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Creating cross-functional strategic consensus in manufacturing facilities

机译：在制造工厂中建立跨职能战略共识

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Purpose - The purpose of this paper is to propose and tests a model that plant managers can use to develop cross-functional strategic consensus between purchasing, production, and logistics. The mechanisms studied are grounded in Organizational Information Processing Theory. Design/methodology/approach - The model is tested using a cross-sectional survey of 120 manufacturing facilities. Path Analysis is used to determine the strength of the relationships and the model fit. Findings - The mechanisms studied have a positive effect on the level of cross-functional strategic consensus. Some mechanisms have an effect on consensus on goals, while others have an effect on consensus on priorities. The results suggest that a plant manager must implement these mechanisms in combination to achieve the best result. Research limitations/implications - The survey respondents are all from US manufacturing facilities. Although reasonably representative of the US population of manufacturing firms, results of a similar study in other countries would further refine the knowledge concerning the effects of the mechanisms on developing strategic consensus at the operating level. Practical implications - The results of this paper provide plant managers with guidance regarding the mechanisms that can enhance cross-functional strategic consensus. In a hypercompetitive and dynamic environment, these mechanisms can help the Plant Manager create a streamlined and efficient operation. Originality/value - This paper presents practitioners with mechanisms that can promote consensus between key supply chain departments. The results highlight the need to implement combinations of mechanisms in order to address both dimensions of strategic consensus. For academics, it provides an empirical test of antecedents to strategic consensus at the operational level.
机译：目的-本文的目的是提出并测试一种模型，工厂经理可以使用该模型在采购，生产和物流之间建立跨职能的战略共识。研究的机制基于组织信息处理理论。设计/方法/方法-使用对120个制造工厂的横截面调查对模型进行测试。路径分析用于确定关系的强度和模型拟合。研究结果-所研究的机制对跨职能战略共识的水平具有积极影响。有些机制会影响对目标达成共识，而其他机制则会影响对优先事项达成共识。结果表明，工厂经理必须将这些机制组合起来才能获得最佳结果。研究局限性/含义-受访者均来自美国制造工厂。尽管可以合理地代表美国制造业公司的人口，但在其他国家进行的类似研究的结果将进一步完善有关机制对运营层面发展战略共识的影响的知识。实际意义-本文的结果为工厂经理提供了有关可以增强跨职能战略共识的机制的指导。在竞争激烈且动态的环境中，这些机制可以帮助Plant Manager创建精简而高效的操作。原创性/价值-本文向从业人员介绍了可以促进关键供应链部门之间达成共识的机制。结果突出表明，有必要实施各种机制的组合，以解决战略共识的两个方面。对于学者而言，它为运营层面实现战略共识的前提提供了实证检验。

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