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Journal ArticleDOI

Channel leadership, performance and coordination in closed loop supply chains

TL;DR: In this article, the performance of different closed-loop supply chains under different channel leadership is investigated. And the authors find that the retailer-led model gives the most effective CLSC and analytically reveal that the remanufacturing system's efficiency is highly related to a supply chain agent's proximity to the market.
About: This article is published in International Journal of Production Economics.The article was published on 2013-11-01. It has received 364 citations till now. The article focuses on the topics: Remanufacturing & Supply chain.
Citations
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Journal ArticleDOI
TL;DR: A comprehensive review of the publications in the field of reverse logistics and closed-loop supply chains is performed in this article, where the selection process is based on the articles accepted online in the Journal of Cleaner Production.

453 citations

Journal ArticleDOI
TL;DR: The results show that with dominant power shifting from the manufacturer to the retailer, the retailer's profit always increases and the manufacturer may also benefit when the demand expansion effectiveness of collection effort is large enough.

255 citations

Journal ArticleDOI
TL;DR: In this article, the effects of corporate social responsibility (CSR) and channel coordination in a socially responsible manufacturer-retailer closed-loop supply chain (CLSC) by considering profit maximization and social responsibility through product recycling is analyzed.

254 citations

Journal ArticleDOI
TL;DR: In this article, the authors proposed a new and effective solution methodology to solve various sizes of instances in a closed-loop supply chain network optimization process, where both design and planning decision variables (location and allocation) are considered in the proposed network and two popular meta-heuristic algorithms are considered to develop a new elevated hybrid algorithm: the genetic algorithm and particle swarm optimization (PSO).

234 citations

Journal ArticleDOI
TL;DR: This paper considers a two-echelon reverse supply chain with dual-recycling channels where the recyclable dealer acts as a Stackelberg game leader and the recycler act as a follower and proposes two complementary contracts which succeed in coordinating the reverse supplychain system and create a win-win situation.

220 citations

References
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Book
01 Jan 1991
TL;DR: A 5-million-dollar 5-year study on the future of the automobile industry was conducted by the Massachusetts Institute of Technology (MIT) as mentioned in this paper, which was based on the International Motor Vehicle Program (IMVP).
Abstract: This book is based on the Massachusetts Institute of Technology (MIT) 5-million-dollar 5-year study on the future of the automobile. Designated the International Motor Vehicle Program (IMVP), the MIT study explored the differences between mass production and lean production in the automobile industry. Lean production, pioneered by Eiji Toyoda and Taiichi Ohno at the Toyota Motor Company in Japan, combines the advantages of craft and mass production, while avoiding the high cost of the former and the rigidity of the latter. Toward this end, lean producers employ teams of multiskilled workers at all levels of the organization and use highly flexible, increasingly automated machines to produce volumes of products in enormous variety. Lean production (a term coined by IMVP researcher John Krafcik) is "lean" because it uses less of everything compared with mass production. Also, it requires keeping far less than half the needed inventory on site, results in many fewer defects, and produces a greater and ever growing variety of products. Lean production changes how people work. Most will find their jobs more challenging and will become more productive, but, at the same time, they may find their work more stressful. Lean production calls for learning far more professional skills (than in mass production) and applying these creatively in a team setting (rather than a rigid hierarchy). This book is organized in three sections. The first, "The Origins of Lean Production," traces the evolution of lean production. The second, "The Elements of Lean Production," looks at how lean production works in factory operations, product development, supply-system coordination, customer relations and as a total lean enterprise. Finally, in the third section, "Diffusing Lean Production," the authors examine how lean production is spreading across the world and to other industries and, in the process, is revolutionizing how people live and work. Also examined are the barriers that are preventing companies and countries from becoming lean. Creative ways leanness can be achieved are suggested.

6,104 citations

Book ChapterDOI
TL;DR: This chapter extends the newsvendor model by allowing the retailer to choose the retail price in addition to the stocking quantity, and discusses an infinite horizon stochastic demand model in which the retailer receives replenishments from a supplier after a constant lead time.
Abstract: Publisher Summary This chapter reviews the supply chain coordination with contracts. Numerous supply chain models are discussed. In each model, the supply chain optimal actions are identified. The chapter extends the newsvendor model by allowing the retailer to choose the retail price in addition to the stocking quantity. Coordination is more complex in this setting because the incentives provided to align one action might cause distortions with the other action. The newsvendor model is also extended by allowing the retailer to exert costly effort to increase demand. Coordination is challenging because the retailer's effort is noncontractible—that is, the firms cannot write contracts based on the effort chosen. The chapter also discusses an infinite horizon stochastic demand model in which the retailer receives replenishments from a supplier after a constant lead time. Coordination requires that the retailer chooses a large basestock level.

2,626 citations

Journal ArticleDOI
TL;DR: This paper addresses the problem of choosing the appropriate reverse channel structure for the collection of used products from customers and shows that simple coordination mechanisms can be designed such that the collection effort of the retailer and the supply chain profits are attained at the same level as in a centrally coordinated system.
Abstract: The importance of remanufacturing used products into new ones has been widely recognized in the literature and in practice. In this paper, we address the problem of choosing the appropriate reverse channel structure for the collection of used products from customers. Specifically, we consider a manufacturer who has three options for collecting such products: (1) she can collect them herself directly from the customers, (2) she can provide suitable incentives to an existing retailer (who already has a distribution channel) to induce the collection, or (3) she can subcontract the collection activity to a third party. Based on our observations in the industry, we model the three options described above as decentralized decision-making systems with the manufacturer being the Stackelberg leader. When considering decentralized channels, we find that ceteris paribus, the agent, who is closer to the customer (i.e., the retailer), is the most effective undertaker of product collection activity for the manufacturer. In addition, we show that simple coordination mechanisms can be designed such that the collection effort of the retailer and the supply chain profits are attained at the same level as in a centrally coordinated system.

1,863 citations

01 Jan 1995
TL;DR: In this article, a case study based on the Product Recovery Management (PRM) system of a multinational copier manufacturer is presented to illustrate a set of specific production and operations management issues.
Abstract: textThis article examines strategic production and operations management issues in product recovery management (PRM). PRM encompasses the management of all used and discarded products, components, and materials for which a manufacturing company is legally, contractually, or otherwise responsible. The objective of PRM is to recover as much of the economic (and ecological) value of used and discarded products, components, and materials as reasonably possible, thereby reducing the ultimate quantities of waste to a minimum. This article also discusses the relevance of PRM to durable products manufacturers. It contains a categorization of PRM decisions. A case study based on the PRM system of a multinational copier manufacturer is presented to illustrate a set of specific production and operations management issues. The experiences of two other pro-active manufacturers (BMW and IBM) are also discussed

1,321 citations

Journal ArticleDOI
TL;DR: In this paper, a case study based on the Product Recovery Management (PRM) system of a multinational copier manufacturer is presented to illustrate a set of specific production and operations management issues.
Abstract: This article examines strategic production and operations management issues in product recovery management (PRM). PRM encompasses the management of all used and discarded products, components, and materials for which a manufacturing company is legally, contractually, or otherwise responsible. The objective of PRM is to recover as much of the economic (and ecological) value of used and discarded products, components, and materials as reasonably possible, thereby reducing the ultimate quantities of waste to a minimum. This article also discusses the relevance of PRM to durable products manufacturers. It contains a categorization of PRM decisions. A case study based on the PRM system of a multinational copier manufacturer is presented to illustrate a set of specific production and operations management issues. The experiences of two other pro-active manufacturers (BMW and IBM) are also discussed.

1,275 citations