Folgen
Pietro Romano
Pietro Romano
Professore di ingegneria economico-gestionale
Bestätigte E-Mail-Adresse bei uniud.it
Titel
Zitiert von
Zitiert von
Jahr
Supply chain management: an analytical framework for critical literature review
S Croom, P Romano, M Giannakis
European journal of purchasing & supply management 6 (1), 67-83, 2000
18022000
Co-ordination and integration mechanisms to manage logistics processes across supply networks
P Romano
Journal of purchasing and supply Management 9 (3), 119-134, 2003
4592003
A systematic literature review on recent lean research: state‐of‐the‐art and future directions
P Danese, V Manfè, P Romano
International Journal of Management Reviews 20 (2), 579-605, 2018
3492018
Supply chain integration and efficiency performance: a study on the interactions between customer and supplier integration
P Danese, P Romano
Supply Chain Management: An International Journal 16 (4), 220-230, 2011
3352011
Quality management in a supply chain perspective: strategic and operative choices in a textile‐apparel network
P Romano, A Vinelli
International Journal of Operations & Production Management 21 (4), 446-460, 2001
3032001
The impact of supply chain integration on responsiveness: The moderating effect of using an international supplier network
P Danese, P Romano, M Formentini
Transportation Research Part E: Logistics and Transportation Review 49 (1 …, 2013
2832013
Assessing the impact of just-in-time on operational performance at varying degrees of repetitiveness
T Bortolotti, P Danese, P Romano
International Journal of production research 51 (4), 1117-1130, 2013
1552013
JIT production, JIT supply and performance: investigating the moderating effects
P Danese, P Romano, T Bortolotti
Industrial Management & Data Systems 112 (3), 441-465, 2012
1442012
Leveraging fitness and lean bundles to build the cumulative performance sand cone model
T Bortolotti, P Danese, BB Flynn, P Romano
International Journal of Production Economics 162, 227-241, 2015
1422015
‘Lean first, then automate’: a framework for process improvement in pure service companies. A case study
T Bortolotti, P Romano
Production Planning & Control 23 (7), 513-522, 2012
1412012
Managing business processes across supply networks: the role of coordination mechanisms
P Danese, P Romano, A Vinelli
Journal of Purchasing and Supply Management 10 (4-5), 165-177, 2004
1362004
Back to the future: Benetton transforms its global network
A Camuffo, P Romano, A Vinelli
MIT Sloan Management Review, 2001
1262001
ISO 9000: what is its impact on performance?
P Romano
Quality Management Journal 7 (3), 38-56, 2000
1232000
Implementation of lean production in multinational corporations: A case study of the transfer process from headquarters to subsidiaries
S Boscari, P Danese, P Romano
International Journal of Production Economics 176, 53-68, 2016
962016
Designing and implementing open book accounting in buyer–supplier dyads: A framework for supplier selection and motivation
P Romano, M Formentini
International Journal of Production Economics 137 (1), 68-83, 2012
942012
Impact of supply chain sensitivity to quality certification on quality management practices and performances
P Romano
Total quality management 13 (7), 981-1000, 2002
872002
Impact of supply chain sensitivity to quality certification on quality management practices and performances
P Romano
Total Quality Management 7 (13), 981-1000, 2002
872002
Designing blockchain systems to prevent counterfeiting in wine supply chains: a multiple-case study
P Danese, R Mocellin, P Romano
International Journal of Operations & Production Management 41 (13), 1-33, 2021
782021
The moderating role of supply network structure on the customer integration‐efficiency relationship
P Danese, P Romano
International Journal of Operations & Production Management 33 (4), 372-393, 2013
762013
Managing evolutionary paths in Sales and Operations Planning: key dimensions and sequences of implementation
P Danese, M Molinaro, P Romano
International Journal of Production Research 56 (5), 2036-2053, 2018
742018
Das System kann den Vorgang jetzt nicht ausführen. Versuchen Sie es später erneut.
Artikel 1–20