Jeffrey A. Ogden

Bio: Jeffrey A. Ogden is an academic researcher from Air Force Institute of Technology. The author has contributed to research in topics: Supply chain & Supply chain management. The author has an hindex of 18, co-authored 33 publications receiving 1376 citations. Previous affiliations of Jeffrey A. Ogden include Government of the United States of America & Brigham Young University.

Supply chain management : from vision to implementation

Abstract: Part I: The Building Blocks of Supply Chain Management 1. Supply Chain Management and Competitive Strategy 2. Customer Fulfillment Strategies 3. Process Thinking: SCM's Foundation 4. The New Product Development Process: Managing the Idea Infrastructure 5. The Order Fulfillment Process: Managing the Physical Flow Infrastructure Part II: Designing the Supply Chain 6. Scanning and Global Supply Chain Design 7. Supply Chain Mapping 8. Supply Chain Cost Management 9. Core Competencies and Outsourcing 10. Supply Chain Rationalization and Role Shifting Part III: Collaborating Across the Supply Chain 11. Relationship Management 12. Information Sharing 13. Performance Measurement 14. People Management: Bridge or Barrier to SCM 15. Collaborative Innovation

Organizational commitment and governance for supply chain success

Abstract: Purpose – To examine the nature and extent of commitment to supply chain collaboration Also, to explore the state of supply chain governance structuresDesign/methodology/approach – A multi‐method survey and in‐depth interview methodology was employed to gather data Content analysis was then used to identify the types and extent of managerial support for supply chain initiativesFindings – Four types of managerial support are needed to achieve the highest levels of supply chain success: top management support, broad‐based functional support, channel support, and infrastructural/governance support None of the interview companies have put all four types of support in place Leading‐edge governance relies on cross‐functional/inter‐organizational teams, executive governance councils, customer advisory boards, supplier advisory councils and a modified reporting structure that overseas all value‐added activities from product conceptualization to customer relationship management Again, none of the interview

Supply Management Strategies for the Future: A Delphi Study

Abstract: Summary As supply management becomes more involved in strategic decisions, an understanding of the various strategies that it can employ is crucial. This research uses a multiround Delphi study of key procurement and supply management executives to better understand which procurement and supply management strategies may lead to significant improvements over the next 5–10 years. The results indicate that strategies such as increased integration, information sharing and collaboration among supply chain members are most likely to be implemented and will have the largest impact on organizations. However, this integration will not include joint investment or asset sharing, will be limited to one tier in the supply chain, and will not heavily involve e-markets and electronic auctions.

Purchasing Professionals' Perceived Differences between Purchasing Materials and Purchasing Services

Abstract: SUMMARY This research addresses a gap in the current literature by examining the differences between the process of purchasing services and the process of purchasing materials. Four hypotheses concerning the possible differences were developed based on a review of the relevant literature. These hypotheses were then tested using qualitative focus studies and a quantitative survey involving 82 purchasing managers with an average of 9.8 years' purchasing experience. Also, 14 interviews were conducted with purchasing executives to gain a better understanding of perceived differences. The results indicate that perceived differences exist between the processes of purchasing services and purchasing materials, especially in terms of the complexity of these processes. These perceived differences vary by the number of years of purchasing experience and the type of purchasing experience (services versus materials). Fifteen individual process steps were examined to determine the exact nature of the differences between these two processes. Managerial and research implications are discussed throughout the article.

Supply Base Reduction: An Empirical Study of Critical Success Factors

Abstract: SUMMARY One important factor in the design of an organization's supply chain is the number of suppliers used for a given product or service. Supply base reduction is one option useful in managing the supply base. The current paper reports the results of case studies in 10 organizations that recently implemented supply base reduction activities. Specifically, the paper identifies the key success factors in supply base reduction efforts and prescribes processes to capture the benefits of supply base reduction.

Out of the Crisis

Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Research Design: Qualitative, Quantitative, and Mixed Method Approaches

Abstract: หนงสอเรอง การออกแบบการวจย: วธการวจยเชงคณภาพ วธการวจยเชงปรมาณ และวธการวจยแบบผสม (Research Design: Qualitative, Quantitative, and Mixed Method Approaches) เปนหนงสอทเรยบเรยงเพออธบายเกยวกบความแตกตางของกระบวนทศนการวจยทง 2 แบบ ไดแก การวจย เชงปรมาณ และการวจยเชงคณภาพ และความจำเปนของประเดนปญหาการวจยทตองนำกระบวนทศนทง 2 มารวมกนหาขอคนพบเพอนำไปสผลการวจยทสามารถนำผลการวจยไปใชประโยชนไดอยางจรงมากยงขน เรยกวา “การวจยแบบผสมผสาน” ซงเปนหนงสอทอธบายวธการวจยทง 2 ประเภทไดอยางชดเจน และการรวมกนของกระบวนทศนการวจยทง 2 แบบอยางลงตว

Blockchain technology and its relationships to sustainable supply chain management

Abstract: Globalisation of supply chains makes their management and control more difficult. Blockchain technology, as a distributed digital ledger technology which ensures transparency, traceability, and sec...

The severity of supply chain disruptions: Design characteristics and mitigation capabilities

Abstract: Supply chain disruptions and the associated operational and financial risks represent the most pressing concern facing firms that compete in today's global marketplace. Extant research has not only confirmed the costly nature of supply chain disruptions but has also contributed relevant insights on such related issues as supply chain risks, vulnerability, resilience, and continuity. In this conceptual note, we focus on a relatively unexplored issue, asking and answering the question of how and why one supply chain disruption would be more severe than another. In doing so, we argue, de facto, that supply chain disruptions are unavoidable and, as a consequence, that all supply chains are inherently risky. Employing a multiple-method, multiple-source empirical research design, we derive novel insights, presented as six propositions that relate the severity of supply chain disruptions (i) to the three supply chain design characteristics of density, complexity, and node criticality and (ii) to the two supply chain mitigation capabilities of recovery and warning. These findings not only augment existing knowledge related to supply chain risk, vulnerability, resilience, and business continuity planning but also call into question the wisdom of pursuing such practices as supply base reduction, global sourcing, and sourcing from supply clusters.