Special Sessions

Panel Debate Industry 4.0:
“Creating Interactions through Technology”

Date & Time: 20th of June, 13:30-15:00
Location: Realfagsbygget R2
Chairs: Jan Ola Strandhagen and Erlend Alfnes

The theme of this panel discussion is Industry 4.0 and how a widespread adoption of digital systems can lead to increased interactions in the factory and throughout the supply chain. Join this session to learn what leading academics and industry leaders see as the main challenges in Industry 4.0. What are the characteristics of tomorrow’s smart factory and what are the needs and opportunities for operations management? We have a invited a panel of experts from academia and leading industries:

  • Hans Wortman, Professor in Information management at the University of Groningen
  • Andy Neely, Head at Institute for Manufacturing, University of Cambridge
  • Magnus Wiktorsson, Professor of Production Systems, Vice Dean of the School of Innovation, Design and Engineering at Mälardalen University
  • Kristin Kristine Gramstad Wedler, Group Communication Director at Marine Harvest ASA
  • Skjalg S. Stavheim, Managing Director Hexagon Ragasco
  • Sindre Bolseth, Senior Logistics Manager at Norsk Hydro
  • Davar Hemyari, Head of Operating System at Benteler Aluminium Systems Norway AS

Meet the Editors

Date & Time: 20th of June, 09:00-10:30
Location: Realfagsbygget R5
Chairs: Torbjørn Netland and Erlend Alfnes

Represented Journals:

  • International Journal of Operations and Production Management – Chief Editor Steve Brown
  • Journal of Operations Management – Associate Editor Martin Spring
  • Production Planning and Control – Co-Editor Bjørn Andersen
  • Operations Management Research – Editor Jan Olhager
  • International Journal of Physical Distribution & Logistics Management – Senior Editor Christian Busse

Special Sessions

Below are the descriptions for the Special Sessions planned for EurOMA 2016:

  1. Managing industry-academic collaboration in operations management
  2. Redistributed manufacturing
  3. Operations and supply chain management in engineer-to-order industries
  4. Interactions for strategic development of production systems
  5. Lean operations and corporate improvement programs
  6. Designing and managing sustainable resilient food supply chains for dynamic markets
  7. Sustainability in operations management
  8. Supply chain operations for a circular economy
  9. Interface of operations management and finance

Managing industry-academic collaboration in operations management

Organised by Jan Olhager and Ben Clegg

The particular theme in this year’s conference, “Interactions“, asks how OM researchers can work together with industry in order to conduct relevant, rigorous and highly impactful research. This special track will focus on how to manage the process for industry-academic collaboration, how to make research more relevant to practice, and how to increase and improve collaboration between academics and professionals to increase the impact which OM research can have beyond academia.

We specifically invite papers which:
  • describe the process of successful practice based research
  • discuss the do’s and don’ts of engagement with industry and professionals
  • advise on intellectual property issues, contractual terms and conditions etc.
  • reveal which sort of methodologies work effectively and why
  • investigate which theories are and aren’t contemporary and relevant
  • guide data collection and validation
  • inform how to make reciprocal knowledge transfer work
  • advise on how universities should attract more industry and professional interactions
  • enlighten the valorisation process to ensure academia, industry and the wider society benefit through collaboration.

This stream is not focused upon the outcomes of applied research per se, rather the approaches by which it is effectively delivered. Novel approaches and papers co-authored with people from industry and professional organisations are particularly welcome. We wish this track to be interactive and lively so that the above points can be debated.

Redistributed manufacturing

Organised by Dharm Kapletia and Wendy Phillips

Redistributed manufacturing (RDM) is an emerging umbrella term, adopted to denote all various aspects of technology, systems and strategies that change the economics and organisation of manufacturing, particularly with regard to location and scale. This special stream on RDM invites OM scholars and practitioners to explore key issues affecting the realisation of RDM, such as understanding operational risks, supply chain resilience and reconfiguration, how intellectual property or other legal and regulatory issues will be managed, modelling financial impact scenarios, requirements and resource factors, and evidencing contribution to competitiveness, health or environment. Real world case examples would be most welcome, particularly where lessons can be drawn for wider consideration. This timely call for papers will bring much needed attention to this fast developing phenomenon. The topics to be discussed in this special session include, but are not limited to, the following:

  • Application, evolution or performance of production technologies enabling RDM (e.g. additive manufacturing)
  • Value chains and supply network analysis
  • Literature surveys of RDM-related research and development
  • Economic data and analysis
  • Human factors and user-design
  • Compliance, standards and quality assurance models
  • Innovator profiles, open innovation and new forms of engineering organisation
  • New business models and RDM commercialisation case studies
  • Cross-disciplinary collaboration in design and production
  • Deploying RDM in challenging environments

Operations and Supply Chain Management in engineer-to-order industries

Organised by Martin Rudberg and Jonathan Gosling

The ‘engineer-to-order’ (ETO) sector, including construction, shipbuilding, and offshore (oil platforms, wind power, etc.), typically constitutes a major part of many countries GDP and, directly or indirectly, employs a lot of people. Still, most of the published research in operations and supply chain management has neglected the needs of the ETO sector. ETO-type industries typically face a number of unique challenges, as the products are often one-of-a-kind and/or highly customized. Bespoke methods, approaches and purchasing requirements have to be managed appropriately, and products are quite often, at least partially, produced on the site of use, resulting in temporary ‘factories’ and supply chains. We are open to a wide range of topics within this scope, but are particularly interested in papers that address the following sub themses:

  • adapting approaches from MTS
  • classifications and cross industry comparisons
  • CODP concepts and interfaces in engineer-to-order
  • design automation and IT developments (including VDC and BIM)
  • engaging with the customer and customization
  • logistics, 3PLs, and supplier management
  • production strategies and supply chain planning

Interactions for strategic development of production systems

Organised by Jessica Bruch, Mats Jackson and Magnus Wiktorsson

Among a wide range of industries it is increasingly acknowledged that superior production system development capabilities are crucial for competitive success. Accentuated by globalization, sustainability and emerging technologies the strategic development of production systems requires a complex set of interactions with other processes, stakeholders and organisations to be managed. New and innovative processes and strategies for production system development facilitating the interactions with product development, operations, R&D, new suppliers, etc becomes crucial. How can operations management processes be organized to enable innovation, change and strategic development of future production systems? We are open to a wide range of topics within this scope, but are particularly interested in papers that address the strategic development of production systems, under the influence of globalization, sustainability and emerging technologies.

Lean operations and corporate improvement programmes

Organized by Jonas Ingvaldsen, Stefania Boscari, Thomas Bortolotti, George Onofrei, Geir Ringen and Torbjørn Netland.

A quarter of a century since the concept of lean production was first described, more organisations than ever attempt to “go lean”. Over the years, lean has evolved from a relabeling of the Toyota Production System (TPS), to a more generic improvement strategy that any company in any industry could benefit from pursuing. Nowadays, a common strategy is to develop and deploy tailored corporate improvement programmes, heavily influenced by lean thinking, just-in-time, total quality management, six sigma, and their like. However, most lean transformations seem to fail, or at least not deliver what was promised. The question of how to achieve and sustain lean operations prevails. How can we manage the transitions from non-lean to lean organisations—across different industries and cultures? How can we take any lean transformation forward? This special session invites all types of papers (empirical, conceptual and reviews) that address lean operations and corporate improvement programmes. Possible topics include, but are not limited to, the following:

  • Corporate improvement programmes and transfer of lean practices in multinational corporations
  • Cultural, work organisational and HRM issues in lean implementation
  • Influence of contextual conditions of the country (e.g., socio-cultural, political-legal, economic, and educational dimensions) on lean operations
  • Integration of lean with other systems/philosophies (e.g., IT system, agile system)
  • Application of lean in logistics and supply chain management
  • Application of lean in small and medium enterprises (SMEs)
  • Application of lean in continuous process sector
  • Application of lean in private and public services (e.g., healthcare, government)

Designing and managing sustainable resilient food supply chains for dynamic markets

Organised by Riikka Kaipia, Iskra Dukovska-Popovska, Anita Romsdal, Anna Fredriksson and Heidi Dreyer

The management of food supply chains faces challenges that differ from those of other industries. First, the food supply chains deal with perishable products that deteriorate and expire, which limits the throughput time. Secondly, the food sector is characterized by high quality and safety requirements, large product variety, seasonality, uncertain supply and long throughput times of raw materials, which makes the planning environment complex and uncertain. Third, customers require low prices, a broad product range especially for fresh food, high availability, flexibility in how and when to shop and excellent and customized personal services with home delivery.

The food sector has developed efficient systems for producing, distributing, and selling food by utilizing mass production and economies of scale principles in order to reduce costs and to offer high service. However price pressure, market changes, sustainability and food waste requirements, and technological innovations force the food sector to change and rethink the design and management of the supply chain. The specific characteristics of food supply chains’ dynamic environment challenge the existing strategies, structures, and planning and control models. The research challenge is how should a sustainable, resilient and cost efficient supply chain meet the dynamic market, and which supply chain principles and systems for planning and control would be the one applied in the future sustainable food supply chain. For the special session, papers are welcome that deal with one or several stages of the supply chain, including primary production, processing, distribution, wholesale and retail. In particular, we invite papers that address the unique challenges in planning and control in a complex food supply chain environment.

Sustainability in Operations Management

Organised by Luitzen de Boer and Poul Houman Andersen

As in most other academic fields, research interest in sustainability has clearly grown within Operations Management the last decade. For example, at the time of writing this text, the two most downloaded papers in the Journal of Operations Management are about sustainability and sustainability was the only topic at last year’s EurOMA conference filling two parallel session tracks throughout the entire conference. This is not surprising as literally all areas and topics within Operations Management can be considered from a sustainability point of view, leading to a wide variety of contributions. Furthermore, sustainability is complex concept, studied by researchers representing different traditions and ontological starting points. The aim of this special track is two-fold. The first aim is to gather and present the variety in ongoing EurOMA research on sustainability, inviting contributions, which address sustainability in specific and “classic” elements of Operations Management, e.g. logistics and inventory management, purchasing, production systems, distribution and transport, service systems and so on. Typical examples may include sustainable transportation systems, Life Cycle Analysis (LCA) approaches in purchasing decisions, mapping social hotspots in global supply chains, waste reduction and renewable energy in production operations, urban consolidation centres, environmental reporting of operations and so on. The second aim is to stimulate and present research which aims to position the topic of sustainability and Operations Management in a larger context, for example by synthesizing and aggregating results from different projects into more holistic models of sustainable operations, or by approaching sustainability in Operations Management from angles which may be less common to the field, for example Industrial Ecology, sustainable design, biodiversity and ecosystem services, sustainable policy development and so on.

This track is organized in collaboration with NTNU’s research area Sustainability. Please note that there is also a specific special session for papers dealing with the topic of circular models (“Circular Economy”).

Supply Chain Operations for a Circular Economy

Organised by Luciano Batista, Yang Liu, Michael Bourlakis and Amrik Sohal

Over the last decade, businesses have been systematically implementing circular models to extend the life cycle of products, components, and useful waste outputs, shaping the growth of secondary goods markets supported by circular supply chain models where organisations from diverse sectors play a more interactive and collaborative role. The role of circular supply chain operations in enabling circular model innovations linking similar or diverse industrial sectors needs to be more extensively addressed in order to unveil best practices and bring theory forward. The increased complexity and expanded scope of circular supply chain operations and their role as enablers of business responses to sustainability imperatives deserve a more comprehensive understanding. This special stream invites OM academics and practitioners to discuss the positioning of supply chain operations into the circular economy context, this way contributing to the wider debate on how supply chain operations meet the challenges of sustainability. We particularly invite papers which address the following topics:

  • Strategies and new business models enabled by circular supply chains
  • OM implications to implement circular supply chain models
  • The design of circular supply chains accommodating SMES, corporations and informal players
  • Corporate responses to climate change through circular supply chain operations
  • Environmental regulations and constraining factors influencing the implementation of circular production systems
  • The main drivers and socio-economic-environmental benefits of circular supply chain operations
  • Challenges and barriers of circular supply chain operations
  • Exploratory case studies on circular supply chains

The best papers in this track will be invited for further development and potential publication on the Production Planning & Control journal, Special Issue “Supply Chain Operations for a Circular Economy” (http://explore.tandfonline.com/cfp/est/circular-economy).

Interface of Operations Management & Finance

Organised by Verena Hagspiel and Isik Bicer

Operational decisions of firms are heavily influenced by financial constraints, leading to a growing interest in interdisciplinary approaches to solve operations management problems through a financial lens. Any failure of incorporating financial considerations into operational decision-making processes causes deadweight losses and suboptimal, if not infeasible, solutions. In this special track, we invite both academics and practitioners to discuss novel ideas that lie at the interface of operations management and finance. Possible topics include, but are not limited to, the following:

  • Joint operational and financial decisions of the firms
  • Operational and financial methods to mitigate supply-demand mismatches in global supply chains
  • Applications of real options in operations
  • Risk issues and hedging in trade finance
  • Risk and financial implications of dynamic capacity planning and pricing strategies
  • Interaction between capacity management, forecast evolution and supply chain risks
  • Sustainable growth of businesses and the exposure to bankruptcy
  • Finance and operations interface topics in industries such as financial services, energy, commodity trading, shipping and logistics