Abstract Although previous studies have advanced understanding of the effects of the Theory of Constraints (TOC) in different areas in Operations and Supply Chain Management (OSCM), a relevant knowledge gap still remains concerning how the TOC elements impact the main competitive dimensions of operations strategy, and how they can be applied to influence the strategic priorities of the firm. In order to fill this gap, in this paper, we extend the operations strategy to the TOC context to examine with more precision the influence of TOC elements upon the competitive priorities high speed, on-time delivery, high flexibility, low cost, and high quality. A multi-method approach was adopted, combining both qualitative and quantitative approaches. Findings suggest that the primary competitive dimensions leveraged by TOC elements are on-time delivery and high speed, followed by high flexibility. Also, primarily, Scheduling Process (DBR and S-DBR), Critical Chain Project Management, TOC Replenishment for Distribution and Dynamic Buffer Management influence the competitive dimensions with different intensity levels and overlaps. The first contribution of this paper is in offering a better comprehension of the significant overlaps existing between various TOC elements and their simultaneous influence on operational performance. Second, we provide prescriptive strategies to firms for prioritising managerial efforts and resources while implementing TOC elements, in isolation or combined with other management philosophies. Third, the paper enhances understanding of how to improve decision-making and to manage conflicting strategic objectives affecting the firms’ competitiveness. The added value of this paper is in (i) minimising the lack of knowledge regarding whether and how TOC elements affect the competitive priorities in operations strategy; (ii) enable decision-makers to evaluate their continuous improvement initiatives adopted as part of the operations strategy and, eventually, select other managerial philosophies to enhance the competitive dimensions and operational performance; (iii) enable a better organisational design, attenuating the trade-offs among conflicting strategic objectives in OSCM.

中文翻译：

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理论约束：约束理论对运营战略有何影响？

摘要 尽管先前的研究已经对约束理论 (TOC) 在运营和供应链管理 (OSCM) 的不同领域的影响有了更深入的了解，但在 TOC 元素如何影响运营战略的主要竞争维度方面仍然存在相关知识差距。 ，以及如何应用它们来影响公司的战略重点。为了填补这一空白，在本文中，我们将运营策略扩展到 TOC 上下文，以更精确地检查 TOC 要素对高速、准时交付、高灵活性、低成本和高竞争优先级的影响。质量。采用了一种多方法方法，结合了定性和定量方法。调查结果表明，TOC 要素利用的主要竞争维度是准时交付和高速，其次是高灵活性。此外，主要是调度过程（DBR 和 S-DBR）、关键链项目管理、TOC 配送补货和动态缓冲管理影响具有不同强度级别和重叠的竞争维度。本文的第一个贡献是更好地理解各种 TOC 元素之间存在的显着重叠及其对运营绩效的同时影响。其次，我们为公司提供规定性策略，以便在单独或与其他管理理念结合实施 TOC 要素的同时，优先考虑管理工作和资源。第三，该论文增强了对如何改进决策和管理影响公司竞争力的相互冲突的战略目标的理解。本文的附加价值在于 (i) 最大限度地减少关于 TOC 要素是否以及如何影响运营战略中的竞争优先事项的知识；(ii) 使决策者能够评估作为运营战略一部分而采用的持续改进举措，并最终选择其他管理理念以提高竞争维度和运营绩效；(iii) 实现更好的组织设计，减少 OSCM 中相互冲突的战略目标之间的权衡。本文的附加价值在于 (i) 最大限度地减少关于 TOC 要素是否以及如何影响运营战略中的竞争优先事项的知识；(ii) 使决策者能够评估作为运营战略一部分而采用的持续改进举措，并最终选择其他管理理念以提高竞争维度和运营绩效；(iii) 实现更好的组织设计，减少 OSCM 中相互冲突的战略目标之间的权衡。本文的附加价值在于 (i) 最大限度地减少关于 TOC 要素是否以及如何影响运营战略中的竞争优先事项的知识；(ii) 使决策者能够评估作为运营战略一部分而采用的持续改进举措，并最终选择其他管理理念以提高竞争维度和运营绩效；(iii) 实现更好的组织设计，减少 OSCM 中相互冲突的战略目标之间的权衡。