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.
Companies offer a smaller or larger range of products serving different markets, depending on their history and primarily the respective business model.
From a supply chain management point of view this poses the question if it is ok just to use the same supply chain strategy for all those products.
Submitted by Daniel Dumke on Wed, 2010-12-22 09:50
Paper
How to Get Value Out of Your Returns
Year:
2010
I haven’t written anything about reverse logistics, yet. Mostly because it’s not a focus of in my own research. Nontheless, especially after the holidays returns will be on the mind of many supply chain professionals.
Reverse Logistics
The goal of reverse logistics is to efficiently and effectively handle returned products by establishing infrastructure and processes to accept incoming products and prepare them for resale, reuse, or recycling.
Experts from research and business alike argue that within the last decades consumers have grown to be a more demanding factor for supply chain management. At the same time manufacturing and supply chain strategies adapted to this development (from lean to agile, see Christopher and Towill, 2000).
Is there consensus about the role of product design as the leading function in the supply chain? Not yet! This article introduces the topic of integrating decisions in product and supply chain design and gives a short glimpse on the “how to implement” part.
Last week I conducted another Interview for the empirical part of my research. And we also discussed how to measure performance within the SC. As it turns out, multiple measures, namely service, cost, working capital are used. Sadly in literature many authors still focus on a single measure only and I wanted to know more about it. So I read an article by B. Beamon (Measuring Supply Chain Performance) to get an overview over performance measures used and how to select the right one(s).
“Arcs of integration” is a concept developed by Frohlich and Westrook (2001) which describes the degree of integration of suppliers and customers within a Supply Chain.
Submitted by Daniel Dumke on Mon, 2010-09-27 17:04
Yesterday I finished the “Strategic Supply Chain Issues” Pre-Conference Workshop “Where Tactical Functionality Meets the Big Picture”. The following key points were intensively discussed:
Fundamental SC Strategies: Operational Excelence (eg.
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.
Submitted by Daniel Dumke on Mon, 2010-09-06 03:19
Paper
Implementierung interorganisationaler Managementinstrumente in logistischen Netzwerken: Strukturationstheoretische Analyse der Besonderheiten bei der Implementierung der CargoScoreCard im Kombinierten Verkehr
Published In:
Logistikmanagement: Analyse, Bewertung und Gestaltung logistischer Systeme
Year:
2007
Today I would like to introduce a theory developed by Giddens in 1988 about social structures and how it can be used to analyze theories in Supply Chain Management.
