Supply chain management

Abstract: Academic and corporate interest in sustainable supply chain management has risen considerably in recent years. This can be seen by the number of papers published and in particular by journal special issues. To establish the field further, the purpose of this paper is twofold. First, it offers a literature review on sustainable supply chain management taking 191 papers published from 1994 to 2007 into account. Second, it offers a conceptual framework to summarize the research in this field comprising three parts. As starting point related triggers are identified. This allows putting forward two distinct strategies: (1) supplier management for risks and performance, and (2) supply chain management for sustainable products. It is evident that research is still dominated by green/environmental issues. Social aspects and also the integration of the three dimensions of sustainability are still rare. Both practitioners in companies and academics might find the review useful, as it outlines major lines of research in the field. Further, it discusses specific features of sustainable supply chains as well as limitations of existing research; this should stimulate further research.

Abstract: A management construct cannot be used effectively by practitioners and researchers if a common agreement on its definition is lacking. Such is the case with the term “supply chain management”—so many definitions are used that there is little consensus on what it means. Thus, the purpose of this paper is to examine the existing research in an effort to understand the concept of “supply chain management.” Various definitions of SCM and “supply chain” are reviewed, categorized, and synthesized. Definitions of supporting constructs of SCM and a framework are then offered to establish a consistent means to conceptualize SCM. Antecedents and consequences of SCM are identified, and the boundaries of SCM in terms of business functions and organizations are proposed. A conceptual model and unified definition of SCM are then presented that indicate the nature, antecedents, and consequences of the phenomena.

Abstract: (This article originally appeared in Management Science, April 1997, Volume 43, Number 4, pp. 546-558, published by The Institute of Management Sciences.) Consider a series of companies in a supply chain, each of whom orders from its immediate upstream member. In this setting, inbound orders from a downstream member serve as a valuable informational input to upstream production and inventory decisions. This paper claims that the information transferred in the form of "orders" tends to be distorted and can misguide upstream members in their inventory and production decisions. In particular, the variance of orders may be larger than that of sales, and distortion tends to increase as one moves upstream-a phenomenon termed "bullwhip effect." This paper analyzes four sources of the bullwhip effect: demand signal processing, rationing game, order batching, and price variations. Actions that can be taken to mitigate the detrimental impact of this distortion are also discussed.

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

Abstract: THE CONTEXT AND IMPORTANCE OF INVENTORY MANAGEMENT AND PRODUCTION PLANNING AND SCHEDULING. The Importance of Inventory Management and Production Planning and Scheduling. Strategic Issues. Frameworks for Inventory Management and Production Planning and Scheduling. Forecasting. TRADITIONAL REPLENISHMENT SYSTEMS FOR MANAGING INDIVIDUAL--ITEM INVENTORIES. Order Quantities When Demand is Approximately Level. Lot Sizing for Individual Items with Time--Varying Demand. Individual Items with Probabilistic Demand. SPECIAL CLASSES OF ITEMS. Managing the Most Important (Class A) Inventories. Managing Routine (Class C) Inventories. Style Goods and Perishable Items. THE COMPLEXITIES OF MULTIPLE ITEMS AND MULTIPLE LOCATIONS. Coorinated Replenishments at a Single Stocking Point. Supply Chain Management and Multiechelon Inventories. PRODUCTION PLANNING AND SCHEDULING. An Overall Framework for Production Planning and Scheduling. Medium--Range Aggregate Production Planning. Material Requirements Planning and its Extensions. Just--in--Time and Optimized Production Technology. Short--Range Production Scheduling. Summary. Appendices. Indexes.