Sometimes I am really amazed by the research topics of others. Even though I already read much about simulation and its potential benefits, up to now I have never seen a analysis of supply chain simulation performance on a larger sample. So I would like to share those insights here.
This is another look at flexibility strategies to reduce uncertainty in supply chains. This time from the point of view of five Chinese companies in the apparel industry.
In the following I summarize the major points of the article “Responsive supply chain: A competitive strategy in a networked economy” by Gunasekaran, Lai and Cheng (2008).
Responsive Supply Chain (RSC)
The authors define a RSC to contain both aspects of Agile Manufacturing and Supply Chain Management. They argue, that both complement each other in the objective to improve organizational competitiveness.
Supply chains risks can also be analyzed in a specific industry context and this is exactly what Agrell et al. (2004) did with telecom supply chains. They used a three tier SC (2nd tier supplier, EMS, OEM) to include the selection, coordination and motivation of independently operating suppliers in the model.
Submitted by Daniel Dumke on Mon, 2011-02-21 10:14
Paper
Your Infrastructure will kill you
Published In:
Chaos Communication Congress
Year:
2010
I was looking for more general insights into the topic on why systems fail. I stumbled on a talk of Eleanor Saitta from last years Chaos Communication Congress in Berlin. There is a recording of the talk here and the slides for the talk can be obtained here.
Submitted by Daniel Dumke on Sun, 2012-07-29 16:20
Another week has gone by and I am looking forward to my next vacation. This time will be only a prolonged weekend, which I will spend at the Mecklenburg Lake District. Germany’s largest coherent lake and canal region.
We are going to explore a small section of it on our four day kayak tour.
All of the articles I recommend reading this week are already on my tweet list:
For many years sustainability risks have been largely neglected. Reputational damages caused by incidents like the Brent Spar platform can reach tens of millions of dollars. But in a supply chain context companies are not only held responsible for their own actions but also for the actions of their suppliers.
In their 2010 paper Foerstl et al. analyze supplier sustainability risk and develop and test a framework for its mitigation.
I am still abroad right now, but nonetheless I still want to keep the German share within the articles high. So I present to you the second article from German authors in just one week. On monday I already talked about Supply Chain Risk Management in the German Automotive Industry and so the second is today on how supply chain risk management is performed during a financial crisis.
