FAKULTET ORGANIZACIONIH NAUKA - FON

SEMINARSKI RADDinamika tema objavljenih u asopisu Journal of Operations Management u periodu 2005. 2009.

Raoni Bojana 3/8/2010

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Operacioni menadmenOperacioni menadment je oblast poslovanja koja se bavi proizvodnjom roba i usluga, to samim tim sa jedne strane podrazumeva odgovornost da obezbedi efikasno poslovanje u pogledu korienja resursa, a sa druge da ispuni oekivanja krajnjih potroaa. Poslovanje obuhvata tri osnovna imperativa za upravljanje koji zajedno imaju za cilj da maksimiziraju vrednost dobijenu od poslovne imovine: 1. Generisanje periodinih prihoda. 2. Poveanje vrednosti poslovnih sredstava. 3. Siguran prihoda i vrednost poslovanja. Sva tri imperativa su meusobno zavisna. Takoe operacioni menadment se bavi upravljanjem procesima koji konvertuju ulaze (u formi materijala, radne snage i energije) u izlaze (u obliku robe i usluga). Operacioni menadment tradicionalno se odnosi na proizvodnju robe i usluga posebno, mada je razlika izmeu ova dva osnovna tipa operacije, ponude proizvoda i usluge sve tee objediniti. Clj operacionog menadmenta je da povea sadraj vrednosti aktive u bilo kom procesu. Meutim sadraj vrdnosti aktive treba da bude takav da zadovoljava trine prilike kako bi se obezbedile optimalne poslovne performanse. Operacioni menadment je prema amerikom ministarstvu prosvete program koji priprema lica za upravljanje i direktne fizike i / ili tehnike funkcije firme ili organizacije, naroito one koje se odnose na razvoj i proizvodnju. Programi upravljanja obino obuhvataju nastavu iz optih principa menadmenta, proizvodnje i proizvodnih sistema, postrojenja za upravljanje, odravanje opreme za upravljanje, kontrola proizvodnje, industrijskih radnih odnosa zanata i struan nadzor, proizvodnja strateke politike, sisteme analiza produktivnosti, analiza i kontrola trokova, planiranje materijala.

Istorija Operacionog menadmentaIstorija Operacionog menadmenta moe se pratiti unazad kroz kulturne promene u 18., 19. i 20. veku, ukljuujui industrijsku revoluciju, razvoj sistema proizvodnje sa zamenjivim delovima, Waltham-Lowell sistem, ameriki sistem proizvodnje, nauno upravljanje, razvoj prakse na pokretnoj traci i masovna proizvodnja, kao i Toyota proizvodni sistem.

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Industrijska revolucija Industrijska revolucija traje u periodu od 18. do 19. veka gde se deavaju velike promene u poljoprivredi, proizvodnji, rudarstvu, saobraaju i ima dubok uticaj na sociojalno-ekonomske i kulturne uslove koji poinju u Velikoj Britaniji, a kasnije se ire u celoj Evropi, Severnoj Americi, i na kraju u celom svetu. Krajem 18. veka poela je tranzicija u delovima prethodnog runog rada u Velikoj Britaniji. Sve je poelo sa mehanizacijom tekstilne industrije, zatim je krenula i trina ekspanzija, poboljanje puteva i eleznikih pruga. Prva industrijska revolucija, koja je poela u 18. veku, spojena je u Drugu industrijsku revoluciju oko 1850., kada je tehnoloki i ekonomski napredak dobio zamah sa razvojem parnih brodova, eleznice, a kasnije u 19. veku sa razvojem motora sa unutranjim sagorevanjem i na kraju sa razvojem elektrine energije.

Zamenljivi delovi Zamenljivi delovi su delovi koji su identini i koriste se za praktine svrhe. Oni su napravljeni, tako da e se uklopiti u bilo koji ureaj istog tipa, jedan takav deo moe slobodno zameniti takav drugi koji je u kvaru, a da se pritom ne menja ceo ureaj, kako je do tada bilo. Ovo omoguava laku montau novih ureaja, kao i lake popravke postojeih ureaja, a minimiziranje vremena potrebnog za popravku kao i vetine osobe koja to radi. Princip zamenljivih delova procvat razvoja doivljava tokom 19. veka, to dovodi do masovne proizvodnje u mnogim granama industrije. Oni su zasnovani na korienju ablona, primenjuju polukvalifikovani rad pomou maina umesto tradicionalnih runih alata. Tokom ovog veka bilo je mnogo razvojnog rada, merni alati (mikrometar), standardi, i procesi (kao to je nauno upravljanje), ali je princip zamenjivih delova ostao konstantan. Sa uvoenjem pokretne trake na poetku 20. veka, zamenljivi delovi postali su obavezni elementi proizvodnje.

Waltham-Lowell sistem Waltham-Lowell predstavlja sistem rada i proizvodnje po modelu zaposlenih u Sjedinjenim Dravama, posebno u Novoj Engleskoj, tokom ranih godina amerike tekstilne industrije u ranom 19. veku. Proizvodnja nakon uspeha Samuel Slater, grupa investitora danas poznata kao Bostonski Saradnici, smislili su novi nain rada u proizvodnji tekstila u Waltham, Massachusetts, zapadno od Bostona. Bostonski Saradnici pokuali su da stvore dobro kontrolisani sistem rada. Mlade devojke su radile oko osamdeset sati nedeljno. Radnici su pobunili da bi im radno vrme poinjalo u 5:00, a ne u 4:40 ujutru, da dobiju pola sata pauze za

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doruak u 7:00 i pola sata do etrdeset i pet minuta za ruak u podne. U 19:00 fabrike bi bile zatvorene i tako est dana nedeljno. Ovaj sistem je postao poznat kao Waltham sistem.

Ameriki sistem proizvodnje Ameriki sistem proizvodnje podrazumeva polukvalifikovani rad pomou maina i ablona, upotreba standardizovanih, istih, zamenljivih delova. Poto su delovi zamenljivi, takoe je mogu polukvalifikovani rad na pokretnoj traci. Sistem obino podrazumeva zamenu specijalizovane maine za zamenu runih alata. Ameriki sistem doprineo je efikasnosti kroz podelu rada.

Nauno upravljanje Nauno upravljanje (Taylor sistem) je teorija upravljanja koja podrazumeva i vri analizu i sintezu posla, sa ciljem unapreenja produktivnosti rada. Taylor je 1985. godine pokuao da otkrijete nain za poveanje efikasnosti rada u preduzeu Midvale Steele. On smatra da odluke koje su zasnovane na tradiciji i principu sa irokom aplikacijom koja nije namenjena da bude strogo tana i pouzdana za svaku situaciju, treba da bude zamenjena preciznim procedurama razvijenim nakon paljivog prouavanja pojedinca na radnom mestu. Primena njegovog kontingenta je na visokom nivou menaderskih praksi i kontrole nad radom zaposlenog.

Razvoj prakse na pokretnoj traci i masovna proizvodnja Proizvodnja na pokretnoj traci je proizvodni proces u kome se do finalnog proizvoda dolazi na mnogo bri i efikasniji nain. Prva kompanija koja je pokrenula masovnu proizvodnju na pokretnoj traci bila je Ford Motor Company izmeu 1908 i 1915. Masovna proizvodnja putem pokretne trake se smatra pokretaem moderne potroake kulture, koja ujedno ini i mogue niske cene za proizvedenu robu. esto se kae da je proizvodnja Forda genijalni sistem, jer se ispostavilo da Ford ima sopstvene radnike kao nove kupce. Drugim reima, razvojni put Forda ka nioj ceni pokrenuo je ogroman potencijal na tritu. Ovaj kvalitet masovne proizvodnje Forda je postavljen kao primer i za druge industrije.

Toyota proizvodni sistem Toyota proizvodni sistem (TPS) je integrisani drutveno - tehniki sistem, koji je razvila Toyota, koja takoe obuhvata filozofije i prakse upravljanja iz kompanije Forda. TPS organizuje proizvodnju i logistiku za proizvoae automobila, ukljuujui i interakciju sa dobavljaima i kupcima. Toyota proizvodni sistem je glavna prethodnica Lean manufacturing bukvalno

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prevedeno bilo bi "naslanjanje" proizvodnja. Lean proizvodnja je varijacija na temu efikasnosti i zasniva se na optimizaciji protoka, to je danas primer od stalnih lajtmotiva u ljudskoj istoriji u pravcu poveanja efikasnosti, smanjenja otpada, i da se pomou empirijskih metoda donose vane odluke. Toyota je dobila inspiraciju za sistem, posetom automobilske fabrikre Ford 1950 u Miigenu. Delegacija iz Toyote je primetila da su mnoge od metoda u upotrebi koje ne dozvoljavoju sasvim efikasnu proizvodnju. Oni su uglavnom bili zaprepaeni velikom koliinom zaliha, da obim posla koji se obavlja u razliitim odeljenjima nije ujednaen, a velike koliine dorada ima na kraju procesa. Meutim, na sledeoj poseti supermarketa Piggly Wiggly, delegacija je inspirisana sistemom smanjene koliine zaliha. Ovo je pretea sada poznate Just-inTime (JIT) sistem zaliha. Kombinovanjem ovih ideja omoguena je standardizacija i kontinuirano poboljanje procesa proizvodnje. Kljune karakteristike ovih ranih proizvodnih sistema su: odstupanje od runog rada i prelazi na polukvalifikovani rad uz pomo maina, uspostavljanje podrobnije podele rada i prenos znanja unutar svesti kvalifikovanih, iskusnih radnika u opremu, dokumentaciji i sistemu. Lideri ideja i ljudi na ijim se ivotnim radovima postavljaju temelji za operacioni menadment su (vrlo povrna lista postavljena priblino u hronolokom redosledu): Adam Smith, Jean-Baptiste Vaquette de Gribeauval, Louis de Tousard, Honor Blanc, Eli Whitney, John H. Hall, Simeon North, Frederick Winslow Taylor, Henry Gantt, Henry Ford, Sakichi Toyoda, Alfred Sloan, Frank and Lillian Gilbreth, Tex Thornton i Whiz Kids team, i W. Edwards Deming i Toyota Production System (Taiichi Ohno, Shigeo Shingo, Eiji Toyoda, Kiichiro Toyoda, i drugi). Operaciona istraivanja znaaj dobijaju tokom Drugog svetskok rata. Operaciona istraivanja u Sjedinjenim Amerikim Dravama, Kanadi, Junoj Africi i Australiji i operaciona istraivanja u Evropi je interdisciplinarna grana primenjene matematike i formalne nauke koja koristi metode, kao to su matematiko modeliranje, statistike i algoritama da se doe do optimalnog, ili blizu optimalnog reenja za sloene probleme. Obino se bavi odreivanjem maksimuma (profita, performansi, prinos, protok, itd) ili minimuma (gubitka, rizik, itd) nekih objektivnih funkcija. Istraivanja u Upravljanju operacijama pomau da ostvare svoje ciljeve korienjem naunih metoda, nastala u vojnim naporima pre Drugog svetskog rata. NJene tehnike su primenjene za reavanje problema u raznim granama industrije. Operaciona istraivanja obuhvataju irok spektar reavanja problema, tehnike i metode primenjuju u potragu za poboljanem donoenja odluka i efikasnosti. Neke od osnovnih alata koji se koriste za operaciona istraivanja su statistika, optimizacija, teorija verovatnoe, teorije ekanja, teorija igara , teorije grafova, odluka analiza, matematiko modelovanje i simulacija. Operaciona istraivanja odlikuje njegove este upotrebe da ispita itav sistem upravljanja informacijama, umesto da se koncentriemo samo na odreenim elementima. Istorijski, znanje koje proizilazi iz industrijskog inenjerstva formira osnovu prve (MBA) program - (magistar poslovne administracije), kao i da se operacioni menadment koristi u razliitim poslovnim sektorima, industriji, konsaltingu i neprofitnim organizacijama

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Sadraj asopisa JOM u periodu 2005. 2009.Volume 23, Issue 1, Pages 1-115 (January 2005) 1. The influence of power driven buyer/seller relationships on supply chain satisfaction 2. Entrepreneurial orientation as a basis for classification within a service industry: the case of retail pharmacy industry 3. TQM across multiple countries: Convergence Hypothesis versus National Specificity arguments 4. The influence of plant characteristics on the entry mode choice of overseas firms 5. On characterizing the 4 C's in supply chain management Volume 23, Issue 2, Pages 117-255 (February 2005) Operations Management in Not-For-Profit, Public and Government Services 1. Operations management in not-for-profit, public and government services: Charting a new research frontier 2. Operational, economic and mission elements in not-for-profit organizations: the case of the Chicago Symphony Orchestra 3. The service volunteer loyalty chain: an exploratory study of charitable not-for-profit service organizations 4. Efficient service location design in government services: A decision support system framework 5. Managerial choice and performance in service managementa comparison of private sector organizations with further education colleges 6. Using information on unconstrained student demand to improve university course schedules 7. Linking publicness to operations management practices: a study of quality management practices in hospitals 8. Comparing quality of care in non-profit and for-profit nursing homes: a process perspective Volume 23, Issues 3-4, Pages 257-418 (April 2005) Coordinating Product Design, Process Design and Supply Chain Design Decisions

7 1. Coordinating product design, process design, and supply chain design decisions: Part A: Topic motivation, performance implications, and article review process 2. Towards integrated optimal configuration of platform products, manufacturing processes, and supply chains 3. Customer satisfaction with order fulfillment in retail supply chains: implications of product type in electronic B2C transactions 4. Evaluation of postponement structures to accommodate mass customization 5. Coordinating product design, process design, and supply chain design decisions: Part B. Coordinating approaches, tradeoffs, and future research directions 6. PCDM: a decision support modeling methodology for supply chain, product and process design decisions 7. Product architecture assessment: a tool to link product, process, and supply chain design decisions 8. Supplier integration into new product development: coordinating product, process and supply chain design 9. Modeling tradeoffs in three-dimensional concurrent engineering: a goal programming approach Volume 23, Issue 5, Pages 419-577 (July 2005) 1. The build-to-order supply chain (BOSC): a competitive strategy for 21st century 2. Build-to-order supply chain management: a literature review and framework for development 3. Responding to schedule changes in build-to-order supply chains 4. Build-to-order and just-in-time as predictors of applied supply chain knowledge and market performance 5. Managing build-to-order short life-cycle products: benefits of preseason price incentives with standardization 6. Optimal return policy and modular design for build-to-order products 7. Towards responsive vehicle supply: a simulation-based investigation into automotive scheduling systems

8 8. The impact of alignment between virtual enterprise and information technology on business performance in an agile manufacturing environment 9. Build to order supply chains in developed and developing countries

Volume 23, Issue 6, Pages 579-682 (September 2005) 1. Information sharing and coordination in make-to-order supply chains 2. An evaluation of heuristic methods for determining the best table mix in full-service restaurants 3. Development and validation of a measurement instrument for studying supply chain management practices 4. Extending the supply chain: Integrating operations and marketing in the online grocery industry 5. Market priorities, manufacturing configuration, and business performance: an empirical analysis of the order-winners framework

Volume 24, Issue 1, Pages 1-84 (December 2005) 1. Achieving competitive advantage through implementing a replicable management standard: Installing and using ISO 9000 2. Suppliersupplier relationships in the buyersupplier triad: Building theories from eight case studies 3. A review of techniques for treating missing data in OM survey research 4. Role change of design engineers in product development

Volume 24, Issue 2, Pages 85-210 (January 2006) 1. Social exchange in supply chain relationships: The resulting benefits of procedural and distributive justice 2. Could lean production job design be intrinsically motivating? Contextual, configurational, and levels-of-analysis issues 3. Could lean production job design be intrinsically motivating? Contextual, configurational, and levels-of-analysis issues

9 4. Use of structural equation modeling in operations management research: Looking back and forward 5. The antecedents of supply chain agility of a firm: Scale development and model testing 6. An exploratory study of close suppliermanufacturer relationships Volume 24, Issue 3, Pages 211-300 (April 2006) Operations Management Research In Process Industries - Operations Management Research In Process Industries

1. Operations management research in process industries 2. A comparison of bottling alternatives in the pharmaceutical industry 3. Inventory evaluation and product slate management in large-scale continuous process industries 4. Strategy, uncertainty and the focused factory in international process manufacturing 5. Closed-loop supply chains in process industries: An empirical study of producer re-use issues 6. The planning flexibility bottleneck in food processing industries

Volume 24, Issue 4, Pages 301-416 (June 2006) Operations Management in Not-For-Profit, Government and Public Services: Innovative Applications and Case Studies 1. Innovative operations management applications in not-for-profit, public and government services 2. Understanding service experience in non-profit performing arts: Implications for operations and service management 3. Analysis and improvement of delivery operations at the San Francisco Public Library 4. Integrating service design principles and information technology to improve delivery and productivity in public sector operations: The case of the South Carolina DMV 5. Optimization of volunteer labor assignments 6. Impact of role in the decision to fail: An exploratory study of terminated projects

10 7. Applying operations management logic and tools to save lives: A case study of the world health organization's global drug facility 8. Using a market-utility-based approach to designing public services: A case illustration from United States Forest Service Volume 24, Issue 5, Pages 417-730 (September 2006) 1. Evolution in the strategic manufacturing planning process of organizations 2. Disentangling leanness and agility: An empirical investigation 3. Knowledge as a strategic resource in supply chains 4. Interplay between uncertainty and flexibility across the value-chain: Towards a transformation model of manufacturing flexibility 5. Mediating effects of computer-aided design usage: From concurrent engineering to product development performance 6. A comparative model of firm size and the global operational dynamics of U.S. firms in Europe 7. Modeling of residential structure fire response: Exploring the hyperproject 8. Faster, better, cheaper: A study of NPD project efficiency and performance tradeoffs 9. Supplier integrationFinding an optimal configuration 10. Relevance of Baldrige constructs in an international context: A study of national culture 11. 12. The implications of socialization and integration in supply chain management A taxonomy of manufacturing strategies in China

13. The supply base and its complexity: Implications for transaction costs, risks, responsiveness, and innovation 14. International supply relationships and non-financial performanceA comparison of U.S. and German practices 15. Hospital technology and nurse staffing management decisions

16. Absorptive capacity: Enhancing the assimilation of time-based manufacturing practices

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17. Measuring performance in multi-stage service operations: An application of cause selecting control charts

Volume 24, Issue 6, Pages 731-976 (December 2006) Incorporationg Behavioral Theory in OM Empirical Models - AND 1. Incorporating behavioral theory in OM empirical models 2. Behavior in operations management: Assessing recent findings and revisiting old assumptions 3. Service Guarantee Strength: The key to service quality 4. Exploring the efficacy of healthcare quality practices, employee commitment, and employee control 5. Six Sigma: The role of goals in improvement teams 6. TQM practice in maquiladora: Antecedents of employee satisfaction and loyalty 7. Action variety of planners: Cognitive load and requisite variety 8. A behavioral study of supply manager decision-making: Factors influencing make versus buy evaluation 9. Learning, communication, and the bullwhip effect 10. Creating supply chain relational capital: The impact of formal and informal socialization processes 11. Reflections on replication in OM research and this special issue

12. Using replication research for just-in-time purchasing construct development 13. Revisiting the theory of production competence: Extensions and cross-validations 14. Information systems outsourcing: Replicating an existing framework in a different cultural context 15. Effects of simplicity and discipline on operational flexibility: An empirical reexamination of the rigid flexibility model

12 16. Meta-analysis of the relationship between quality management practices and firm performanceimplications for quality management theory development

Volume 25, Issue 1, Pages 1-218 (January 2007) 1. Bipolarity in reactions to operational constraints: OM bugs under an OB lens 2. Linking e-service quality and markups: The role of imperfect information in the supply chain 3. Supplier development: Improving supplier performance through knowledge transfer 4. The impact of enterprise systems on corporate performance: A study of ERP, SCM, and CRM system implementations 5. Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: An empirical study 6. Formality and discretion in successful R&D projects 7. Quality audit roles and skills: Perceptions of non-financial auditors and their clients 8. Managing beyond the factory walls: Effects of four types of strategic integration on manufacturing plant performance 9. Evaluation criteria development and assessment of purchasing and supply management journals 10.Negotiation, email, and Internet reverse auctions: How sourcing mechanisms deployed by buyers affect suppliers trust 11.Effects of marketing-manufacturing integration on new product development time and competitive advantage Volume 25, Issue 2, Pages 219-584 (March 2007) Special Issue Evolution of the Field of Operations Management SI/ Special Issue Organisation Theory and Supply Chain Management Heading: Special Issue Evolution of the Field of Operations Management 1. Evolution of the field of operations management 2. Learning from the first Operations Management textbook 3. Charles Babbage: Reclaiming an operations management pioneer

13 4. Factors affecting the evolution of manufacturing in Canada: An historical perspective 5. Archeological benchmarking: Fred Harvey and the service profit chain, Circa 1876 6. Holt, Modigliani, Muth, and Simon's work and its role in the renaissance and evolution of operations management 7. The domain of production and operations management and the role of Elwood Buffa in its delineation 8. Manufacturing strategy: The story of its evolution 9. The role of APICS in professionalizing operations management 10.The early road to material requirements planning 11.Enterprise resource planning (ERP)A brief history 12.The emergence of service operations management as an academic discipline 13.A history of research in service operations: What's the big idea? 14.The evolution of a management philosophy: The theory of constraints 15.Japanese production management: An evolutionWith mixed success 16.The genealogy of lean production 17.Operations management in the information economy: Information products, processes, and chains

Heading: Special Issue Organisation Theory and supply Chain Management 1. Toward greater integration of insights from organization theory and supply chain management 2. Organization theory and supply chain management: An evolving research perspective 3. Toward a model of strategic outsourcing 4. A multi-theoretic perspective on trust and power in strategic supply chains 5. Happy together?: Insights and implications of viewing managed supply chains as a social dilemma

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6. Focal supplier opportunism in supermarket retailer category management 7. The relationships between supplier development, commitment, social capital accumulation and performance improvement 8. Sources and consequences of bargaining power in supply chains 9. A supplier development program: Rational process or institutional image construction? 10. Bridging organization theory and supply chain management: The case of best value supply chains 11. Acknowledgement of Special Issue Reviewers

Volume 25, Issue 3, Pages 585-754 (April 2007) 1. Service Operations Management research 2. Moderating effects of information access on project management behavior, performance and perceptions 3. Characterizing and structuring a new make-to-forecast production strategy 4. Process innovativeness in technology services organizations: Roles of differentiation strategy, operational autonomy and risk-taking propensity 5. Why do Internet commerce firms incorporate logistics service providers in their distribution channels?: The role of transaction costs and network strength 6. Relationship between quality management practices and knowledge transfer 7. Forecasting collaboration in the European grocery sector: Observations from a case study 8. Matching plant flexibility and supplier flexibility: Lessons from small suppliers of U.S. manufacturing plants in India 9. Capturing the competitive advantages of AMT: Design manufacturing integration as a complementary asset Volume 25, Issue 4, Pages 755-956 (June 2007) 1. Planning effort as an effective risk management tool

15 2. Relationships among information technology, inventory, and profitability: An investigation of level invariance using sector level data 3. Defining and developing measures of lean production 4. The financial performance effects of IT-based supply chain management systems in manufacturing firms 5. New service development competence in retail banking: Construct development and measurement validation 6. Black-box and gray-box supplier integration in product development: Antecedents, consequences and the moderating role of firm size 7. Innovation-supportive culture: The impact of organizational values on process innovation 8. Outsourcing impact on manufacturing firms value: Evidence from Japan 9. A theory of purchasing's contribution to business performance 10.Method and context perspectives on learning and knowledge creation in quality management Volume 25, Issue 5, Pages 957-1066 (31 August 2007) - Spec Innovative Data Sources for emperically building and validating theories in Operations Management 1. Introduction to the special issue on innovative data sources for empirically building and validating theories in Operations Management 2. Process drivers of e-service quality: Analysis of data from an online rating site 3. Customer expectations in online auction environments: An exploratory study of customer feedback and risk 4. An examination of corporate reporting, environmental management practices and firm performance 5. The process management triangle: An empirical investigation of process trade-offs 6. Electronic reverse auction configuration and its impact on buyer price and supplier perceptions of opportunism: A laboratory experiment

16 7. A video method for empirically studying wait-perception bias Volume 25, Issue 6, Pages 1067-1382 (November 2007) spec Supply Chain Management in a Sustainable Environment 1. Supply chain management in a sustainable environment 2. Sustainable supply chains: An introduction 3. Integrating sustainable development in the supply chain: The case of life cycle assessment in oil and gas and agricultural biotechnology 4. Exploring retailers sensitivity to local sustainability policies 5. Competitive strategy in remanufacturing and the impact of takeback laws 6. Linking forward and reverse supply chain investments: The role of business uncertainty 7. An analysis of decentralized collection and processing of end-of-life products 8. The frontiers of eBusiness technology and supply chains 9. Impact of eBusiness technologies on operational performance: The role of production information integration in the supply chain 10. Antecedents of supply chain visibility in retail supply chains: A resource-based theory perspective 11. Barriers to supply chain information integration: SMEs adrift of eLands 12. Utilizing e-business technologies in supply chains: The impact of firm characteristics and teams 13. Remote control and maintenance outsourcing networks and its applications in supply chain management 14. The e-integration dilemma: The linkages between Internet technology application, trading partner relationships and structural change 15. B2B seller competence: Construct development and measurement using a supply chain strategy lens 16. An empirical study of the impact of e-business technologies on organizational collaboration and performance 17. Supply chain practice and information sharing

17 18. Customization and real time information access in integrated eBusiness supply chain relationships Volume 26, Issue 1, Pages 1-134 (January 2008) 1. Supplier's involvement and success of radical new product development in new ventures 2. Understanding behavioral sources of process variation following enterprise system deployment 3. Inter-organizational communication as a relational competency: Antecedents and performance outcomes in collaborative buyer supplier relationships 4. The joint influence of technology uncertainty and interorganizational interaction on external technology integration success 5. The use of bundling in B2B online reverse auctions 6. Supply chain integration and shareholder value: Evidence from consortium based industry exchanges 7. Organizational knowledge and the manufacturing strategy process: A resource-based view analysis Volume 26, Issue 2, Pages 135-336 (March 2008) Offshoring of Service and Knowledge Work 1. Exploring new research frontiers in offshoring knowledge and service processes 2. History of offshoring knowledge services 3. Offshore outsourcing of professional services: A transaction cost economics perspective 4. Invisible costs in offshoring services work 5. Analysis of interactions among core, transaction and relationshipspecific investments: The case of offshoring 6. A typology of offshoring and outsourcing in electronically transmitted services 7. Offshoring knowledge and service work: A conceptual model and research agenda 8. Offshoring technology innovation: A case study of rare-earth technology

18 9. Effective strategies for internal outsourcing and offshoring of business services: An empirical investigation 10. Transformational offshore outsourcing: Empirical evidence from alliances in China 11. Facilitating offshoring with enterprise technologies: Reducing operational friction in the governance and production of services 12. Outsourcing of front-end business processes: Quality, information, and customer contact 13. Monitoring process quality in off-shore outsourcing: A model and findings from multi-country survey 14. Is more IT offshoring better?: An exploratory study of western companies offshoring to South East Asia Volume 26, Issue 3, Pages 337-460 (May 2008) 1. Pattern of information technology use: The impact on buyersuppler coordination and performance 2. The impact of power and relationship commitment on the integration between manufacturers and customers in a supply chain 3. Theoretical perspectives on the coordination of supply chains 4. The role of quality in e-procurement performance: An empirical analysis 5. How motivation, opportunity, and ability drive knowledge sharing: The constraining-factor model 6. Antecedents and consequences of social capital on buyer performance improvement Volume 26, Issue 4, Pages 461-556 (July 2008) Special Issue: Research in Supply Chain Quality 1. Towards an understanding of supply chain quality management 2. A replication and extension of quality management into the supply chain 3. Strategic supply management, quality initiatives, and organizational performance 4. An examination of ISO 9000:2000 and supply chain quality assurance

19 5. Toward a theory of the linkages between safety and quality 6. Six Sigma: Definition and underlying theory Volume 26, Issue 5, Pages 557-688 (September 2008) 1. Supply chain variability, organizational structure, and performance: The moderating effect of demand unpredictability

2. The relationship between brokers influence, strength of ties and NPD project outcomes in innovation-driven horizontal networks 3. Toward a theory of competencies for the management of product complexity: Six case studies 4. ISO 9000 practices and financial performance: A technology coherence perspective 5. The evolving theory of quality management: The role of Six Sigma 6. The impact of employee satisfaction on quality and profitability in high-contact service industries 7. Influence factors for operational control and compensation in professional service firms Volume 26, Issue 6, Pages 689-800 (November 2008) 1. Linking learning and effective process implementation to mass customization capability 2. Linking routines to operations capabilities: A new perspective 3. Project success and project team management: Evidence from capital projects in the process industries 4. Physical distribution service performance and Internet retailer margins: The drop-shipping context 5. Creating consumer durable retailer customer loyalty through order fulfillment service operations Volume 27, Issue 1, Pages 1-98 (January 2009) 1. An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model 2. Reconceptualizing the effects of lean on production costs with evidence from the F-22 program

20 3. How the transaction cost and resource-based theories of the firm inform outsourcing evaluation

4. Improving sourcing decisions in NPD projects: Monetary quantification of points of difference 5. The impact of supply chain complexity on manufacturing plant performance Volume 27, Issue 2, Pages 99-184 (April 2009) Special Issue: Perspectives on Risk Management in Supply Chains 1. The organizational antecedents of a firms supply chain agility for risk mitigation and response 2. Proactive planning for catastrophic events in supply chains 3. Supply chain risk identification with value-focused process engineering 4. An analysis of job dissatisfaction and turnover to reduce global supply chain risk: Evidence from China Volume 27, Issue 3, Pages 185-266 (June 2009) 1. The evolution of the intellectual structure of operations management19802006: A citation/co-citation analysis 2. Performance analysis of a focused hospital unit: The case of an integrated trauma center 3. Decision-making in the supply chain: Examining problem solving approaches and information availability 4. The effect of operational slack, diversification, and vertical relatedness on the stock market reaction to supply chain disruptions 5. Linking improved knowledge management to operational and organizational performance Volume 27, Issue 4, Pages 267-338 (August 2009) 1. The effects of interorganizational governance on supplier's compliance with SCC: An empirical examination of compliant and non-compliant suppliers 2. The effect of unethical behavior on trust in a buyersupplier relationship: The mediating role of psychological contract violation 3. Governing buyersupplier relationships through transactional and relational mechanisms: Evidence from China

21 4. The efficient use of enterprise information for strategic advantage: A data envelopment analysis 5. In union lies strength: Collaborative competence in new product development and its performance effects Volume 27, Issue 5, Pages 339-422 (October 2009) 1. Too much theory, not enough understanding 2. Unlocking the business outsourcing process model 3. Operational hedging against adverse circumstances 4. Lock-in situations in supply chains: A social exchange theoretic study of sourcing arrangements in buyersupplier relationships 5. The patient safety chain: Transformational leadership's effect on patient safety culture, initiatives, and outcomes

6. The effects of innovationcost strategy, knowledge, and action in the supply chain on firm performance Volume 27, Issue 6, Pages 423-512 (December 2009) 1. A qualitative study of high-reputation plant managers: Political skill and successful outcomes 2. Dynamic capabilities through continuous improvement infrastructure

3. A contingent view of e-collaboration and performance in manufacturing

4. Do buyer cooperative actions matter under relational stress? Evidence from Japanese and U.S. assemblers in the U.S. automotive industry 5. ISO 9000/1994, ISO 9001/2000 and TQM: The performance debate revisited

22

Dinamika tema po godinama i po brojevima obraenih u asopisu JOM u periodu 2005. 2009.

Tabela 1. Prikaz obraenih tema u asopisu JOM po godinama i po brojevima izdanja u periodu 2005.-2009.

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Dinamika tema obraenih po godinama u asopisu JOM u periodu od 2005. 2009.JOM Obraene teme 2005 - 2009 JOM Volum e 23 2005 JOM Volume 24 2005 2006 JOM Volum e 25 JOM Volum e 26 JOM Volum e 27 JOM Volume 23 - 27 2005 2009

2007 2008 2009 upravljane lancima 10 8 31 2 8 snabdevanja 59 israivanje kvaliteta u lancima 0 0 0 6 0 snabdevanja 6 IT u lancima snabdevanja 1 0 3 2 0 6 koordinacija proizvoda, procesa 7 0 0 0 0 7 i lanca snabdevanja e usluge i zadovoljstvo 1 1 2 0 0 klijenata 4 upravljanje uslugama 2 0 1 3 0 6 dizajn usluge 1 0 0 0 0 1 offshoring usluge i znanje 0 0 0 15 1 16 dizajn i razvoj proizvoda 2 3 2 3 2 12 upravljanje operacijama i usugama 4 7 0 0 0 11 u neprofitnim javnim i dravnim slbama upravljanje kvalitetom 3 9 4 4 4 24 upravljanje projektom 0 3 3.5 1 0 8 upravljanje procesima 0 0 1 2 0 3 upravljanje nabavkom 0 3 2 0 4 9 upravljanje proizvodnjom 1 4 3 0 1 9 strategija proizvodnje 1 2 3 1 0 7 strategija poslovanja 0 1 3 0 4 8 poslovne performanse 0 0 0 2 2 4 IT i poslovne performanse 1 0 1 4 0 6 istraivanja i metodologija u 0 9 21 0 3 OM 33 OM u procesnoj industriji 0 6 0 0 0 6 planiranje 2 1 0 0 0 3 logistika 0 0 1.5 0 0 2 ekologija 0 0 1 0 0 1 Tabela 2. Zbirni prikaz po godinama obraenih tema u periodu 2005. 2009. u asopisu JOM

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U periodu od 2005. 2009. u asopisu Journal of Operations Management objavljeno je ukupno 250 radova. Najvei broj radova 59 je objavljeno iz oblasti Upravljanje lancima snabdevanja, zatim 33 iz oblasti Istraivanja i metodologija u OM, 24 iz Upravljanje kvalitetom, 16 iz Offshoring usluge i znanje, 12 iz Dizajna i razvoja proizvoda, 11 iz Upravljanje operacijama i uslugama u neprofitnim javnima i dravnim slubama. Najmanji broj radova je objavljeno: iz oblasti Ekoligije 1, 2 rada iz Logistike, i po 3 iz Planiranja i Upravljanje procesima. Grafik 1.

Grafik 1. Zbirni prikaz obraenih tema u asopisu JOM u periodu 2005. 2009.

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Iz olasti Upravljanje lancima snabdevanja 2005. je objavljeno 10 radova, najvi broj 31 radova je ojavljeno 2007, od toga jedno specijalno izdanje Perspectives on Risk Management inSupply Chains, da bi se 2008 pojavilo samo 2 rada, 2009 skok na 8. Istraivanje kvaliteta u lancima snabdevanja se 2008. pojavljuje u vidu specijalnog idanja gde je objavljeno 6 radova. Iz oblasti IT u lancima snabdevanja ima svega 6 radova za posmatrani period, gde je 2007 ojavljeno 3. Kordinacija izmeu proizvoda, procesa i lanca snabdevanja se pojavljuje 2005 kao specijalno izdanje od 7 radova. Grafik 2.

Grafik 2. Prikaz dinamike obraenih tema asopisa JOM u periodu 2005. 2009. Upravljanje usligama 6 rada, Dizajn usluga 1 rad u 2005., E usluge i zadovoljstvo klijenata sa 4 rada su teme sa veoma malom dinamikom istraivanja u posmatranom periodu. Offshoring of Service and Knowledge Work od 15 radova je specijalno izdanje u 2008. godini, 2009 je objavljen jo jedan rad na istu temu. Dizajn i razvoj proizvoda je tema obraena u 12 radova za 5 godina, gde je godinje prisustvo 2 - 3 rada. Grafik 3.

26 Grafik 3. Prikaz dinamike obraenih tema asopisa JOM u periodu 2005. 2009. U posmatranom periodu od 5 godina iz olasti Upravljanje proizvodnjom je objavljeno 9 radova, iz Strategije proizvodnje 7 i iz strategije poslovanja 8 radova. Kod Upravljanja i strategije proizvodnje dinamika istraivanja opada posle 2006.-2007. Strategija poslovanja ima blagi porast do 2007. kada je objavljeno 3 rada, 2008. bez radova i 2009. sa 4 rada. Radovi iz oblsti Poslovne performanse se pojavljuju tek u 2008. i 2009. godini i to smo sa po 2 rada, IT i poslovne perforamanse sa takoe malim brojem ukupno objavljenih radova i to 6, takoe kulminaciju dostie 2008. sa 4 rada. Grafik 4.

Grafik 4. Prikaz dinamike obraenih tema asopisa JOM u periodu 2005. 2009.

27 Kod Upravljanja operacijama i uslugama u neprofitnim javnim i dravnim slubama se 2005. pojavljuju etiri rada 2006. sedam i do kraja posmatranog perioda nije bilo vie radova iz ove olasti. Upravljanje kvalitetom sa ukupno 24 objavljeih radova za posmatrani period, 2005. je objavljeno 3 rada kulminaciju postie 2006. godine sa 9 radova, posle ega sledi stagnacija od po 4 rada godinje do kraja perioda. Upravljanje nabavkom sa 9 radova za period od 5 godina u 2006. je objavljeno 3 rada, 2007. dva u 2009 skok na 4 rada i to posle 2008. u kojoj nije bilo ni jednog rada na istu temu, kao ni u prvoj godini za posmatrani period. Najvie radova 7 od ukupno 8 iz oblasti Upravljanje projektom se javlja u 2006. 2007. godini. Upravljanje procesom sa 3 rada za ceo period spada u najmanje obraenje teme u ovom asopisu. Grafik 5.

Grafik 5. Prikaz dinamike obraenih tema asopisa JOM u periodu 2005. 2009.

28 Istraivanje i metodoligija u OM je sa 33 rada za vreme od 5 godina je jedna od najvie obraivanih tema u asopisu JOM, 2006. je objavljeno 9 radova u specijalnom izdanju Incorporationg Behavioral Theory in OM Empirical Models - AND, 2007 dostie kulminaciju sa ukupno 21 radom i to u dva specijalna izdanja: Innovative Data Sources for emperically building and validating theories in Operations Management i Evolution of the Field of Operations Management SI/ Special Issue Organisation Theory and Supply Chain Management, 2009. jo tri rada iz iste teme. 2007. Oblast OM u procesnoj industriji je 2006. u specijalnom izdanju objavljena u 6 radova. Planiranje sa 3, Logistika sa 2 Ekologija i zatita ivotne sredine sa jednim radom za period od 2005. 2009. su najmanje istraivane teme u posmatranom asopisu. Grafik 6.

Grafik 6. Prikaz dinamike obraenih tema asopisa JOM u periodu 2005. 2009.

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Reference:http://www.sciencedirect.com, http://www.sciencedirect.com/science/journal/02726963, Journal of Operations Management , International Journal of Operations & Production Management , Production and Operations Management, The Association for Operations Management, http://en.wikipedia.org/wiki/Operations_management,

http://en.wikipedia.org/wiki/Industrial_Revolution, http://en.wikipedia.org/wiki/WalthamLowell_system, http://en.wikipedia.org/wiki/Interchangeable_parts, http://en.wikipedia.org/wiki/American_system_of_manufacturing, http://en.wikipedia.org/wiki/Scientific_management, http://en.wikipedia.org/wiki/Assembly_line, http://en.wikipedia.org/wiki/Mass_production, http://en.wikipedia.org/wiki/Toyota_Production_System, http://en.wikipedia.org/wiki/Operations_research, http://en.wikipedia.org/wiki/Industrial_engineering, http://www.bbs.edu.rs/, http://www.poms.org/journal/ Jasmina Omerbegovi Bijelovi, Planiranje i priprema proizvodnje i pruanje usluga, Beograd, 2006

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Sadraj:SEMINARSKI RAD........................................................................................................1 Dinamika tema objavljenih u asopisu Journal of Operations Management u periodu 2005. 2009..............................................................................................1 Operacioni menadmen...........................................................................................2 Istorija Operacionog menadmenta.........................................................................2 Industrijska revolucija..........................................................................................3 Zamenljivi delovi..................................................................................................3 Waltham-Lowell sistem........................................................................................3 Ameriki sistem proizvodnje.................................................................................4 Nauno upravljanje.............................................................................................. 4 Razvoj prakse na pokretnoj traci i masovna proizvodnja.....................................4 Toyota proizvodni sistem.....................................................................................4 Sadraj asopisa JOM u periodu 2005. 2009.........................................................6 Dinamika tema po godinama i po brojevima obraenih u asopisu JOM u periodu 2005. 2009..........................................................................................................22 Dinamika tema obraenih po godinama u asopisu JOM u periodu od 2005. 2009...................................................................................................................... 23 Reference:.............................................................................................................29 Sadraj:..................................................................................................................... 30