Agile enterprise

The agile enterprise is one with the capability to respond to these opportunities. It will be able to do two things well  

Rapidly reposition internal operations far new opportunities. This means structuring internal operations using cells and focused factories. The cells, in particular, must be built to be flexible, even if it means putting wheels under machines. 

Be good at partnerships. Be ready to form or participate in multicompany supply chains. This means the organization must cultivate partnership capabilities, as described in Chapters 15 and 16. 

Agility requires rapid responses. Cell capabilities could be deployed more rapidly than entire factories. So the focus in cell design may be more on building in an ability to shift market positions rather than defend any particular market posihon. Flexibility, rather than cost, is the primary goal. 

Two companies in the business of providing supply chain services for after-market services use a cellular approach to apply the patching concept. The success of both businesses depends on rapid response. 

A fixer of laptops applies its tested standardized repair cell design to any number of model and retailer mixes. The retailers are its customers, and the laptops they fix include many brands and models. A certain fixed set of properties is adjusted to the requirements of each contract. In this way, repair technicians can move from cell to cell when the business opportunities present themselves. 

Bombardier Transportation, in pursuing outsourced maintenance contracts from rail operators, uses the same logistics model to ensure that they meet tight response requirements. It needs this model to assure its customers a fast turnaround time. 

The agile enterprise will be able to do two things well  

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The agile enterprise line of thinking relates to the need to respond quickly in dynamic markets. In these markets, opportunities come and go rapidly, and to respond, managers must design production systems capable of rapid deployment to meet these opportunities. 

We begin our discussion of techniques with two that increase the speed with which business is done. These are cells and what has been referred to as the agile enterprise. One focuses on improving speed in an existing business the other describes the need to quickly assemble enterprise supply chains in response to new market opportunities. 

The agile enterprise extends the philosophy of cellular manufacturing up into the organization. It would encompass infrastmcture, including control systems, union contracts, rewards and incentives, information systems, and technology competencies. This means, in all probability, that the focused factory or cell can even be dissociated from the enterprise. 

Agile enterprise Companies that employ rapid customer/supplier partnering to achieve a short product development life cycle. Agility merges competencies in cost, quality, dependability, and flexibility. (Adapted from APICS Dictionary, 10th edition)... 

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