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Professor David Zhang's research into agility strategies and the analysis and optimisation of complex supply chain networks in the manufacturing sector has led to significant economic impact. Reductions have been made in inventory and cost of goods sold, amounting to an estimated £80M per annum for CIFUNSA, one of the world's largest engine block and head manufacturers. The entire senior management team has been trained in agility strategies and techniques at China's largest non-ferrous metals research and industry complex GRINM, leading to major corporate-level restructuring and growth. The senior management of solder-specialist COMPO has also been trained based on Zhang's research to help the company quadruple turnover in four years and become global market leader. Finally, these same strategy and analysis techniques have generated cost savings and performance improvements worth an estimated £375k for UK engineering solutions company J+S Ltd (http://www.jands.co.uk).
Development and validation of a novel supply chain model at Surrey has improved performance for fast growing companies.
Validated with an international food manufacturer, it has been applied in a different sector with similarly promising results. Plans are in place to roll out to other companies seeking fast growth. Impact:
These benefits allowed the companies to structure growing customer bases and expand new markets.
This interdisciplinary research work in the areas of Knowledge Management (KM), e-Business, enterprise systems, Customer Relationship Management (CRM), and Supply Chain Management resulted in socio economic impact through improved organisational performance in 90 companies in the North West, resulting in process improvements, enhanced productivity, marketability, increased revenues, employment, reduced costs, enhanced knowledge capital, profitability, and sustainability. This positive regional impact included an ERDF funded project (£1.4m), 5 KTPs (£500,000), an ESRC project, and other bespoke collaborative company projects. This research work in collaboration with industry encompassed a knowledge sharing regional network that included BAE Systems, Daimler, Northwest Aerospace Alliance, APPH Group — BBA Aviation, Hyquip Limited, Alliance Learning Limited, Darts Corner Limited etc.
Research at the University of Sheffield has led to the development of a Reverse Logistics Toolkit that enables companies in the retail sector, together with members of their supply chain, to improve management of the flow of surplus or unwanted products returned by customers. Companies using the toolkit have seen a reduction in returns of up to 40%, a significant figure given that total UK retail returns have been valued at around £6 billion per annum. The toolkit has enabled companies to reduce costs, improve service provision and reduce transport movements.
Building on research in integrated information systems and their impact on organisational culture, Newcastle Business School (NBS), via a two-year Knowledge Transfer Partnership (KTP 8193), assisted Inpipe Products (IPP) to increase its operational efficiency and turnover. IPP is a world leading company in the design, manufacture, supply and rental of pipeline maintenance equipment for the global oil and gas industry. The KTP explored and developed the cultural environment for successful implementation of an integrated information system. The result for the company is improved operational efficiency, with the processing time for products from sales to engineered drawings reduced from five hours to 15 minutes, a reduction in late deliveries due to better information on product specification and a 14% reduction in rejected products. Product sales turnover has increased from £5.5 million to £6 million per year.
University of Bath research has contributed to a lean, `build-to-order' (BTO) production strategy for the European automotive industry. The study of `intelligent logistics' and supply chain configurations led to recommendations for building new production systems that are helping to address significant industry problems: global overcapacity, rising stock levels and low profitability. The research findings have been widely shared with vehicle manufacturers, suppliers, industry trade associations and government bodies, original equipment manufacturers (OEMs) and suppliers. The Bath research has had an impact on: the reduction of waste that is integral to the former `build to stock' production model; the development of an environmentally friendly manufacturing approach; improved profitability through the reduction of `inventory' (new cars losing value in large distribution parks); and on future innovation and growth challenges for the automotive industry. The research has influenced manufacturers and suppliers seeking to implement a more flexible automotive component supply chain across Europe.
Developing sustainable consumption and production policies and practices in industry requires analysis of technical, environmental, economic and social performance of supply chains delivering goods and services. In a programme covering the 20 years since its foundation, the University of Surrey's Centre for Environmental Strategy (CES) has played a major role in developing a systematic "whole system" approach to assessing and managing supply chains, starting from Life Cycle Assessment (LCA) and Life Cycle Management (LCM) and progressing to sustainability analysis.
This approach underpins current national and international standards and policy and is embodied in the corporate strategies of a number of major companies (for example Unilever and M&S); the approach is also starting to be adopted in guiding the development of new consumer products.
Research undertaken by Starkey and colleagues has informed the development of a particular philosophy and practice of research. This has informed policy debates about the nature of effective management research for engaging with practice — now widely referred to as co-production — and led to new insights into the practice of policymaking in government. The research informed (1) the development of a new approach to policymaking adopted by the previous administration in work conducted for and with the Cabinet Office with senior civil servants and representation from the House of Lords; (2) collaborative work on the development of low carbon communities which was conducted with the Department of The Environment and Climate Change.
Research undertaken at the University of Cambridge Department of Engineering (DoEng) since 1998 on strategic technology management resulted in a principled and generalised method of creating roadmaps for technology and innovation management. This research was developed into a complete toolkit through case studies and consulting by the DoEng's wholly-owned subsidiary Institute for Manufacturing Education and Consulting Services Ltd (IfM ECS). Organisations in 26 countries commissioned over 115 consulting projects during 2008-13, benefiting through improved business performance and practices, the adoption of new technologies or processes and the better alignment of technology strategies with policy and commercial imperatives. IfM ECS's revenue from consulting, publications and events based on the research findings was GBP 3,479,758 in the period.
The research outlined in this case study has led to (1) an understanding of the complexities of shipping containerisation in the real world, embracing container fleet sizing, container leasing, repositioning of empty containers, ship scheduling, and shipping emissions; (2) innovative concepts and approaches such as inventory-based threshold policies and integrated container management; (3) development of a formal model and associated decision-support tools for use in the management of containers by key industry players - shipping companies and port authorities - in collaboration with local academic partners. The research has been translated into impact on shipping lines and container ports in several countries.