Implementation Of Postponement Research Articles

Pembantaran Pelaku Tindak Pidana yang Menderita Gangguan Jiwa dalam Tinjauan Hukum Pidana Islam Studi Kasus di Polrestabes Surabaya

The paper aims to find out the Islamic Criminal Law's perspective on the postponement of the penal sentence on the criminal offenders who suffer mental disorders at the Surabaya Police Headquarters. At the end of the paper, it is concluded that the implementation of postponement arouses two main points of discussion. First, it is seen from the condition and fitness of the perpetrator that is the effect of mental disorders on the criminal. According to the opinions of ulama 'Malikiyah and Hanafiyah, the insane condition that occurred before the judge's decision could stop the court examination process and postpone it until the insane state disappeared. Their reason is that to impose a sentence requires a taklif, which must be present when conducting an examination. Second, because of postponing penal sentence on the criminal offender who has a mental disorder aims to facilitate the police to obtain clarity on a criminal case committed by the perpetrator or the suspect, so whether the suspect can be held accountable for the criminal act or not is in the interest of smooth examination. Therefore, in the view of Islamic Criminal Law, it is appropriate to postpone the legal sentence, because it is based on the text related to the prohibition of carrying out punishment if still in doubt (shubhat).

Postponement implementation in integrated production and inventory plan under deterioration effects: a case study of a juice producer with limited storage capacity

The aim of this study is to develop a production and inventory plan for a fresh apple juice producer. During harvest season, the producer extracts premium juice from freshly picked apples and keeps an inventory of these premium apples in his temperature-controlled storage facility. The producer extracts also regular juice from regular apples purchased from third-party storages. To satisfy future demand, the producer carries inventories of juice and apple. The levels of apple inventories are constrained by the producer’s limited storage space, but he can replenish regular apples. To assist the producer in facing demand uncertainty and deterioration of apples, we develop a production and inventory plan that incorporates postponement to mitigate demand uncertainty. As postponement decisions are shaped by the cost structure of inventories, we integrate in one model the postponement decisions and the deterioration mitigation decisions that can alter the inventory costs. We build multi-period stochastic programming with recourse model to determine juice batch sizes and apple inventories that maximize the producer’s expected profit. The optimal solution illustrates the use of time and form postponements. We discuss the interactions between postponement implementation and decisions to mitigate apples deterioration. We compare the production and inventory plans with and without postponement and with and without apple deterioration. We also present sensitivity analyses for the plan under varying inventory cost and storage space.

A Historical Review of Postponement Research

This historical review traces the development of postponement research starting in the fifties. The focus is on seven related themes: connecting form and time postponement, conceptual extensions to postponement, decoupling points, design for postponement, customization and mass customization, factors favoring postponement implementation, and postponement in global settings. Within these themes, the review includes concepts such as postponement costs, decoupling points, part commonality, and the impact of demand correlations on the benefits of postponement. The review suggests that substantial progress has been made in postponement research.

Real options approach to evaluate postponement as supply chain disruptions mitigation strategy

The purpose of this paper is to assess the value of postponement as strategy for mitigating supply chain disruptions. To accomplish this objective, we develop a real option computational model that quantifies the value of postponement in mitigating both supply and demand disruptions by taking into account the value of managerial flexibility to decide whether exploiting or not the strategy, if and when disruptions occur, and whenever product differentiation proves valuable based on information available at that time. Numerical experiments show the importance of incorporating an option valuation method when pricing the value of postponement. This ensures managers implement postponement only when it is valuable, thus avoiding burdening the company with its initial sunk costs. By modelling the postponement implementation under different conditions, we identify the situations in which postponement performs better as supply chain disruptions mitigation strategy. We derive the operational configurations, in terms of decoupling point position, and external conditions, in terms of riskiness of the environment, which make the postponement an effective mitigation strategy.

Supplier flexibility and postponement implementation: An empirical analysis

Postponement has been recognized as a strategy to manage uncertainties in demand. Its performance however depends on various prerequisites. Numerous technical factors that influence postponement such as product modularity and process redesign have been widely studied. Notwithstanding, the effect of external factors on postponement have been paid much less attention. This paper addresses the external factors which affect postponement application, and in particular, concentrates on the relationship between supplier flexibility and postponement implementation. Four constructs of flexibility and three constructs of postponement – namely volume flexibility, mix flexibility, new product design flexibility, product modification flexibility, manufacturing postponement, ordering postponement and product design postponement – are identified, and measured variables for each construct are extracted from the literature. Supported by a theoretical ground, built based on the literature, the positive relationships among supplier flexibility and postponement constructs are then tested through structural equation modeling (SEM) using empirical data from a sample of 219 manufacturing SMEs in one country. The results indicate that the supplier impacts on postponement implementation for the buying firm are not identical for all types of postponements and supplier flexibilities. While manufacturing postponement and ordering postponement are supported by supplier volume and mix flexibilities, design postponement is only related with product modification flexibility. These findings enhance the postponement knowledge with respect to external influencing factors from a general level to a more precise, specific level. The implications of the research outcomes are discussed and directions for future research are provided.

Supplier relationship impacts on postponement strategies

The main purpose of this paper is to examine the impact of the supplier relationship on postponement implementation in the buying firm. The links between three supplier relationship constructs and three postponement constructs are hypothesised and tested through structural modelling. These hypotheses are then tested using empirical data of a sample of 219 manufacturing firms. The findings suggest that the ability of the buying firm to delay product design decisions (postponement in product design) is positively related to the level of supplier commitment, supplier expectation of a continuing relationship with the buyer, and level of joint buyer and supplier actions. However, the buying firm’s ability to delay purchasing decisions about which items to order or how many to order (postponement in purchasing operations) was only positively related to the level of joint buyer and supplier actions. By contrast, the buying firm’s ability to delay the final product configuration (postponement in production operations) was not directly affected by those aspects of the supplier relationship investigated. These findings give greater insight into how different aspects of supplier relationship impact different types of postponement than previous research and have significant implications for practice.

Abordagens para aplicação da estratégia de postponement: estudo multicaso em empresas da indústria de alimentos

O propósito deste artigo foi investigar a aplicação prática do postponement em empresas alimentícias brasileiras e identificar as abordagens (passos) para aplicação desta estratégia nestas empresas. Além da maior discussão sobre o tema, a principal motivação para este trabalho é o estudo desta estratégia em um setor em que o tema é ainda pouco explorado. Foram apresentados seis estudos de caso em empresas alimentícias do segmento de fabricação de conservas de frutas, tais como processadoras de tomate e laranja. Este trabalho traz duas contribuições principais. A primeira é a apresentação de uma estrutura conceitual, com as principais abordagens para a implementação do postponement obtidas da literatura, que pode e deve ser adequada para diferentes setores da indústria. A segunda é uma primeira adequação desse quadro para empresas da indústria alimentícia, especificamente empresas processadoras de tomates e produtoras de suco de laranja. Dentre as principais conclusões deste trabalho, pode-se destacar que a aplicação do postponement é uma prática cada vez mais frequente no segmento investigado e tem transformado as relações entre empresas. Adicionalmente, foi verificado, que nenhuma das empresas estudadas apresentava uma estrutura formalizada para aplicação da estratégia de postponement, sendo sua implantação baseada apenas na experiência dos seus gestores.

Production Planning with Postponement Strategy Based on Classification of Product Differentiations

This paper was motivated by the practices of some Chinese automobile manufacturers who had changed their production planning processes in order to obtain more demand information. We regard their method s as an example of postponement implementation in production planning and name it as production planning postponement (PPP). F irst ly, by treat ing PPP as a two-level hierarchical structure problem which is characterized by families and items w e develop an analytical model for evaluating the value of this kind of postponement. Secondly, we propose an algorithm based on generalized linear programming for solving the model . Then we illustrate the effectiveness of PPP by using a numerical example and discuss the impact of prediction accuracy on the performance of PPP. The results of a numerical example show that if the demand is overestimated at initial time PPP can perform quite well. Finally , we set future research directions on PPP suggested by our results.

Direcionadores na difusão da estratégia de Postponement: casos de empresas Brasileiras

O propósito deste artigo foi investigar a difusão do postponement no ambiente de negócios brasileiro e identificar os direcionadores de sua implementação. Este estudo utilizou a metodologia de multicasos para avaliar um fenômeno muito conhecido na literatura, mas raro no mundo empresarial. Resultados sugerem que a adoção do postponement exige não apenas a reconfiguração do sistema logístico, mas também mudanças no relacionamento entre os membros da cadeia de suprimentos, investimentos em tecnologia e visão estratégica de seus líderes. Novos pré-requisitos foram identificados, sugerindo que o atual modelo para implementação do postponement necessita ser ampliado. As empresas precisam investir em mudanças de produto, processo, relacionamento na cadeia de suprimento e organizacionais para usufruir dos benefícios do postponement.

Implementation issues influencing the decision to adopt postponement

PurposePostponement (also known as delayed product differentiation) has been shown to be an effective supply chain strategy from an inventory‐reduction, service‐level improvement standpoint. However, there has been relatively little empirical research on identifying the drivers and/or obstacles to a successful implementation of a postponement strategy. This study aims to identify the importance of several managerial issues surrounding the implementation of such a strategy.Design/methodology/approachExploratory depth interviews with company managers were conducted to identify and examine issues that may affect a successful implementation. Borrowing from the concept of triangulation, the findings are integrated with results reported elsewhere in the literature to understand the interrelated aspects of postponement implementation issues. This approach provides insights that would not be had if the results of each study were viewed independently of one another.FindingsThe identification of managerial issues implies that there is more to implementing a partial postponement strategy than the repositioning of inventories prescribed by a mathematical inventory model. Several issues that may influence a postponement implementation are identified and discussed including product integrity, operations scheduling, and organizational readiness.Research limitations/implicationsThe depth interview process is an empirical methodology subject to the limitations of judgmental conclusions, interpreter bias and small sample size. The results of this exploratory study provide a more in‐depth understanding of drivers and obstacles to implementing this supply chain strategy. The findings suggest the need for further investigation of the issues surrounding the decision to adopt postponement.Practical implicationsThe findings have broad implications for manufacturing managers regarding the impact of adopting a postponement strategy on several aspects of the operations function.Originality/valueAlthough principally exploratory in nature, the investigation demonstrates the need for researchers to identify and better understand the managerial issues surrounding an attempt to implement a specific partial postponement strategy.

The Application of Postponement in Industry

It has been well documented that the growing importance of postponement is significantly driven by the current business environment. However, there has been an absence of empirical research supporting this implication. Therefore, a questionnaire survey was conducted (by way of both post and e-mail) with a random sample of 368 British manufacturing companies across four industrial sectors to investigate the implementation of postponement. A total of 76 usable responses were received giving an overall response rate of 20.7%. After presenting research questions and hypotheses, this paper first reviews the methods previously used in postponement research, and then presents the research methodology for this research. The results from data analysis indicate that the relationships among the variables (postponement, uncertainty, managerial practices, and company performance) were significant and positive. However, the respondents expected postponement to be less used in three years. Finally, we draw some conclusions, determine limitations of our research, and make some suggestions for further research.

An empirical investigation into the barriers to postponement

The need for postponement is significantly driven by today's business and marketing environment. However, currently its applications are still not as widespread as expected. Therefore, this paper empirically investigates what factors hinder the adoption and implementation of postponement, and whether postponement applications are expected to increase in practice. Following a literature review on how to prompt and progress postponement applications, we present our research design. Namely, a questionnaire survey was conducted (by way of both post and e-mail) among 368 British manufacturing companies across four industrial sectors to help build statistical generalizations on the barriers to postponement. Then, we provide demographic data and response rate, and assess the reliability and validity of the survey instruments. The results from our questionnaire survey indicate that most of the highest ranked barriers were related to how a company manages its external networks (suppliers or customers), while those barriers related to distributors were put towards the bottom of the list. The respondents also expected postponement to be less used in three years. Finally, we draw some conclusions, determine limitations of this research and make suggestions for future research.

Postponement: a review and an integrated framework

The concept of postponement has a long history of academic literature and practical applications. The recent literature has also well documented that the need for postponement is driven by today's market and business environment. However, its applications are still not as widespread as expected. Therefore, we are interested in what factors enable or hinder the successful implementation of postponement. After a review on postponement, we propose an integrated framework that will help to develop a set of general ideas on which further work can be based. The practical difficulties associated with moving toward postponement are also included in this framework. The objective is also to understand better the challenges that exist in implementing postponement strategies.

Restructuring European supply chains by implementing postponement strategies

More demanding customer needs in terms of quality, variety, delivery (both fast and reliable), and competitive pricing challenge an increasing number of companies to restructure their supply chains. An appealing option is to delay, or postpone, the point of product differentiation, that is deferring the process in which products are transformed according to unique customer specifications. Advances in technology and the gradual removal of barriers to trade in Europe increasingly enable companies to apply postponement principles in their supply chain strategies. In this article, we provide an in-depth analysis of the experiences of four companies in managing the change process associated with implementing such strategies. Operating and organizational characteristics are identified to assess the attractiveness of postponement in their specific business settings. It was found that in particular, an organization’s administrative heritage and the lack of an overall supply chain vision can be major bottlenecks in managing the change process. For a successful implementation of postponement, a company’s management should establish the appropriate mix of standardization and customization in the supply chain. Differences in the internal organization and the external demands for product specificity require different postponement strategies.

Postponement and the reconfiguration challenge for food supply chains

Both postponement and outsourcing have been identified as important characteristics of modern and competitive supply chains. The implementation of postponement may require extensive (spatial) reconfiguration of the supply chain. Presents findings from interviews with managers of food, electronics, automotive and clothing manufacturers in The Netherlands, Belgium and Germany. Findings reveal that in food supply chains both postponement and outsourcing are applied to a lesser extent than in other industries. Reasons, which refer to the industry‐specific characteristics, are given. Ways for food companies to assure competitiveness are then described on the dimensions of postponement, outsourcing and spatial reconfiguration. A framework is developed to position chains in terms of degree of outsourcing, level of postponement and spatial configuration. The framework can help managers diagnosing and repositioning their organizations, along the dimensions mentioned.