Supply chain management

About: Supply chain management is a research topic. Over the lifetime, 39055 publications have been published within this topic receiving 1082949 citations. The topic is also known as: SCM.

Stakeholder pressure in sustainable supply chain management

Abstract: – The purpose of this paper is to summarize and analyze what is known regarding the ways in which stakeholder pressure may influence supply chain sustainability. The authors extend this understanding to develop a number of research questions and propositions for future investigation on this topic. , – The authors used a systematic review process to study the empirical evidence pertaining to how a stakeholder perspective helps to understand sustainability in the supply chain management domain. , – The review has three main findings: stakeholder pressure on sustainability in supply chain management may result in sustainability awareness, adoption of sustainability goals, and/or implementation of sustainability practices; different types of stakeholders have dissimilar influence in the sustainable supply chain decision areas; different stakeholders appears to be more or less influential depending on whether the sustainability issue is environmental or social. , – This synthesis contributes to the literature by developing insight into the processes by which stakeholder pressure influences SSCM decisions.

The seamless supply chain - the predator's strategic advantage

Abstract: It is no longer sufficient for a winning organisation to operate in isolation, however effective it may be in performing its core business. To survive, let alone win, it must be part of one or more supply chains producing world class performance. Each company in the chain must be internally "lean" but additionally must operate in a "seamless" environment in which all information relevant to the efficient operation of the total system is available on time and in an undistorted form. The term "predator" has been coined in the literature to describe the supply chain leader with the vision, drive, and determination to re-engineer the entire supply chain so as to satisfy end-customer needs. The paper reviews the techniques available to "predators" seeking to gain competitive advantage for their supply chains, including industrial engineering, operations engineering, production engineering, and information technology. Not all conceivable improvements can be implemented overnight, however desirable they might appear, hence the advocacy of simulation models within a decision support system so that top management can prioritise proposed Improvement Programmes against the relevant performance metric. In the example used to indicate the approach, the technological, organisational, and attitudinal problems to be solved by top management in achieving the seamless supply chain are all highlighted.

Robust optimization for emergency logistics planning: Risk mitigation in humanitarian relief supply chains

Abstract: This paper proposes a methodology to generate a robust logistics plan that can mitigate demand uncertainty in humanitarian relief supply chains. More specifically, we apply robust optimization (RO) for dynamically assigning emergency response and evacuation traffic flow problems with time dependent demand uncertainty. This paper studies a Cell Transmission Model (CTM) based system optimum dynamic traffic assignment model. We adopt a min–max criterion and apply an extension of the RO method adjusted to dynamic optimization problems, an affinely adjustable robust counterpart (AARC) approach. Simulation experiments show that the AARC solution provides excellent results when compared to deterministic solution and sampling based stochastic programming solution. General insights of RO and transportation that may have wider applicability in humanitarian relief supply chains are provided.

Supply chain operational risk mitigation: a collaborative approach

Abstract: Along with increasing supply chain risks due to economic and environmental changes, it is imperative to answer the question of how to reduce supply chain risks. This study examines supply chain collaboration as a risk mitigation strategy. The study examines three types of risks, namely supply risk, demand risk and process risk in relation to three types of collaboration, namely supplier collaboration, customer collaboration and internal collaboration, as a mechanism to mitigate those risks. The proposed relationship model is tested with data collected from 203 manufacturing companies in Australia. The results show that each area of collaboration effectively reduces its respective supply chain risk, but only the mitigation of process risk and demand risk has a direct effect on supply chain performance. In addition, both supply risk and demand risk increase process risk. We offer theoretical and practical implications of the findings.