@article{oai:sucra.repo.nii.ac.jp:00018840,
 author = {石, 瑾 and 岩本, 力彦},
 journal = {社会科学論集, SHAKAIKAGAKU－RONSHU (The Social Science Review)},
 month = {},
 note = {This paper aims to explore a firm’s mass customization (MC) strategy from the point of view of supply chain management. By conducting case studies on two leading PC manufacturing firms, DELL and HP, the study examines what supply chains they have developed to implement their mass customization strategy. It finds that the supply chains of DELL and HP differ from each other in terms of structure, 3PL roles, attitudes to inventory, the decoupling points’ positions and their numbers, and the application of postponement. It has also been revealed that the two supply chains are characterized by different strategic orientations; DELL puts more emphasis on high flexibility while HP is more concerned with a quick response. The conclusions have important implications for the extant research on both SCM and MC. In particular, and contrary to Fisher(1997)’s argument, which implies firms providing the same product tend to develop similar supply chains, our findings indicate the feasibility for such firms to construct different supply chains., text, application/pdf},
 pages = {1--14},
 title = {マス・カスタマイゼーション戦略とサプライ・チェーンの展開 : PC大手二社の事例《論文》},
 volume = {158・159合併号},
 year = {2019},
 yomi = {セキ, キン and イワモト, カツヒコ}
}