Rethinking the management of flexibility—a study in the aerospace defence industry

D J Hamblin ()
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D J Hamblin: University of Luton

Journal of the Operational Research Society, 2002, vol. 53, issue 3, 272-282

Abstract: Abstract The concept of flexibility as a managed performance measure is explored through case research in the aerospace defence industry in the UK and the US. Evidence shows that flexibility is regarded as important but is not explicitly managed and practitioners recognise further opportunities in this field. The nine types of flexibility demanded in this industry are characterised under four groups and prioritised. The priorities depend on the dominant role of the organisation in the extended enterprise, and there are influences based on the difference in market structure between the UK and the US. However, the ability to handle different generations of technology, and the ability to adopt a variety of project roles, are currently the foremost issues. In order to manage these flexibility types more effectively, a business process for flexibility management is proposed together with work on a flexibility–cost model.

Keywords: flexibility; manufacturing; performance management (search for similar items in EconPapers)
Date: 2002
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DOI: 10.1057/palgrave.jors.2601132

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