Supply chain mapping can be a great tool to foster the understanding and from its results improve a supply chain network overall. Supply chain mapping can also be used to analyze the risks of a supply chain and improve its resilience (for an example in the blog follow this link).
In last weeks article (Hendricks and Singhal, 2005) I described the effects of supply chain glitches on supply chain performance. This week should be viewed an update to that.
Within a supply chain many supplier-buyer relationships exist. Even though supply chain management aims to take a high level view, these dyadic relationships form the basis of the supply chain and therefore should be the focus of a supply chain analysis.
The negotiation of the terms of these relationships defines the structure of the supply chain and can affect the power and profit distribution within the supply chain itself.
So, this week we’ll have a closer look at negotiations in the supply chain using a 2008 paper by Frederik Zachariassen.
The article “Aligning Supply Chain Strategies with Product Uncertainties” by Hau L. Lee is a good starting point for SCRM, since it combines a simple, business ready framework for two major supply chain risks.Furthermore it includes many examples to reinforce the theoretical framework.
Some weeks ago I wrote about Fisher’s suggestions on how to select the right supply chain for your product. But how to continue from there? How do different products affect the further planning steps needed?
The quantification of supply chain planning is the next step in the field of supply chain optimization. After operational and logistical aspects have been modeled and optimized, margins for further improvement remain slim.
Based on this premise the paper I review today suggests and tests several alternative multilevel planning approaches to gain further supply chain improvements by optimizing the mid-term supply chain design.
The Supply Chain Operations Reference (SCOR) model has been developed by the Supply Chain Council to provide a best-practice framework for supply chain management practices and processes with the goal to increase performance.
SCOR
The SCOR model consists of five major process categories: Plan, Source, Make, Deliver and Return
One of the fundamental problems in supply chain management in general is that of finding the right trade-offs between information sharing and keeping one’s distance towards potential competitors.
Zeng et al. did a literature review to collect some of the current insights on how to solve this problem.
Do supply chain strategies evolve over time? Are there the same strategic options nowadays compared to 20 years ago?
Since at least the meaning of the term logistics has evolved during the last 20 years, especially due to the emergence of supply chain management, logistics and supply chain management are used interchangeable in this article.
