evolution”, Journal of the Academy of Marketing Science, Vol. 36 No. 1, pp. 1‐10.  [CrossRef], [ISI]
           [Infotrieve J. and Rangaswamy, A. (2001), “Customerization: the next revolution in mass customization”, Journal of Interactive Marketing, Vol. 15 No. 1, pp. 13‐32.  [CrossRef]
           Womack, J.P., Jones, D.T. and Roos, D. (1990), The Machine That Changed the World, Harper Perennial, New York, NY.  
           Zipkin, P. (2001), “The limits of mass customization”, Sloan Management Review, Vol. 42 No. 3, pp. 81‐7.  

            Research approach

            Posted by raimund.hudak in category: Preparation
            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 instruments

              Posted by raimund.hudak in category: Data Collection
              Define and prepare your research instruments, operationalization etc.

              A goodgeneral knowledge, specific interest in Adidas and Mass customization
              Researchers at RWTH Aachen are analysing the mass customization atMiAdidas.
                  Prof. Dr. Frank Piller is an international well recognized expert in the studyof Mass Customization.
              Here youcan find some commercials from Adidas and videos about how to create yourmiadidas product online
              Miadidas commercial 2012: Designyour own football boot like Lionel Messi
              How to create your shirt or shorts

                Case study layout

                Posted by raimund.hudak in category: Data Analysis
                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."

                  Analyze, Elaborate, iterate

                  Posted by raimund.hudak in category: Data Analysis
                  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.

                    Write, iterate

                    Posted by raimund.hudak in category: Article writing
                    Write the publication and iterate towards a harmonized article


                      Experiences and Feedback

                      Posted by raimund.hudak in category: Feedback and next steps
                      All stakeholders provide their experiences



                        Posted by raimund.hudak in category: Feedback and next steps
                        Submit your papers and presentations HERE

                        Collaborators - Please upload your research material and case study results here:
                        The following link shows thePowerPoint presentation of the student research work at the MBA class at theuniversity of applied science Pforzheim in 2014. The case study was part of thesyllabus and examination.
                        The following links show the PowerPointpresentationand the term paperof the student researchs work at the IBA class at theDuale Hochschule DHBW Heilbronn in 2015. The case study was part of thesyllabus and examination.

                          Refine and plan next steps

                          Posted by raimund.hudak in category: Feedback and next steps
                          In case of revision or outcomes, refine the work and continue towards common research agenda