Showing papers on "Supply chain management published in 1994"

Logistics & Supply Chain Management

Abstract: Table of Contents The 4 new chapters will be worked into the structure where appropriate: exact order to be decided * Managing Supply Chain Relationships * Product Design in the Supply Chain * Matching Supply and Demand * Creating a Sustainable Supply Chain Chapter 1 : Logistics, the Supply Chain & Competitive Strategy Chapter 2 : Logistics & Customer Value Chapter 3 : Measuring Logistics Costs and Performance Chapter 4 : Creating the Responsive Supply Chain Chapter 5 : Strategic Lead-Time Management Chapter 6: The Synchronous Supply Chain Chapter 7 : Managing the Global Pipeline Chapter 8: Managing Risk in the Supply Chain Chapter 9: Overcoming the Barriers to Supply Chain Integration Chapter 10: Entering the Era of Network Competition

Emerging Logistics Strategies

Abstract: Looks, in depth, at corporate logistics strategy, particularly with regard to the USA. Discusses strategy referring to a general concept of operations guiding all activities towards an ultimate goal – global rather than local. Itemizes some major American firms and their attitudes and considers their policies and results. Shows supply chain management and cycle time compression to be complementing logistics strategies for progressive US firms.

Logistics and Supply Chain Management: Strategies for Reducing Costs and Improving Services

Abstract: (1994). Logistics and Supply Chain Management: Strategies for Reducing Costs and Improving Services. Journal of the Operational Research Society: Vol. 45, No. 11, pp. 1341-1341.

Supply Chain Redesign

Abstract: One criterion by which the relative importance of various business processes may be judged is their potential impact on relationships with external customers. Another criterion is the potential impact that re‐engineering the process might have on business results. It is suggested that on both of these counts “Supply Chain Redesign” should rank near the top of most enterprises' list of re‐engineering initiatives. The concepts of process efficiency and process effectiveness are investigated by reference to the supply chain redesign experiences of a number of major corporations. The conclusion is drawn that process‐oriented supply chain redesign can lead to levels of intra‐enterprise and inter‐enterprise operational efficiency and effectiveness which have previously been unobtainable even in leading edge companies.

Global Supply Chains: Factors Influencing Outsourcing of Logistics Functions

Abstract: Explores the attitude of shippers and service providers towards outsourcing of logistics functions performed within large multinational, manufacturing companies engaged in global trade and presents a model describing the factors which influence the outsourcing decisions. Indicates that five key factors influence the outsourcing decision: centrality of the logistics functions to the firm′s core competency; risk liability and control; cost/service tradeoffs in operations; information and communications systems; and market relationships. Discusses several drivers, involving product, process and network complexities, which govern these factors.

Strategic Purchasing and Supply Chain Management

Abstract: 1. Introduction / Part 1: Environmental Change and Strategic Requirements: Changes in environmental conditions and their impact on businesses Approaches to strategic management From corporate strategy to purchasing and supply chain management strategy The content of supply chain Management strategies. Part 2: The Implementation of Purchasing and Supply Chain Management Strategies: Strategic management of quality Strategic management of material flow Strategic management of costs and added value Strategic management of supplier relationships Strategic management of human resources in relation to the supply chain Strategic opportunities of information technology Conclusion.

Supply Chain Management in the Electronics Products Industry

Abstract: A number of strategies for reducing supply chain demand amplification and simultaneously improving customer service levels have been modelled and tested via dynamic simulation. To create an environment in which supply chain re‐design methodologies may be exploited, it is necessary to study the distribution of power and influence at individual echelons within the chain. Outlines current management practice in the electronics products industry and concludes by highlighting the steps needed to enhance total system dynamic performance. The likely benefits are estimated via dynamic simulation of the various phases of re‐engineering an international electronics products supply chain wherein huge improvements are predicted in the damping of upstream order patterns.

Partnership Sourcing: An Integrated Supply Chain Management Approach

Abstract: Real competitive advantages can be gained from rethinking approaches to relationships in the supply chain. The new requirement is to put mutual obligation relationships into place in each of the links in the supply chain, so that the relationship becomes a partnership. Partnership sourcing works because both parties have an interest in each others success. "Partnership Sourcing" should help the reader: achieve world class quality standards; cut lead times and increase flexibility in response to market fluctuations; cut costs and improve cash flow; improve planning through better long term relationships between customer and supplier; reduce "time to market" - the time lag between identifying a market and introducing a new service or product; compete more effectively with other supply chains in the marketplace.

Adapting Purchasing to Supply Chain Management

Abstract: Predicts that in the decade ahead, the purchasing function will have to shed its service and operational perspective and take on the challenge of effective contribution to organizational goals and strategies. Describes how, in this evolution, the make or buy decision and increasing reliance on outsourcing will change the purchasing manager into a manager of integrated operations.

Small Business Management Launching & Growing Entrepreneurial Ventures

Abstract: 1. The Entrepreneurial Life. 2. Entrepreneurial Integrity and Ethics. 3. Getting Started. 4. Franchising and Buyouts. 5. The Family Business. 6. The Business Plan: Visualizing the Dream. 7. The Marketing Plan. 8. The Human Resource Plan: Managers, Owners, Allies, and Directors. 9. The Location Plan. 10. Understanding a Firm's Financial Statements. 11. Forecasting Financial Requirements. 12. A Firm's Sources of Financing. 13. Planning for the Harvest. 14. Building Customer Relationships. 15. Product and Supply Chain Management. 16. Pricing and Credit Decisions. 17. Promotional Planning. 18. Global Opportunities for Small Business. 19. Professional Management in the Entrepreneurial Firm. 20. Managing Human Resources. 21. Managing Operations. 22. Managing the Firm's Assets. 23. Managing Risk in the Small Business.

Foundations for Successful Continuous Replenishment Programs

Abstract: In the future, earnings ‐ perhaps even survival, will depend upon strong and enduring relationships between manufacturers and their customers. Continuous replenishment is rapidly emerging as a value‐added service that enhances the development of these relationships. For the most part, such partnerships have been engaged with positive expectations of reducing costs in the near term. However, in order to realize the real, mutual benefits of continuous replenishment, it is critical that both parties have a foundation of second business practices which will support this new way of doing business and its many and various effects upon the supply chain. This means establishing organizational alignments which facilitate a process, installing new or different technology and securing the support of senior management to champion the concept of supply chain management.

Modeling the Dynamics of Supply Chains

Abstract: It is estimated that, on average, 60-70% of the costs of manufactured goods come from raw materials and purchased components [Har92]. As industry moves toward an increasingly more global market economy in which companies focus more on the production of core highvalue-adding components, this gure can only increase. This in turn will further increase the interdependence between manufacturers and their suppliers when it comes to improving due date performance, reducing costs or increasing quality and will put a premium on the ability of managers to grasp the full complexity of the supply chain environment in which their companies operate. Current supply chain analysis techniques and tools often prove inadequate in this regard, due to modeling limitations (e.g. xed leadtimes, inability to account for nite capacities, steady state assumptions, omission of important costs), an inability to take advantage of opportunities provided by Electronic Data Interchange (EDI) technology and a lack of support for operationalizing recent manufacturing philosophies (e.g. \Lean Production",TQM and JIT). This paper reviews important research issues in supply chain management and presents initial work towards the development of decision support tools for analysis of supply chain dynamics. Our approach relies on the development of an extensible multi-agent simulation testbed in which a wide range of supply chain problems can be quickly and accurately modeled, and alternative solutions to these problems can be compared via simulation. We summarize initial results obtained with an early prototype that indicate some performance e ects of di erent information sharing protocols. 1 Objectives and Motivations To remain competitive, industrial organizations are continually faced with challenges to reduce product development time, improve product quality, and reduce production costs and leadtimes. Increasingly, these challenges cannot be e ectively met by isolated change to speci c organizational units, but instead depend critically on the relationships and interdependencies among di erent organizations (or organizational units). With the movement toward a global market economy, companies are increasingly inclined toward speci c, high-value-adding manufacturing niches. This, in turn, increasingly transforms the above challenges into problems of establishing and maintaining e cient material ows along product supply chains. The ongoing competitiveness of an organization is tied to the dynamics of the supply chain(s) in which it participates, This research was supported by the Advanced Research Projects Agency under contracts F30602-91-F-0016 and F30602-90-C-0119. and recognition of this fact is leading to considerable change in the way organizations interact with their supply chain partners. Broadly speaking, supply-chain management can be subdivided into three inter-related topics: 1. Supply Chain Con guration: Decisions here relate to determination of an optimal number of suppliers as well as the selection of speci c suppliers (internal or external) based on considerations such as quality, leadtimes, costs, reliability, expected learning curves, locations, capacities, earlier experiences, etc. 2. Buyer-Supplier Relations: These decisions have to do with assessing the merits of alternative contracts and agreements between buyers and suppliers. They include understanding tradeo s involved in setting up cost-sharing agreements, determining the length of contracts, agreeing to share di erent types of information (e.g. open-book audits of suppliers), or committing to buying a percentage of the supplier's capacity. 3. Buyer-Supplier Coordination: Here buyers and suppliers are concerned about identifying e cient coordination policies to maintain a smooth ow of materials and products through the supply chain, avoiding stockouts while keeping inventories to as low a level as possible. Decisions of interest at this level include the selection of proper inventory policies and associated reordering policies (how much to reorder and when) as well as evaluating the impact of di erent information exchange protocols. In this paper, we summarize ongoing work aimed at the development of an extensible modeling and simulation framework for analyzing supply chain management problems. Our objectives are two-fold: 1. First, we are interested in providing new insights into the nature of tradeo s in currently ill-understood aspects of supply chain coordination such as buyer-supplier information exchange, buyer-supplier contractual agreements and buyer-supplier decisions under dynamically changing supply chain relationships. Analyses conducted to date in each of these areas has either su ered in their relevance to practical industrial situations, due to the limiting assumptions that are necessary to construct tractable analytical models, or have been retroactive and limited in applicability, relying on post hoc trend analysis of speci c organizational entities. Our work, in contrast, seeks to construct and analyze models that capture the assumptions and dynamics of these decision tradeo s in actual organizational decision-making contexts, and to provide relevant, prescriptive advice in di erent decision-making circumstances. 2. More generally, we are interested in increasing the relevance of analysis results to practical decision-making contexts, and in providing practical decision-support tools to supply chain management decision-makers. In developing our modeling and simulation testbed, our goal is a modular framework for specifying models of arbitrary delity to a given application context; allowing analysis of decision tradeo s under assumptions that match the actual circumstances facing supply chain managers and their decision-making requirements. We expect, as a by product of investigating the above mentioned tradeo s, to produce an extensible library of model building blocks (e.g., supplier/buyer agents, reordering policies, contractual agreements, information exchange protocols) for subsequent adaptation and re-use. In the longer term, we envision this research leading to the development of practical decision support tools, directly accessible to supply chain managers and integrated with the EDI capabilities of industrial organizations. The balance of this paper is organized as follows. Section 2 brie y introduces concepts and issues in supply chain management and reviews existing research and approaches in this area. Section 3 summarizes the multi-agent modeling and simulation testbed we are developing. In Section 4, we present initial results obtained with an early prototype. Future work is discussed

Managing Operations Across the Supply Chain

Abstract: Part 1: Supply Chain: A Perspective for Operations Management Chapter 1: Introduction to Managing Operations Across the Supply Chain Chapter 2: Operations and Supply Chain Strategy Part 2: Foundations of Operations Management Chapter 3: Managing Processes and Capacity Chapter 3: Supplement: Process Mapping and Analysis Chapter 4: Product/Process Innovation Chapter 5: Manufacturing and Service Process Structures Chapter 6: Managing Quality Chapter 6: Supplement: Quality Improvement Tools Chapter 7: Managing Inventories Chapter 8: Lean Systems Part 3: Integrating Relationships Across the Supply Chain Chapter 9: Customer Service Management Chapter 10: Sourcing and Supply Management Chapter 11: Logistics Management Part 4: Planning for Integrated Operations Across the Supply Chain Chapter 12: Demand Planning: Forecasting and Demand Management Chapter 13: Sales and Operations Planning Chapter 14: Materials and Requirements Planning Part 5: Managing Change in Supply Chain Operations Chapter 15: Project Management Chapter 15: Supplement: Advanced Methods for Project Scheduling Chapter 16: Sustainable Operations Management - Preparing for the Future

New Trends in the Supply Environment

Abstract: Present‐day competitiveness has brought about a marked evolution in supply management, imposing on firms an increasingly close interaction with suppliers. The achievement of high‐level performances in terms of cost, quality and time to market appears ever more dependent on the quality and effectiveness of the supply network. This transformation modifies the traditional adversarial model of the buyer‐supplier relationship and fosters the reconfiguration and integrated management of the supply chain. At the same time, competitive dynamics and current global competing models encourage the extension of traditional sourcing areas. Analyses these evolutionary aspects of the current supply environment and examines the new role of the purchasing function.

Establishing a Framework for Effective Materials Logistics Management

Abstract: The “Law of Industrial Dynamics” is a well‐known phenomenon which leads to significant swings in demand as orders are passed down along a supply chain. Large fluctuations in demand result for the manufacturer leading to policies which counteract the objectives of materials logistics management which are to reduce inventories while maintaining strategic stocks, improve product quality, minimize the total cost of operations and procurement, ensure service levels to customers and minimize variance in material flow. A number of strategies have been advocated and applied which may be summarized as integrating the supply chain and adopting lean manufacturing techniques. Such strategies encompass three main factors, classified as technological (which may include adopting electronic data interchange), organizational (such as moving towards focused plants) and attitudinal (such as the adoption of Partnership Sourcing as a strategy). This paper provides a framework in which systems dynamics modeling, analysis and simulation aids in the decision making process to establish how best to achieve the materials logistics management objectives. Firstly, during the modeling and analysis phase, the supply chain champion is provided with insight as to the effectiveness of the current supply chain design to damp down order fluctuations. Secondly, on the basis of continuous improvement, simulation then allows him to re‐engineer the supply chain by asking “what if?” questions and assessing the relative benefits of various strategies against the financial and attitudinal costs of implementation.

Manufacturing Planning Systems

Abstract: The manufacturing equation the matials planning system the manufacturing planning system the manufacturing environment manufacturing strategy materials requirement planning bills of materials the MRP process ordering systems supply chain management management of MRP system drivers overview of MRPII demand forecasting production planning master production scheduling capacity requirements planning rough cut capacity planning production activity control shop floor data collection the fit with Just in Time non standard solutions distributed resource planning (DRP) distributed MRPII (DMRP) interfaces with costing and accounting systems introduction to planning, implementation and management choice of MRPII software making the MRPII system work achieving business objectives with MRPII.

Chain Management in Environmental Policy: Analytical and Evaluative Concepts

Abstract: In many industrialised economies, environmental policy is moving into a new phase in terms of both strategies and policy instruments.

Supply chain management : perceptions of requirements and performance in European automotive aftermarket supply chains

Abstract: This dissertation is about supply chain management. Some authors have used the term to describe a strategic, inter-organisation issue, others authors to discuss an alternative organisational form to vertical integration. Much of the operations management literature uses the phrase to describe the planning and control of materials flow internally within a company or externally between companies. This work develops a definition of supply chain management. The empirical research tests hypotheses relating to gaps in customers' and suppliers' perceptions of requirements and performance in supply chains, against a set of performance dimensions. The hypotheses are tested in four automotive aftermarket supply chains, two of which are in Spain and two in the UK. All four chains have similar structures and include a manufacturer, an area distributor, a local distributor and ten installers, or garages. Qualitative and quantitative analysis show significant :differences between different types of gaps in perceptions; suppliers in the chains do not recognise the 'degree of customer dissatisfaction in existence. A positive correlation is shown to exist between the amount of misperception in the chains about performance and the amount of customer dissatisfaction. It is also shown this customers are more dissatisfied with some performance dimensions than others. In these supply chains, customer dissatisfaction and misperception of performance both significantly increase upstream i.e, downstream customers are more satisfied and there is less misperception in downstream relationships about performance levels. This effect is compared to the industrial dynamics "Forrester Effect". The work develops the concept of supply chain management into a broader, holistic concept of interorganisation operations management. It contributes to operations management by (i) developing the concept of supply chain management (ii) improving knowledge about relationships in supply chains (iii) identifying the significant role of performance (iv) improving knowledge about the implication of position in a supply chain (v) integrating related literatures, notably service management, purchasing, industrial dynamics and logistics.

The 1994 ohio state university survey of career patterns in logistics.

Abstract: The 1999 Ohio State University Survey of Career Patterns in Logistics was completed by 239 senior logistics executives who were members of the Council of Logistics Management. Parts of the survey were dedicated to both corporate organizational and operational profiles and respondent demographics. Also, to gauge the importance of emerging trends and impact of information technology (IT) on logistics, two sections included questions relating to the information technologies and logistics. In the 28-year history of the annual study, there was more year-to-year variation in 1999 than in any survey in the past decade. Compensation at all levels increased to double digit levels. The median income of a vice-president of logistics was $200,000. The percentage of female logistics executives doubled between 1997 and 1999. Fifty-five percent of the respondents held advanced degrees. Almost 50% of respondents reported that they were appointed to a senior level logistics position in the 1990s. Over 12% of respondents reported "supply chain" as their department. Effective utilization of information and electronic commerce (e-commerce) and the integration of supply chain information overpowered all other factors as drivers for the future. Approximately 78% of the drivers for the next decade were information and information-related factors. The two leading critical emerging technologies were identified as e-commerce and Internet/World Wide Web. About one-fifth of respondents reported that they had an operating enterprise resource planning (ERP) system. Key learning needs for the executives were IT/e-commerce, financial applications, and global business processes.

Finished Stock: The Piggy in the Middle

Abstract: Recently there has been a proliferation of interest in the topic of total supply chain management. This interest has prompted many companies in the fast moving consumer goods sector to review their inventory policies and, in particular, levels of finished stock. Responsibility for finished stock often falls between production and distribution leaving it rather like a “piggy in the middle”. Unilever and Insight have pooled their resources in order to perform joint research into how stock levels can be reduced across the total supply chain and how responsibility for finished stock can be shared between production and distribution. Describes the strengths and weaknesses of different techniques in this field. Findings from the research show that simulation, when combined with mathematical theory, is a powerful and practical tool for both reducing stock through improved inventory policies and bridging the gap between production and distribution. An analogous approach may be applied to the control of stock leve...

The Logistics Response

Abstract: The objective of any business must be to maximize share‐holder value. This can only be achieved by providing products and services which delight customers and through the commitment of all people within the business to its goals. Logistics is a means of providing effective customer service within that overall strategy and has the potential to be a significant contributor to improved value. Traces the evolution of logistics, looks at the way in which thinking in logistics parallels that in other business areas, and examines how logistics can contribute to maximum shareholder value.

Planning for Excellence in Materials Handling

Abstract: Materials handling has traditionally been at the bottom of any investment strategy requirements. Yet improved control of inventory can lead to huge benefits – reduced inventory, improved productivity, better service to manufacturing and customers. The relatively new roles of logistics and supply chain management have raised the profile of materials handling. Looks at the whole business strategy and co‐ordination functions (production, stores, purchase, sales, finance, safety, etc.) – not excluding shopfloor workers. Explores all materials handling techniques, including MRP II, Kanban, JIT, and assesses most appropriate physical equipment (racking types, narrow aisle, automated systems, etc.).

Value-Focused Supply Management: Getting the Most Out of the Supply Function

Abstract: Value-Focused Supply Management covers supply and inventory management from a process improvement perspective within the context of Total Quality Management (TQM), supplier management, and the Just-In-Time (JIT) philosophy. It shows how to: enhance your company's competitiveness in an environment of shrinking life cycles, increased competition, and rigorous quality specifications; overcome the challenges posed by the push for zero-defect quality, cost reduction, reduced lead time, and environmentally sound manufacturing.

Capability Is Where the Action Is

Abstract: The classic marketing disciplines can no longer sustain continued growth of organizations. Top companies owe their success not only to strong brands and corporate image but also to sheer capability to achieve. Managing the supply chain is all‐important, involving strategic intent and managing the trade‐offs. Emphasizes the part played by IT in the supply chain added‐value equation but states that the opportunity to optimize the whole supply chain must be seized, via, for example, dynamic scheduling. Concludes that, as the scope of supply chains becomes more global, effective relationship management will become an essential rather than a mere concept.

Future logistics structures. the development of integrated supply chain management across six industry sectors

Abstract: Logistics systems are in a state of rapid transition within Europe. Locations of manufacturing and warehousing are changing in response to new competitive pressures. Therefore, a study has been conducted to the following research questions: (1) What are the characteristics of the different logistics systems currently being used by large Dutch and Western European shippers; (2) How and why are these systems evolving; and (3) what are the implications for Dutch transport? This paper on (changes in) logistics strategies and structures is a synthesis of a more comprehensive study of the development of structures and practises of integrated supply chain management across Dutch and Western European firms in six sectors of industry. For the covering abstract of the conference see IRRD 871533.

Automated supply chain management

Abstract: Manufacturers are entering a new age of information systems. No longer will large monolithic database applications be the only answer for operational support. The next-generation of applications are decision-support systems that use computing power to generate and evaluate the many courses of action available to an enterprise. Enterprises will use these systems everyday to streamline operations, lower inventories, decrease costs, and increase customer serviceability. These new systems will load data into memory and search for optimal answers. Multiple users will be able to work concurrently but still be connected via distributed computing. These applications will not only help enterprises pre-plan their operations but they will enable the smooth handling of day-to-day anomalies. These intelligent systems are available now and provide distinct competitive advantages to those who exploit them. >