Examinando por Autor "Lizarralde Aiastui, Aitor"

Mostrando 1 - 2 de 2
  • Miniatura
    Ítem
    Competitive improvement through integrated management of sales and operations
    (MDPI, 2022-02-25) Apaolaza Pérez de Eulate, Unai; Orue Irasuegi, Aitor; Lizarralde Aiastui, Aitor; Oyarbide Zubillaga, Aitor
    Several authors agree on the importance of integrating sales and operations (S & OP) when it comes to improving the management of organisations. Thus, the relationship between S & OP can be critical from a competitive point of view, and therefore strategic. However, most of the literature on this topic focuses on the field of repetitive manufacturing. Consequently, this work aims to enhance the scarce literature related to S & OP in organisations that produce make-to-order (MTO). The present study is an analysis of cases of two industrial companies managed according to the theory of constraints. In both cases, the relationship between sales and operations was initially poor. Their approaches were mainly founded on their experience and intuition, as well as on simple data. The development of a new approach, integrating S & OP, has demonstrated the potential advantages of integrated management. As a result, we have identified some aspects of interest from a managerial perspective. Furthermore, we consider the findings of this study to be relevant to improving the competitiveness of this kind of organisation
  • Miniatura
    Ítem
    Modern project management approaches in uncertainty environments: a comparative study based on action research
    (MDPI AG, 2020-12-16) Apaolaza Pérez de Eulate, Unai; Lizarralde Aiastui, Aitor; Oyarbide Zubillaga, Aitor
    Change and high uncertainty levels are the main characteristics of current project contexts. Years ago, the traditional project management faced problems when operating in these environments. Thus, at the end of the 20th century, new project management approaches were conceived to provide a more effective answer to such contexts. These methods propose a different approach, aimed at promoting the project flow by focusing on the short term. However, their adoption involves certain adjustments from a managerial perspective. The influence on the way resources are used is of special interest, as it may cause unexpected behaviors and reactions. The literature vastly analyzes the features and benefits of these methods. Nevertheless, there is a lack of empirical evidence about both the practical implications of the transition process toward them and their superior performance. Thus, this research aims to contribute to filling this gap by providing real‐world based evidence related to the change process from a traditional project management approach to a flow‐driven one. With this objective in mind, we analyzed the transition processes experienced by two design departments from companies of different industries. The results of the study confirm that the adoption of this type of approach can improve an organization’s performance and simplify its project management system. Therefore, we consider that our findings are useful for anybody interested in these methodologies. From the academic perspective, the evidence obtained in this study contributes to supporting the research works suggested by the literature. Furthermore, it can be helpful to guide further research and extend current knowledge. Additionally, they can assist companies in the improvement of their current project management approaches.