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Journal ArticleDOI

Supply Chain Inventory Management and the Value of Shared Information

Gérard P. Cachon, +1 more
- 01 Aug 2000 - 
- Vol. 46, Iss: 8, pp 1032-1048
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TLDR
In traditional supply chain inventory management, orders are the only information firms exchange, but information technology now allows firms to share demand and inventory data quickly and inexpensively, and it is concluded that implementing information technology to accelerate and smooth the physical flow of goods through a supply chain is significantly more valuable.
Abstract
In traditional supply chain inventory management, orders are the only information firms exchange, but information technology now allows firms to share demand and inventory data quickly and inexpensively. We study the value of sharing these data in a model with one supplier, N identical retailers, and stationary stochastic consumer demand. There are inventory holding costs and back-order penalty costs. We compare a traditional information policy that does not use shared information with a full information policy that does exploit shared information. In a numerical study we find that supply chain costs are 2.2% lower on average with the full information policy than with the traditional information policy, and the maximum difference is 12.1%. We also develop a simulation-based lower bound over all feasible policies. The cost difference between the traditional information policy and the lower bound is an upper bound on the value of information sharing: In the same study, that difference is 3.4% on average, and no more than 13.8%. We contrast the value of information sharing with two other benefits of information technology, faster and cheaper order processing, which lead to shorter lead times and smaller batch sizes, respectively. In our sample, cutting lead times nearly in half reduces costs by 21% on average, and cutting batches in half reduces costs by 22% on average. For the settings we study, we conclude that implementing information technology to accelerate and smooth the physical flow of goods through a supply chain is significantly more valuable than using information technology to expand the flow of information.

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Book ChapterDOI

Supply Chain Coordination with Contracts

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.
Journal ArticleDOI

The Value of Information Sharing in a Two-Level Supply Chain

TL;DR: In this article, a simple two-level supply chain with nonstationary end demands is analyzed and the authors show that the value of demand information sharing can be quite high, especially when demands are significantly correlated over time.
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Perspectives in supply chain risk management

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Environmental management and manufacturing performance: The role of collaboration in the supply chain

TL;DR: In this article, the impact of environmental collaborative activities on manufacturing performance was examined using a survey of North American manufacturers, and it was found that the benefits of collaborative green practices with suppliers were broadest, while collaboration with customers yielded mixed outcomes.
Journal ArticleDOI

Extending green practices across the supply chain: the impact of upstream and downstream integration

TL;DR: In this article, the authors aim to extend the collaborative paradigm beyond a supply chain's core operations to peripheral, non-core areas such as the natural environment and examine the antecedents of green supply chain practices.
References
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Journal ArticleDOI

Information distortion in a supply chain: the bullwhip effect

TL;DR: The authors analyzes four sources of the bullwhip effect: demand signal processing, rationing game, order batching, and price variations, and shows that the distortion tends to increase as one moves upstream.
Journal ArticleDOI

The Value of Information Sharing in a Two-Level Supply Chain

TL;DR: In this article, a simple two-level supply chain with nonstationary end demands is analyzed and the authors show that the value of demand information sharing can be quite high, especially when demands are significantly correlated over time.
Journal ArticleDOI

Optimal Policies for a Multi-Echelon Inventory Problem

TL;DR: The problem of determining optimal purchasing quantities in a multi-installation model of this type, which arises when there are several installations, is considered.
Journal ArticleDOI

Value of Information in Capacitated Supply Chains

TL;DR: In this paper, information flow between a supplier and a retailer in a two-echelon model that captures the capacitated setting of a typical supply chain is considered, and the authors estimate the savings at the supplier due to information flow and study when information is most beneficial.
Journal ArticleDOI

A Single-Item Inventory Model for a Nonstationary Demand Process

TL;DR: An adaptive base-stock policy for a single-item inventory system, where the demand process is nonstationary, is considered, for which an exponential-weighted moving average provides the optimal forecast.
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