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Journal articles on the topic 'Manufacturing subcontracting'

Author: Grafiati

Published: 4 June 2021

Last updated: 11 February 2022

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1

A. Burki, Abid. "Efficiency Wages in Pakistan's Small Scale Manufacturing." LAHORE JOURNAL OF ECONOMICS 4, no. 1 (January 1, 1999): 1–23. http://dx.doi.org/10.35536/lje.1999.v4.i1.a1.

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This paper investigates wage differentials between workers in subcontracting and non-subcontracting firms, using data from a recent survey of small manufacturing firms in Gujranwala, Pakistan. The paper finds that subcontracting workers receive a high wage premium and invokes efficiency wage arguments to explain this differential. The paper argues that due to a client/vendor monitoring problem it is optimal for subcontracting firms to pay higher than the market clearing wages. The use of Heckman's two stage procedure to test for sample selection bias fails to give such evidence. A decomposition of the wage differentials indicates that endowment differentials partly explain higher wages for subcontracting workers while the bulk of this wage gap is explained by differential returns to workers' attributes.

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2

Fevre, Ralph. "Subcontracting in Steel." Work, Employment and Society 1, no. 4 (December 1987): 509–27. http://dx.doi.org/10.1177/0950017087001004006.

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Research on the UK construction industry has identified growth in the use of subcontractors as one explanation for the increased number of small firms (and self-employed workers) in that industry. Other research suggests that there has been growth in the use of contractors in manufacturing industry: has the construction industry pattern been replicated in any manufacturing industry? Data from the steel industry suggests that it has: in steel the increased use of subcontractors has accompanied the increased use of contractors. At BSC Port Talbot, for example, an informal cartel of established, local contractors has been replaced by large national contractors who make use of `cowboy' subcontractors. These subcontractors are economically dependent on the larger firms but legally distinct. The fact that steel turns out to be so similar to the construction industry raises doubts about the `special' circumstances which were thought to have led to the growth of subcontracting in construction.

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3

Sahu, Partha Pratim. "Subcontracting in India’s Unorganised Manufacturing Sector." Journal of South Asian Development 5, no. 1 (April 2010): 53–83. http://dx.doi.org/10.1177/097317411000500103.

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4

Subrahmanya, M. H. Bala. "Manufacturing SMEs in Japan: more subcontracting intensive versus less subcontracting intensive industries." International Journal of Management and Enterprise Development 5, no. 5 (2008): 554. http://dx.doi.org/10.1504/ijmed.2008.019083.

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5

Riello, Giorgio. "Boundless Competition: Subcontracting and the London Economy in the Late Nineteenth Century." Enterprise & Society 13, no. 3 (September 2012): 504–37. http://dx.doi.org/10.1017/s1467222700010855.

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Why did subcontracting remain, well until the end of the nineteenth century, a viable way to organize metropolitan manufacturing? This article addresses historically and theoretically the reasons for the permanence of subcontracting as a viable alternative to centralized forms of production in London. It also questions the literature that equates the decline of subcontracting with the rise of sweating and argues for a reinterpretation of traditional explanations that saw the “sweater” as a central figure in the “degeneration” of the metropolitan productive system. The article concludes by proposing a reinterpretation of the “decline of subcontracting” and argues that the logic of flexibility of subcontracting was challenged by the increasing power of London wholesalers and retailers and the demands offin-de-sièclemass consumption.

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6

Chen, Zhi-Long, and Chung-Lun Li. "Scheduling with subcontracting options." IIE Transactions 40, no. 12 (October 17, 2008): 1171–84. http://dx.doi.org/10.1080/07408170801975057.

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7

Inhaddou, Abdelkrim, and Peter Markovič. "Corporate relations and strategic subcontracting." SHS Web of Conferences 83 (2020): 01026. http://dx.doi.org/10.1051/shsconf/20208301026.

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Technological progress, such as that associated with robotics and computer-aided manufacturing, is increasingly delivering machines that operate at lower variable costs, but often with a different optimum degree of utilization. If we restrict our analysis to companies that use two different types of machines to manufacture a product, a change in the optimal degree of utilization of machines of one type resulting from technological developments may make it necessary to adapt the entire manufacturing process in order to fully exploit the cost advantage. If the cost advantages cannot be fully achieved by reconciling internal company structures, this may be achieved by adjusting inter-company structures. Such an adjustment can take various forms, depending on whether the enterprise in question offers unneeded capacity to other enterprises or complements insufficient internal production resources with available capacity from another enterprise. The aim of the article is to analyse important trends in the context of subcontracting. In order to keep the subject of the study easily comprehensible, the important empirical methods are used, which can discover new insights in the scientific sources. The resulting generalization is intended to show when the question of possible outsourcing should be placed on the negotiating table.

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8

LOPEZ, Robert, Heap-Yih CHONG, Sungkon MOON, and Xiangyu WANG. "CASE STUDY ON SUBCONTRACTING ARRANGEMENTS IN THE SCAFFOLDING SUPPLY CHAIN OF A LIQUEFIED NATURAL GAS INFRASTRUCTURE PROJECT." Journal of Civil Engineering and Management 23, no. 8 (November 20, 2017): 1136–47. http://dx.doi.org/10.3846/13923730.2017.1388277.

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The objective of the study presented in this paper is to determine the characteristics of the scaffolding supply chain in a liquefied natural gas (LNG) infrastructure project. This research is significant as the outsourcing of scaffolding is integral to its use and productivity toward LNG infrastructure project completion. As such, this paper presents the research undertaken on the subcontracting of scaffold manufacturing, supplying and delivering. It focuses upon the organisations, management and control in scaffolding subcontracting. A comparative analysis of three organisations was carried out to reveal issues with current practice in manufacturing, supplying and delivering scaffold products for assembly onsite. Their management and control approaches are also compared and contrasted. It is found that, while the divided contract approach may help save costs, enhance market exposure and is ideal when choice of subcontractor is limited, its risks can impact upon the entire project and be difficult for the contractor to control. The limited background in scaffolding studies and importance of subcontracting within LNG infrastructure projects has made this research timely. This paper identifies issues in relation to quality assurance, warranties and rework, which have the potential to mitigate any cost benefits obtained from subcontracting practices within this supply chain.

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9

Hajej, Zied, Nidhal Rezg, and Salim Bouslikhane. "A Joint Production and Maintenance Optimization of Closed-Loop Production System under Carbon Emission with a Switching Subcontractor Consideration." Applied Sciences 9, no. 6 (March 15, 2019): 1105. http://dx.doi.org/10.3390/app9061105.

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This study outlines a new forecasting problem of closed-loop production system under environmental aspect by proposing a new solution based on subcontracting. By studying the impact of the carbon tax on decision-making of production optimization, we propose an original economic production and maintenance strategies to minimize the total cost. Additionally, to reduce the total quantity of carbon and its tax, the subcontractor has a role to help either manufacturing or remanufacturing unit during the process of production. Indeed, the principle objectives are to determine the economic production plans for manufacturing, remanufacturing and subcontracting units as well as the optimal maintenance planning characterized by the optimal number of preventive maintenance actions for manufacturing unit, minimizing the total cost of production, inventory, carbon penalty and maintenance.

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10

Holl, Adelheid, Rafael Pardo, and Ruth Rama. "Just-in-Time Manufacturing Systems, Subcontracting and Geographic Proximity." Regional Studies 44, no. 5 (May 6, 2009): 519–33. http://dx.doi.org/10.1080/00343400902821626.

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11

Perry, M., and Tan Boon Hui. "Global Manufacturing and Local Linkage in Singapore." Environment and Planning A: Economy and Space 30, no. 9 (September 1998): 1603–24. http://dx.doi.org/10.1068/a301603.

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New approaches to the management of subcontracting relations are interpreted as indicating a shift from adversarial to cooperative linkages. This shift is thought to encourage greater use of external suppliers and to encourage localisation of buyers and suppliers. These propositions are examined through a case study of linkage development in Singapore, a major centre of multinational manufacturing activity. The case study draws on evidence from a sample of participants in a scheme promoted by Singapore's Economic Development Board known as the Local Industry Upgrading Programme (LIUP), which has aimed to promote linkage development. The paper reports two surveys of participants in LIUP: (1) a postal survey of buyers (mainly made up of foreign multinationals as well as a few Singapore organisations) and subcontractors; and (2) a personal interview survey with representatives of twenty-two buyer organisations. The analysis, partly presented through brief case studies of individual organisations, shows how variable strategies affecting subcontracting linkages are evolving. Increased information flows between firms are found to be well established but a low priority to linkage localisation is discovered. These findings are interpreted in terms of MNC (multinational corporation) strategies to retain flexibility in subcontractor selection and their increased capabilities to manage spatially dispersed supply linkages.

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12

GLASMEIER, AMY, and NORIUKI SUGIURA. "Japan's Manufacturing System: Small Business, Subcontracting and Regional Complex Formation." International Journal of Urban and Regional Research 15, no. 3 (September 1991): 395–414. http://dx.doi.org/10.1111/j.1468-2427.1991.tb00646.x.

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13

Kostamis, Dimitris, and Izak Duenyas. "Quantity commitment, production and subcontracting with bargaining." IIE Transactions 41, no. 8 (June 4, 2009): 677–86. http://dx.doi.org/10.1080/07408170902736689.

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14

Gözlü, Sitki, Demet Bayraktar, and Selahaddin Baykaş. "Improvement of capacity utilization in a subcontracting small scale manufacturing company." Computers & Industrial Engineering 37, no. 1-2 (October 1999): 31–34. http://dx.doi.org/10.1016/s0360-8352(99)00017-0.

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15

Assid, M., A. Gharbi, and A. Hajji. "Production and subcontracting control for an unreliable manufacturing system with setups." International Journal of Production Research 58, no. 12 (June 20, 2019): 3570–88. http://dx.doi.org/10.1080/00207543.2019.1630776.

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16

Subrahmanya, M. H. Bala. "SMEs and subcontracting in Japanese manufacturing: does globalisation make a difference?" International Journal of Globalisation and Small Business 1, no. 4 (2006): 340. http://dx.doi.org/10.1504/ijgsb.2006.012184.

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17

Basole, Amit, Deepankar Basu, and Rajesh Bhattacharya. "Determinants and impacts of subcontracting: evidence from India’s unorganized manufacturing sector." International Review of Applied Economics 29, no. 3 (January 19, 2015): 374–402. http://dx.doi.org/10.1080/02692171.2014.1001324.

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18

Bichescu, Bogdan C., Michael J. Fry, and George G. Polak. "Workload Balancing Through Recurrent Subcontracting." Production and Operations Management 18, no. 1 (January 2009): 33–47. http://dx.doi.org/10.1111/j.1937-5956.2009.01008.x.

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19

Hafidi, Nouhayla, Abdellah El Barkany, Abderrahman El Mhamedi, and Morad Mahmoudi. "Integrated planning of production and maintenance for imperfect system with subcontracting strategies." International Journal of Engineering Business Management 12 (January 1, 2020): 184797902092978. http://dx.doi.org/10.1177/1847979020929783.

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The purpose of this article is to deal with subcontracting strategies in the context of production, maintenance and quality integration. We study the multi-item capacitated lot-sizing problem for a production system composed of a single machine. The production system is considered imperfect, producing both conforming and non-conforming items. However, the deterioration of the system is a function of the time and production rate, which affects the quality of the manufactured items. Consequently, a quality control strategy is established, the aim is to inspect, adjust and control the manufactured items. To solve our problem, an evolutive optimization approach is proposed, namely the genetic algorithm (GA). Then, in order to adjust the parameters of GA, we use the Taguchi method. This article is one of the few documents dealing with integrated production management, maintenance and quality under subcontracting constraints that takes into account the complex aspect of the multi-item manufacturing industry. Then, a sensitivity analysis is also carried out to illustrate the robustness of the proposed control policy. Finally, we compare our results with the literature to validate our approach and highlight the advantage of subcontracting in minimizing costs.

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20

Suarez-Villa, L., and C. Karlsson. "The Development of Sweden's R&D-Intensive Electronics Industries: Exports, Outsourcing, and Territorial Distribution." Environment and Planning A: Economy and Space 28, no. 5 (May 1996): 783–817. http://dx.doi.org/10.1068/a280783.

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Sweden's research-intensive electronics industries have thrived by developing export-market niches that rely greatly on continuous innovation and substantial expenditures in R&D. Over the past two decades, three R&D-intensive sectors (telecommunications equipment, electronic instruments, and computing-equipment manufacturing) have experienced a progressive territorial distribution, that has made them less reliant on the metropolitan concentration of the capital for their outsourcing and research arrangements. In this article we explore the relationship between R&D intensity, territorial distribution, subcontracting, and establishment performance in the R&D-intensive electronics industries. The export performance of these industries is considered first, along with its relationship with employment characteristics and territorial location. An analysis of the territorial distribution, and its relationship with establishment downsizing and subcontracting, provides insights on the significance of lower costs and higher R&D intensity for small-scale operations. Statistical analyses of R&D intensity and performance variables that include labour skills, plant size, production costs, fixed capital assets, and profitability, with establishment-level survey data, provide important insights on the effects of subcontracting and any spatial differences resulting thereof.

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21

Bertrand, J. W. M., and V. Sridharan. "A study of simple rules for subcontracting in make-to-order manufacturing." European Journal of Operational Research 128, no. 3 (February 2001): 509–31. http://dx.doi.org/10.1016/s0377-2217(99)00371-9.

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22

Nwokocha, Victor Chukwunweike, and Iganatius Ani Madu. "Influence of subcontracting constraints on the performance of manufacturing industries in Nigeria." Production & Manufacturing Research 3, no. 1 (January 2015): 343–54. http://dx.doi.org/10.1080/21693277.2015.1102101.

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23

Forghani, Kamran, M. A. Sobhanallahi, A. Mirzazadeh, and Mohammad Mohammadi. "A mathematical model in cellular manufacturing system considering subcontracting approach under constraints." Management Science Letters 2, no. 7 (October 1, 2012): 2393–408. http://dx.doi.org/10.5267/j.msl.2012.08.002.

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24

Sinha, Ashesh Kumar, Thomas Davich, and Ananth Krishnamurthy. "Optimisation of production and subcontracting strategies." International Journal of Production Research 54, no. 8 (September 1, 2015): 2377–93. http://dx.doi.org/10.1080/00207543.2015.1077285.

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25

TAN, BARIŞ. "Subcontracting with availability guarantees: production control and capacity decisions." IIE Transactions 36, no. 8 (August 2004): 711–24. http://dx.doi.org/10.1080/07408170490458463.

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26

Sargut, F. Zeynep, and H. Edwin Romeijn. "Capacitated production and subcontracting in a serial supply chain." IIE Transactions 39, no. 11 (September 7, 2007): 1031–43. http://dx.doi.org/10.1080/07408170601091899.

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27

Woodhouse, J. "New Business Selection for a Subcontracting Company—A Case Study." Proceedings of the Institution of Mechanical Engineers, Part B: Management and engineering manufacture 201, no. 4 (November 1987): 233–37. http://dx.doi.org/10.1243/pime_proc_1987_201_074_02.

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A case study involving an engineering subcontractor has been used to illustrate a methodical evolutionary approach and an ideas list approach for identifying new business. The subcontractor company was in a state of chaos, rendering it incapable of acting upon new ideas. This may be a common failing of subcontractors. As insufficient data were available to operate the models, synthetic data have been used to provide illustration. A methodical approach is preferred. It involves systematic monitoring of manufacturing, market and technological trends. Such measurements must be a part of the change management process. Evidence suggests that this works in other environments.

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28

Oke, Adegoke, and Henrietta Onwuegbuzie. "Outsourcing, subcontracting-in and radical innovativeness." Journal of Manufacturing Technology Management 24, no. 4 (April 29, 2013): 511–35. http://dx.doi.org/10.1108/17410381311327387.

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29

Kim, Hoon. "Regulating In-house Subcontracting in Japanese Manufacturing: Focusing on the Role of JSLA." Labor Law Forum 20 (February 28, 2017): 109–49. http://dx.doi.org/10.46329/llf.2017.02.20.109.

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30

Ben-Salem, A., A. Gharbi, and A. Hajji. "Production and uncertain green subcontracting control for an unreliable manufacturing system facing emissions." International Journal of Advanced Manufacturing Technology 83, no. 9-12 (August 18, 2015): 1787–99. http://dx.doi.org/10.1007/s00170-015-7677-y.

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31

Reynard, Pierre Claude. "Manufacturing Strategies in the Eighteenth Century: Subcontracting for Growth among Papermakers in the Auvergne." Journal of Economic History 58, no. 1 (March 1998): 155–82. http://dx.doi.org/10.1017/s0022050700019926.

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From the sixteenth century to the end of the eighteenth century, the papermakers of Ambert (Auvergne, France) remained the leading producers of quality printing paper in Europe. During the second half of the eighteenth century, they expanded greatly their production in response to a dynamic market. This success was achieved not through the adoption of new methods or the expansion of enterprises but through subcontracting practices. This article explores the conditions that fostered such strategies. It confirms the multiplicity of options available to early modern manufacturers but suggests that the socioeconomic characteristics of each community of producers conditioned their choices.

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32

Danesi, Frederic, Nicolas Gardan, and Elvis Kwassi. "Knowledge Based Engineering Optimization and Interoperability: An Automotive Case-Study." Applied Mechanics and Materials 232 (November 2012): 823–27. http://dx.doi.org/10.4028/www.scientific.net/amm.232.823.

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This article focuses on the optimization of a design process, in the context of automotive subcontracting opportunity. This optimization is guided by the underlying manufacturing process and by the industrial knowledge. We first show that the actual design studies are biased by the final goal (a formal design) and do not take into account early industrial needs (a draft design to draw up an estimate). We then demonstrate how an automaker subcontractor optimizes the early design process thanks to industrial knowledge.

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33

Safaei, Nima, and Reza Tavakkoli-Moghaddam. "Integrated multi-period cell formation and subcontracting production planning in dynamic cellular manufacturing systems." International Journal of Production Economics 120, no. 2 (August 2009): 301–14. http://dx.doi.org/10.1016/j.ijpe.2008.12.013.

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34

Rivera-Gómez, Héctor, Ali Gharbi, Jean-Pierre Kenné, Oscar Montaño-Arango, and Eva Selene Hernandez-Gress. "Production control problem integrating overhaul and subcontracting strategies for a quality deteriorating manufacturing system." International Journal of Production Economics 171 (January 2016): 134–50. http://dx.doi.org/10.1016/j.ijpe.2015.10.008.

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35

Hertz, Alain, Brigitte Jaumard, and Celso C. Ribeiro. "A graph theory approach to subcontracting, machine duplication and intercell moves in cellular manufacturing." Discrete Applied Mathematics 50, no. 3 (May 1994): 255–65. http://dx.doi.org/10.1016/0166-218x(92)00173-j.

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36

Rosa, Benjamin V. "Affirmative action subcontracting regulations in dynamic procurement auctions." International Journal of Industrial Organization 72 (September 2020): 102657. http://dx.doi.org/10.1016/j.ijindorg.2020.102657.

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37

Logendran, Rasaratnam, and Parthasarathi Ramakrishna. "A methodology for simultaneously dealing with machine duplication and part subcontracting in cellular manufacturing systems." Computers & Operations Research 24, no. 2 (February 1997): 97–116. http://dx.doi.org/10.1016/s0305-0548(96)00044-5.

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38

PAINE, SUZANNE. "LESSONS FOR LDC's FROM JAPAN'S EXPERIENCE WITH LABOUR COMMITMENT AND SUBCONTRACTING IN THE MANUFACTURING SECTOR*." Bulletin of the Oxford University Institute of Economics & Statistics 33, no. 2 (May 1, 2009): 115–33. http://dx.doi.org/10.1111/j.1468-0084.1971.mp33002004.x.

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39

Barff, R., and J. Austen. "‘It's Gotta Be Da Shoes’: Domestic Manufacturing, International Subcontracting, and the Production of Athletic Footwear." Environment and Planning A: Economy and Space 25, no. 8 (August 1993): 1103–14. http://dx.doi.org/10.1068/a251103.

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An apparent paradox exists in the geography of athletic footwear production. The industry is highly labor intensive; it is also locationally volatile. Although most production now takes place in Southeast Asia, the United States nevertheless still contains significant enclaves of athletic footwear production. Moreover, the cheapest shoes continue to be produced in the United States whereas more complex, expensive models tend to be manufactured in Asia. To understand this geography, we must move beyond the basic consideration of international labor-cost differentials. By means of two case studies, it is shown that domestic production involves very different labor processes from those of production based in other countries and, like many other sectors of the economy, domestic producers gain advantage by carrying smaller inventories through faster lead times. The best explanation, though, centers on the shoes themselves. Athletic shoes produced in the United States tend to have many fewer stitches in them than those manufactured elsewhere, which minimizes the most expensive component of the production process. Furthermore, tariffs on athletic shoes massively discriminate against imported shoes of a particular construction.

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40

Rivera-Gómez, Héctor, Ali Gharbi, Jean-Pierre Kenné, Oscar Montaño-Arango, and Eva Selene Hernández-Gress. "Subcontracting strategies with production and maintenance policies for a manufacturing system subject to progressive deterioration." International Journal of Production Economics 200 (June 2018): 103–18. http://dx.doi.org/10.1016/j.ijpe.2018.03.004.

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41

Kelley, Maryellen R., and Bennett Harrison. "The subcontracting behavior of single vs. multiplant enterprises in US manufacturing: Implications for economic development." World Development 18, no. 9 (September 1990): 1273–94. http://dx.doi.org/10.1016/0305-750x(90)90032-s.

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42

Souheil, Ayed, Turki Sadok, and Hajej Zied. "Perturbation Analysis for Optimal Production Planning Of a Manufacturing System with Subcontracting and Machine Degradation." IFAC-PapersOnLine 48, no. 3 (2015): 2145–52. http://dx.doi.org/10.1016/j.ifacol.2015.06.406.

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43

Burnete, Sorin. "Industries in Central and Eastern Europe. Enhancing Competitiveness by Integrating Services into Manufacturing." Human and Social Studies 4, no. 1 (March 1, 2015): 30–42. http://dx.doi.org/10.1515/hssr-2015-0003.

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Abstract During the last two decades, the intra-industry trade between western companies and former socialist enterprises in Central and Eastern Europe gradually shifted from the subcontracting of marginal operations such as final assembly to the outsourcing of products and intermediate inputs. To further enhance their competitiveness, firms in Central and Eastern Europe have yet to take one more step forward: integrate services with manufacturing. Developing such capabilities hinges, aside from intensive training and learning on the existence of functional interactive knowledgebased innovation systems. Whereas Central and East European economies exhibit conspicuous weaknesses in this last respect, they still possess a countervailing advantage that is apt to lure foreign investors into the region: lower wage rates relative to western countries across all industries and skill levels. Offshoring therefore seems to be the most appropriate means to reconcile the two sides of the coin.

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44

Magdalena, Riana. "Analysis of the Aggregate Heuristic Planning for Planning and Controlling the Amount of Production to Minimize Costs." Operations Research: International Conference Series 1, no. 1 (February 5, 2020): 1–12. http://dx.doi.org/10.47194/orics.v1i1.18.

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PT.XYZ is one of the companies engaged in the automotive manufacturing industy, where it produces spare parts for cars, motorcycles and trucks. Along with marketing and producing the products, PT.XYZ continues to implement customer satisfaction and the quality of spare parts produced. The company must anticipate the possibility of production capacity limitations; this must be done as well as possible at the minimum cost. For that, the aggregate heuristic planning is proposed for planning the establishment of a level for production capacity to meet the level of demand obtained from orders with the aim of minimizing total production costs. Aggregate Planning is a process of determining the level of overall production capacity to meet the level of demand obtained from forecasting and order with the aim of minimizing the total cost of production. In this study, three heuristic methods were tried, namely labor control method, subcontracting mixed method, and overtime mixed methods. Based on the results of the study it is known that the subcontracting mixed method is the best method with total aggregate cost of IDR 3,080,689,770, then the labor control method with a total of aggregate cost of IDR 3,080,798,198 and the overtime mixed method, with a total aggregate cost of IDR 3,081,815,315.

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45

Huang, JinDian, and JianJun Liu. "Hierarchical Production Planning and Real-Time Control for Parallel Batch Machines in a Flow Shop with Incompatible Jobs." Mathematical Problems in Engineering 2018 (December 30, 2018): 1–12. http://dx.doi.org/10.1155/2018/7268578.

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Effective control of the heat-treatment operation is essential to reducing manufacturing cost in mould manufacturing. The heat-treatment shop floor is a flow shop with parallel batch processors and incompatible jobs. The jobs differ from each other in product types, sizes, release times, and due-dates. The scheduling objective is to minimize manufacturing cost, including energy cost, subcontracting cost, and jobs’ tardiness penalties cost. A hierarchical production planning structure is proposed, which contains three decision-making levels: (1) balancing capacity and demand, (2) machining at the quenching stage, and (3) machining at the tempering stage. At the first level, the periodic rolling scheduling heuristic is proposed for the purpose of balancing the capacity and the demand in the coming period in the heat-treatment shop floor. At the second and third levels, two new look-ahead batching heuristics are proposed. An extensive computational experiment is conducted to verify the effectiveness of the proposed heuristics.

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46

Tambunan, Tulus Tahi Hamonangan. "Technology Transfer and Diffusion among Manufacturing Small and Medium Enterprises in Indonesia." Copenhagen Journal of Asian Studies 24, no. 2 (April 10, 2006): 72–104. http://dx.doi.org/10.22439/cjas.v24i2.817.

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It is evident everywhere that in manufacturing industry, levels of productivity are higher in large enterprises (LEs), including foreign-owned firms or multinational companies (MNCs), than in small and medium enterprises (SMEs), partly because the former enterprises enjoy higher levels of technological capacity. Thus, for SMES, increased productivity might be facilitated through a scaling-up of knowledge or technology. The case study of the Tegal metalworking industry in Central Java presented in this article shows that the most important channels for the diffusion of knowledge/technology among domestic manufacturing SMEs include subcontracting arrangements with foreign direct investment (FDI). However, the importance of FDI as a source of technology/knowledge varies across the differing types of domestic firms. This study also shows that government agencies are currently the largest providers of training and similar assistance for manufacturing SMEs in the country. Such programmes, however, are rendered less effective by a low level of coverage, a lack of effective evaluation and assessment, and a supply rather than a demand orientation.

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47

Çınar, Sidar. "Construction labour, subcontracting and masculinity: “construction is a man’s job”." Construction Management and Economics 38, no. 3 (November 18, 2019): 275–90. http://dx.doi.org/10.1080/01446193.2019.1690155.

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Logendran, R., and V. Sirikrai. "Machine Duplication and Part Subcontracting in the Presence of Alternative Cell Locations in Manufacturing Cell Design." Journal of the Operational Research Society 51, no. 5 (May 2000): 609. http://dx.doi.org/10.2307/254192.

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조효래. "Diversity of Atypical Workers in Manufacturing Sector - Focused on In-house Subcontracting Workers in Gyeongnam Region." Korean Journal of Labor Studies 15, no. 2 (December 2009): 61–98. http://dx.doi.org/10.17005/kals.2009.15.2.61.

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Logendran, R., and V. Sirikrai. "Machine duplication and part subcontracting in the presence of alternative cell locations in manufacturing cell design." Journal of the Operational Research Society 51, no. 5 (May 2000): 609–24. http://dx.doi.org/10.1057/palgrave.jors.2600940.

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