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Peter Meindl

Bio: Peter Meindl is an academic researcher. The author has contributed to research in topics: Psychology & Supply chain management. The author has an hindex of 3, co-authored 5 publications receiving 3338 citations.

Papers
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Book
01 Oct 2000
TL;DR: In this paper, the authors present a framework to analyze the supply chain performance and predict demand and supply in an e-commerce e-business environment, and discuss the role of cross-functional drivers in the process.
Abstract: PART I: BUILDING A STRATEGIC FRAMEWORK TO ANALYZE SUPPLY CHAINS Chapter 1: Understanding the Supply Chain Chapter 2: Supply Chain Performance: Achieving Strategic Fit and Scope Chapter 3: Supply Chain Drivers and Metrics PART II: DESIGNING THE SUPPLY CHAIN NETWORK Chapter 4: Designing Distribution Networks and Applications to e-Business Chapter 5: Network Design in the Supply Chain Chapter 6: Network Design in an Uncertain Environment PART III: Planning Demand and Supply in a Supply Chain Chapter 7: Demand Forecasting in a Supply Chain Chapter 8: Aggregate Planning in the Supply Chain Chapter 9: Planning Supply and Demand in the Supply Chain: Managing Predictable Variability PART IV: Planning and Managing Inventories in a Supply Chain Chapter 10: Managing Economies of Scale in the Supply Chain: Cycle Inventory Chapter 11: Managing Uncertainty in the Supply Chain: Safety Inventory Chapter 12: Determining Optimal Level of Product Availability PART V: Designing and Planning Transportation Networks Chapter 13: Transportation in the Supply Chain PART VI: Managing Cross-Functional Drivers in the Supply Chain Chapter 14: Sourcing Decisions in a Supply Chain Chapter 15: Pricing and Revenue Management in the Supply Chain Chapter 16: Information Technology and the Supply Chain Chapter 17: Coordination in the Supply Chain

3,158 citations

Journal Article
TL;DR: In this article, three groups of extended supply chain managers are discussed: CUSTOMER RELATIONSHIP MANAGEMENT, SUPPLY CHAIN MANAGEEMENT, and SUPPLIER RELATIONSHIPMANAGEMENT.
Abstract: SUBTITLE: THREE GROUPS OF EXTENDED SUPPLY CHAIN MANAGEMENT PROCESSES WILL SHAPE THE FUTURE OF THE ENTERPRISE SOFTWARE MARKET. THESE "MACRO PROCESSES" ARE CUSTOMER RELATIONSHIP MANAGEMENT, SUPPLY CHAIN MANAGEMENT, AND SUPPLIER RELATIONSHIP MANAGEMENT. FOR SOFTWARE PROVIDERS, A SHARP FOCUS ON THESE MACRO PROCESSES IS NECESSARY FOR SURVIVAL. FOR USERS, AN UNDERSTANDING OF THE SOLUTIONS THAT CAN IMPROVE THE PERFORMANCE OF THEIR MACRO PROCESSES IS A KEY TO BUSINESS SUCCESS.

23 citations


Cited by
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Journal ArticleDOI
TL;DR: In this paper, the authors provide a conceptual framework that reflects the joint activities of risk assessment and risk mitigation that are fundamental to disruption risk management in supply chains, and consider empirical results from a rich data set covering the period 1995-2000 on accidents in the U. S. Chemical Industry.
Abstract: There are two broad categories of risk affecting supply chain design and management: (1) risks arising from the problems of coordinating supply and demand, and (2) risks arising from disruptions to normal activities. This paper is concerned with the second category of risks, which may arise from natural disasters, from strikes and economic disruptions, and from acts of purposeful agents, including terrorists. The paper provides a conceptual framework that reflects the joint activities of risk assessment and risk mitigation that are fundamental to disruption risk management in supply chains. We then consider empirical results from a rich data set covering the period 1995–2000 on accidents in the U. S. Chemical Industry. Based on these results and other literature, we discuss the implications for the design of management systems intended to cope with supply chain disruption risks.

1,771 citations

Journal ArticleDOI
TL;DR: Basic features that facility location models must capture to support decision-making involved in strategic supply chain planning are identified and applications ranging across various industries are presented.

1,770 citations

Journal Article
TL;DR: In this article, a "what if?" team exercise called "stress testing" is used to identify potentially weak links in the supply chain and then select the best mitigation strategy: holding "reserves," pooling inventory, using redundant suppliers, balancing capacity and inventory, implementing robust backup and recovery systems, adjusting pricing and incentives, bringing or keeping production in-house, and using Continuous Replenishment Programs (CRP), Collaborative Planning, Forecasting, and other supply-chain initiatives.
Abstract: Natural disasters, labor disputes, terrorism and more mundane risks can seriously disrupt or delay the flow of material, information and cash through an organization's supply chain The authors assert that how well a company fares against such threats will depend on its level of preparedness, and the type of disruption Each supply-chain risk to forecasts, information systems, intellectual property, procurement, inventory and capacity has its own drivers and effective mitigation strategies To avoid lost sales, increased costs or both, managers need to tailor proven risk-reduction strategies to their organizations Managing supply-chain risk is difficult, however Dell, Toyota, Motorola and other leading manufacturers excel at identifying and neutralizing supply-chain risks through a delicate balancing act: keeping inventory, capacity and related elements at appropriate levels across the entire supply chain in a rapidly changing environment Organizations can prepare for or avoid delays by "smart sizing" their capacity and inventory The manager serves as a kind of financial portfolio manager, seeking to achieve the highest achievable profits (reward) for varying levels of supply-chain risk The authors recommend a powerful "what if?" team exercise called "stress testing" to identify potentially weak links in the supply chain Armed with this shared understanding, companies can then select the best mitigation strategy: holding "reserves," pooling inventory, using redundant suppliers, balancing capacity and inventory, implementing robust backup and recovery systems, adjusting pricing and incentives, bringing or keeping production in-house, and using Continuous Replenishment Programs (CRP), Collaborative Planning, Forecasting and Replenishment (CPFR) and other supply-chain initiatives

1,737 citations

Journal ArticleDOI
TL;DR: In this paper, the authors explored the nature of supply chain collaboration and explore its impact on firm performance based on a paradigm of collaborative advantage and found that collaborative advantage is an intermediate variable that enables supply chain partners to achieve synergies and create superior performance.

1,543 citations

Journal ArticleDOI
TL;DR: The aim of this paper is to review recently published papers in reverse logistic and closed-loop supply chain in scientific journals and identify gaps in the literature to clarify and to suggest future research opportunities.

1,364 citations