In this paper, a taxonomy of supply chain and logistics innovations was developed and presented. The taxonomy was based on an extensive literature survey of both theoretical research and case studies. The primary goals are to provide guidelines for choosing the most appropriate innovations for a company and helping companies in positioning themselves in the supply chain innovations landscape. To this end, the three dimensions of supply chain innovations, namely the goals,
supply chain attributes, and innovation attributes were identified and classified. The taxonomy allows for the efficient representation of critical supply chain innovations information, and serves the mentioned goals, which are fundamental
to companies in a multitude of industries.
http://research.sabanciuniv.edu.
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/a-taxonomy-of-supply-chain-innovations/
In this paper, a taxonomy of supply chain and logistics innovations was developed and presented. The taxonomy was based on an extensive literature survey of both theoretical research and case studies. The primary goals are to provide guidelines for choosing the most appropriate innovations for a company and helping companies in positioning themselves in the supply chain innovations landscape. To this end, the three dimensions of supply chain innovations, namely the goals, supply chain attributes, and innovation attributes were identified and classified. The taxonomy allows for the efficient representation of critical supply chain innovations information, and serves the mentioned goals, which are fundamental to companies in a multitude of industries.
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/a-taxonomy-of-logistics-innovations/
In this paper we present a taxonomy of supply chain and logistics innovations, which is based on an extensive literature survey. Our primary goal is to provide guidelines for choosing the most appropriate innovations for a company, such that the company can outrun its competitors. We investigate the factors, both internal and external to the company, that determine the applicability and effectiveness of the listed innovations. We support our suggestions with real world cases reported in literature.
JOSCM | Journal of Operations and Supply Chain Management - Volume 9 number 2 - July/December 2016
In this issue of Journal of Operations and Supply Chain Management we present to you five papers that cover different areas of our field. Shashi et al. (2016) explore the key success factors to manage sustainable cold supply chains. Still in the SCM field, Handayati et al. (2016) use agent-based simulation to understand contracting issues. Martins et al. (2016), in their turn, analyze intermodal terminals in Brazil and point interesting ways of improving them, considering shippers’ points of view. Devangan (2016) also explores logistic issues by look for ways to optimize the allocation of warehouses, taking into account production and distribution aspects. Finally, Rajashekharaiah (2016) recoups a recurrent and important theme in the operations management field – the use of six sigma techniques to improve process capability.
For more information on this issue, visit the FGV Library System: http://bit.ly/2livcwo
JOSCM | Journal of Operations and Supply Chain Management - Volume 8 number 2 - July/December 2015
This issue of Journal of Operations and Supply Chain Management counts with eight papers that focus on strategic, tactical and operational aspects of supply chain management.
The paper from Nyaoga, Magutu and Aduda (2015) explores the link between supply chain strategies and firm performance. Based on data from 627 companies, the authors show that supply chain strategies account for a significant share of firms´ performance; reinforcing that companies should investments in supply chain practices. Radanliev (2015), in its turn, develops a framework based on the supply chain architecture, design, and engineering literature that offers guidelines on how practitioners can decompose and build a green-field (new and non-existent) supply chain. We also have three papers on specific supply chain strategies. Pereira and Silva (2015) and Bradaschia and Pereira (2015), for instance, explore the concept of supply chain resilience and its antecedents. With the use of case studies, the former shows how the management of buyer and supplier interfaces, of risk, and of knowledge can enhance resilience in a supply chain while the latter adds that flexibility is also a vital enabler of supply chain resilience. Ferreira, Bertan and Pimenta (2015) then show the importance of inter-organizational integration to achieve the outcomes expected by companies.
This volume also counts with papers focused on logistic services, transportation, and inventory management - key decision areas in supply chain management. Liane Okdinawati, Simatupang and Sunitiyoso (2015) review the literature on collaborative transportation management and suggest areas for future research in the field and Yang (2015) provides an overview of the third-party logistics providers in the United States for investigating how the industry has evolved to meets customers' needs in an environment marked by global supply chains. Finally, this issue has a technical note on a stochastic two-echelon model to solve the petrol station replenishment problem. This model offers insights on how firms can devise a replenishment policy to minimize inventory costs, in the long run, given the demand pattern.
For more information on this issue, visit the FGV Library System: http://bit.ly/2livlzW
International Journal of Engineering Research and DevelopmentIJERD Editor
Electrical, Electronics and Computer Engineering,
Information Engineering and Technology,
Mechanical, Industrial and Manufacturing Engineering,
Automation and Mechatronics Engineering,
Material and Chemical Engineering,
Civil and Architecture Engineering,
Biotechnology and Bio Engineering,
Environmental Engineering,
Petroleum and Mining Engineering,
Marine and Agriculture engineering,
Aerospace Engineering.
Practices and ideas of supply chain management evolve and change fast. Modern information
and communication, for instance. The study is based on SCM's analysis as a business and industry. This
study provides a comprehensive investigation of attitudes, practises and designs based on the categories.
In order to handle supply chain management, we are exploring particular questions about SCD
integration, the instrument for planning and control and communication. The following are the key
results. To what extent SCM strategy and controls are used to improve suppliers and customers. The key
probity of SCM is cost efficiency, volume as well as delivery speed. It is also considered as an essential
input to the selection process of supply chain partners, now businesses want us to speed up the SC
operation through technology usage
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/a-taxonomy-of-supply-chain-innovations/
In this paper, a taxonomy of supply chain and logistics innovations was developed and presented. The taxonomy was based on an extensive literature survey of both theoretical research and case studies. The primary goals are to provide guidelines for choosing the most appropriate innovations for a company and helping companies in positioning themselves in the supply chain innovations landscape. To this end, the three dimensions of supply chain innovations, namely the goals, supply chain attributes, and innovation attributes were identified and classified. The taxonomy allows for the efficient representation of critical supply chain innovations information, and serves the mentioned goals, which are fundamental to companies in a multitude of industries.
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/a-taxonomy-of-logistics-innovations/
In this paper we present a taxonomy of supply chain and logistics innovations, which is based on an extensive literature survey. Our primary goal is to provide guidelines for choosing the most appropriate innovations for a company, such that the company can outrun its competitors. We investigate the factors, both internal and external to the company, that determine the applicability and effectiveness of the listed innovations. We support our suggestions with real world cases reported in literature.
JOSCM | Journal of Operations and Supply Chain Management - Volume 9 number 2 - July/December 2016
In this issue of Journal of Operations and Supply Chain Management we present to you five papers that cover different areas of our field. Shashi et al. (2016) explore the key success factors to manage sustainable cold supply chains. Still in the SCM field, Handayati et al. (2016) use agent-based simulation to understand contracting issues. Martins et al. (2016), in their turn, analyze intermodal terminals in Brazil and point interesting ways of improving them, considering shippers’ points of view. Devangan (2016) also explores logistic issues by look for ways to optimize the allocation of warehouses, taking into account production and distribution aspects. Finally, Rajashekharaiah (2016) recoups a recurrent and important theme in the operations management field – the use of six sigma techniques to improve process capability.
For more information on this issue, visit the FGV Library System: http://bit.ly/2livcwo
JOSCM | Journal of Operations and Supply Chain Management - Volume 8 number 2 - July/December 2015
This issue of Journal of Operations and Supply Chain Management counts with eight papers that focus on strategic, tactical and operational aspects of supply chain management.
The paper from Nyaoga, Magutu and Aduda (2015) explores the link between supply chain strategies and firm performance. Based on data from 627 companies, the authors show that supply chain strategies account for a significant share of firms´ performance; reinforcing that companies should investments in supply chain practices. Radanliev (2015), in its turn, develops a framework based on the supply chain architecture, design, and engineering literature that offers guidelines on how practitioners can decompose and build a green-field (new and non-existent) supply chain. We also have three papers on specific supply chain strategies. Pereira and Silva (2015) and Bradaschia and Pereira (2015), for instance, explore the concept of supply chain resilience and its antecedents. With the use of case studies, the former shows how the management of buyer and supplier interfaces, of risk, and of knowledge can enhance resilience in a supply chain while the latter adds that flexibility is also a vital enabler of supply chain resilience. Ferreira, Bertan and Pimenta (2015) then show the importance of inter-organizational integration to achieve the outcomes expected by companies.
This volume also counts with papers focused on logistic services, transportation, and inventory management - key decision areas in supply chain management. Liane Okdinawati, Simatupang and Sunitiyoso (2015) review the literature on collaborative transportation management and suggest areas for future research in the field and Yang (2015) provides an overview of the third-party logistics providers in the United States for investigating how the industry has evolved to meets customers' needs in an environment marked by global supply chains. Finally, this issue has a technical note on a stochastic two-echelon model to solve the petrol station replenishment problem. This model offers insights on how firms can devise a replenishment policy to minimize inventory costs, in the long run, given the demand pattern.
For more information on this issue, visit the FGV Library System: http://bit.ly/2livlzW
International Journal of Engineering Research and DevelopmentIJERD Editor
Electrical, Electronics and Computer Engineering,
Information Engineering and Technology,
Mechanical, Industrial and Manufacturing Engineering,
Automation and Mechatronics Engineering,
Material and Chemical Engineering,
Civil and Architecture Engineering,
Biotechnology and Bio Engineering,
Environmental Engineering,
Petroleum and Mining Engineering,
Marine and Agriculture engineering,
Aerospace Engineering.
Practices and ideas of supply chain management evolve and change fast. Modern information
and communication, for instance. The study is based on SCM's analysis as a business and industry. This
study provides a comprehensive investigation of attitudes, practises and designs based on the categories.
In order to handle supply chain management, we are exploring particular questions about SCD
integration, the instrument for planning and control and communication. The following are the key
results. To what extent SCM strategy and controls are used to improve suppliers and customers. The key
probity of SCM is cost efficiency, volume as well as delivery speed. It is also considered as an essential
input to the selection process of supply chain partners, now businesses want us to speed up the SC
operation through technology usage
The Simulation of the Supply Chain in an Investment Company by Genetic Algori...Mohammad Ali Arjamfekr
Nowadays, the supply chain is considered as the most effective element among the economic and manufacturing enterprises and the reason of its foundation is the increase of the pressures by the customer demands on high quality and quick service. Time management in the supply chain causes quick service and the enhancement of customers’ satisfaction level that is the most important component for managing waiting reduction time. After the selection of the suitable supplier, the amount of optimal order of each one of the suppliers must be obtained, implementing using the multi-objective planning models. Thus the purpose of this study is to investigate the simulation of the supply chain in an investment company by genetic algorithm and PSO. This work is done using the multi-objective model design, with the purposes of reducing existing costs in chain, as well as maximizing the purchased materials’ quality from the suppliers.
Economic analysis of lead time using value stream mapping (vsm) in company o...Jéssica M. Miloco
Artigo de conclusão de curso!
Embora o presente estudo esteja limitado a uma análise do fluxo do valor de uma empresa específica do ramo de bens de capital de Sorocaba, constatou-se que a ferramenta VSM pode ser aplicada de forma diferenciada nos diversos níveis das organizações, auxiliando inclusive na tomada de decisões estratégicas.
Hybrid Supply Chains in Emerging Industrial Countries: The Case of the Mexica...Advanced Value Group, LLC
This presentation was part of the conference held by Dr. Cedillo, PhD from ITESM University. This conference was presented for the Institute of Industrial Engineers, Chapter Guadalajara.
Supply chain implications and challenges for new business models within the C...Anna Aminoff
Presentation slides in Euroma Sustainability Forum 2017
Abstract: The Circular Economy concept drives innovative practices and business models targeting sustainable economic growth while increasing resource efficiency. In supply chain management literature, sustainability has been framed frequently with economic performance as main goal rather than sustainability. Our research aims at bringing together supply chain research and industrial cases inspired on circular economy. Our selected industrial cases are companies performing new ways of creating value from previously wasted materials. Our results indicate that there are significant challenges in the structure and processes of today’s supply chains. Yet, there are ways to overcome these, including close collaboration within the supply chain.
A MODEL FOR PRICING USED PRODUCTS AND REPLACEMENT PARTS IN REVERSE LOGISTICSijmvsc
A unique specification in remanufacturing is the uncertainty of returned flows. This makes the coordination
between supply and demand difficult for the firm. As a result, remanufacturers typically use pricing tools to
control the return flow of used products.
In this study, a model is presented for optimal quantity and price of used products and the price of used
products with replacement parts after collection and consolidation based on their quality levels. This model
was developed from the perspective of the remanufacturer and the consolidation center. When the
consolidation center receives the remanufacturer's demand, the consolidation center and the
remanufacturer use the proposed model for evaluating the optimal quantity and the acquisition price of
used products as well as the price provided by the remanufacturer to the consolidation center so that they
both reach maximum profit. The supply of used products is random. The presented model is an integer
nonlinear programming (INLP) model. Consequently, due to the complexity of the problem, The SA and GA
metaheuristic methods are used to solve the model
The current global situation in agribusiness is characterized by rapid changes and endless challenges under the influence of many factors, some of which compete unidirectional. Many countries are slowly reforming agricultural policies. This has helped to increase trade and the greater role of the private sector in agriculture vis-à-vis the state. The population growth, income and urbanization, changing crop culture, eating crops, declining crops to feed the population have contributed to rising global food prices. At the same time, consumer requirements related to safety, quality, convenience of trading are increasing and the differential between agricultural and commodity prices is constantly increasing due to the differences in the technological provision of the two production processes. The changed paradigm in the diet of produced, processed and, above all, health-safe but higher-priced and differentiated agricultural products has created opportunities for agricultural entrepreneurs to transform the goods into consumer-demanded products. Small, highly mobile family agribusiness has prompted greater private sector involvement in agriculture and focusing on the development and improvement of agricultural value chain chains (AVCs) in terms of quality, productivity, efficiency and depth. The value chains are formalized relationships between producer groups, dealers, processors, service providers and non-governmental organizations that unite to achieve productivity gains and added value to their activities. Individual added value is achieved by bringing together participants in a single value chain, and its participants increase competitiveness and are better able to maintain the level of this competitiveness through a culture of innovation.The limitations of each participant in the value chain are eliminated by establishing synergies and rules for communications along the chain, with the ultimate goal of achieving higher value. The main commercial advantages of stakeholders to engage as part of an effective value chain can be defined as:- The ability to reduce the cost of doing business; increasing revenue increasing market impact; -Enhancing access to technology, information and capital for the process of innovation in manufacturing and marketing in order to gain higher added value and ensure higher quality of customers. These and other important aspects of the functioning of value chains are the subject of research in this work. As a result, some conclusions are drawn about the place of the Balkan countries in the agribusiness development chains as well as the prospects for the development of the process in the whole.
Supply Chain Management implementations in Italian SMEs. A proposed taxonomyAndrea Payaro
Supply Chain Management (SCM) has become an integral part of strategy for all organisations irrespective of their size and sector in the present globalised and networked economy. This study is on analysing implementation of SCM and its effectiveness in a sample of 24 Italian Small and Medium Enterprises. Companies manufacture goods and belong to different sectors. The level of implementation of SCM in a small and medium-sized company has fundamental performance flexibility and reduce costs. The results of the analysis and implementation of SCM by several small-sized companies in Italy as well as the result of this work lead to companies achieving greater competitiveness in their particular market.
The aim of this paper is to develop a comprehensive taxonomy of supply chain management practices to provide better understanding of the complex relationship between the external and internal factors and SCM operational practices. Typology and/or taxonomy play a key role in the development of social science theories. The current taxonomies focus on a single or limited component of the supply chain. Furthermore, they have not been tested using different sample compositions and contexts, yet replication is a prerequisite for developing robust concepts and theories. This paper empirically replicates one such taxonomy extending the original study by (a) developing broad (containing the key components of supply chain) taxonomy and (b) broadening the sample by including a wider range of sectors and organisational size.
The research identifies a taxonomy that puts in evidence some common applications in a diagram with these two axes:
1) Drivers to SC integration;
2) Perceived switching costs.
This paper contributes to both the supply chain management literature and literature in the area of SMEs by identifying some important research areas which are linked to both fields. This paper helps both academics and managers to gain a better understanding of the complexity of supply chain management in manufacturing companies.
SUPPLIER SELECTION AND EVALUATION – AN INTEGRATED APPROACH OF QFD & AHPIJESM JOURNAL
In current scenario strong competitive pressure forces several organizations to available their products and services, cheaper, faster and improved than the rivals to their valuable customer. Managers have come to comprehend that they cannot do it individually without suitable vendors. Supply Chain Management empower the flows of material, information and funds in a association consisting of customers, suppliers, manufacturers and distributors, which beings raw materials, maintain by internal operations complete with distribution of finished goods. In the continually changing world, assortment of appropriate vender is facilitating in supply chain management, selection of right vendor is extremely useful part of purchasing department. This paper seeks to propose a methodology to integrate the Analytical Hierarchy Process (AHP) for right supplier selection and evaluation and Quality Function Deployment (QFD) analysis to enhance the effectiveness of outsourcing decisions. A selection that combines the subjective factors and objective factors and attitude of the decision maker decide the best supplier in the supply chain management system. The proposed integrated model could be used for supplier selection, which involves several quantitative and qualitative factors. Also could be used to determining the optimum order quantity. The propose method is a group decision making approach which shadows the traditional approaches of supplier selection.
which supply chain strategies can guarantee higher manufacturer’s operational...INFOGAIN PUBLICATION
Due to the fact that scientists and practitioners alike have interested on the leveraging manufacturing companies’ operational performance, this research examined which supply chain strategies promise manufacturers higher operational performance. Later on, we clarified whether suitable resources can play an important role in the mentioned causal relationshipsas a moderator and improve the impact of the strategies on operational performance. This study is a descriptive-exploratory research in which primary data was collected from 80 Malaysian manufacturing companies. Bivariate Correlation and Multiple Regression in SPSS was applied for analyzing data. Output showed that many suppliers, few suppliers, and keiretsu network strategies enable manufacturers to achieve satisfactory level of operational performance; but, vertical integration. More importantly, suitable resources can leverage the effect of just vertical integration strategy on operational performance.
In this paper we present a taxonomy of supply chain and logistics innovations, which is based on an extensive literature survey. Our primary goal is to provide guidelines for choosing the most appropriate innovations for a company, such that the
company can outrun its competitors. We investigate the factors, both internal and external to the company, that determine the applicability and effectiveness of the listed innovations. We support our suggestions with real world cases reported in literature.
http://research.sabanciuniv.edu.
The Simulation of the Supply Chain in an Investment Company by Genetic Algori...Mohammad Ali Arjamfekr
Nowadays, the supply chain is considered as the most effective element among the economic and manufacturing enterprises and the reason of its foundation is the increase of the pressures by the customer demands on high quality and quick service. Time management in the supply chain causes quick service and the enhancement of customers’ satisfaction level that is the most important component for managing waiting reduction time. After the selection of the suitable supplier, the amount of optimal order of each one of the suppliers must be obtained, implementing using the multi-objective planning models. Thus the purpose of this study is to investigate the simulation of the supply chain in an investment company by genetic algorithm and PSO. This work is done using the multi-objective model design, with the purposes of reducing existing costs in chain, as well as maximizing the purchased materials’ quality from the suppliers.
Economic analysis of lead time using value stream mapping (vsm) in company o...Jéssica M. Miloco
Artigo de conclusão de curso!
Embora o presente estudo esteja limitado a uma análise do fluxo do valor de uma empresa específica do ramo de bens de capital de Sorocaba, constatou-se que a ferramenta VSM pode ser aplicada de forma diferenciada nos diversos níveis das organizações, auxiliando inclusive na tomada de decisões estratégicas.
Hybrid Supply Chains in Emerging Industrial Countries: The Case of the Mexica...Advanced Value Group, LLC
This presentation was part of the conference held by Dr. Cedillo, PhD from ITESM University. This conference was presented for the Institute of Industrial Engineers, Chapter Guadalajara.
Supply chain implications and challenges for new business models within the C...Anna Aminoff
Presentation slides in Euroma Sustainability Forum 2017
Abstract: The Circular Economy concept drives innovative practices and business models targeting sustainable economic growth while increasing resource efficiency. In supply chain management literature, sustainability has been framed frequently with economic performance as main goal rather than sustainability. Our research aims at bringing together supply chain research and industrial cases inspired on circular economy. Our selected industrial cases are companies performing new ways of creating value from previously wasted materials. Our results indicate that there are significant challenges in the structure and processes of today’s supply chains. Yet, there are ways to overcome these, including close collaboration within the supply chain.
A MODEL FOR PRICING USED PRODUCTS AND REPLACEMENT PARTS IN REVERSE LOGISTICSijmvsc
A unique specification in remanufacturing is the uncertainty of returned flows. This makes the coordination
between supply and demand difficult for the firm. As a result, remanufacturers typically use pricing tools to
control the return flow of used products.
In this study, a model is presented for optimal quantity and price of used products and the price of used
products with replacement parts after collection and consolidation based on their quality levels. This model
was developed from the perspective of the remanufacturer and the consolidation center. When the
consolidation center receives the remanufacturer's demand, the consolidation center and the
remanufacturer use the proposed model for evaluating the optimal quantity and the acquisition price of
used products as well as the price provided by the remanufacturer to the consolidation center so that they
both reach maximum profit. The supply of used products is random. The presented model is an integer
nonlinear programming (INLP) model. Consequently, due to the complexity of the problem, The SA and GA
metaheuristic methods are used to solve the model
The current global situation in agribusiness is characterized by rapid changes and endless challenges under the influence of many factors, some of which compete unidirectional. Many countries are slowly reforming agricultural policies. This has helped to increase trade and the greater role of the private sector in agriculture vis-à-vis the state. The population growth, income and urbanization, changing crop culture, eating crops, declining crops to feed the population have contributed to rising global food prices. At the same time, consumer requirements related to safety, quality, convenience of trading are increasing and the differential between agricultural and commodity prices is constantly increasing due to the differences in the technological provision of the two production processes. The changed paradigm in the diet of produced, processed and, above all, health-safe but higher-priced and differentiated agricultural products has created opportunities for agricultural entrepreneurs to transform the goods into consumer-demanded products. Small, highly mobile family agribusiness has prompted greater private sector involvement in agriculture and focusing on the development and improvement of agricultural value chain chains (AVCs) in terms of quality, productivity, efficiency and depth. The value chains are formalized relationships between producer groups, dealers, processors, service providers and non-governmental organizations that unite to achieve productivity gains and added value to their activities. Individual added value is achieved by bringing together participants in a single value chain, and its participants increase competitiveness and are better able to maintain the level of this competitiveness through a culture of innovation.The limitations of each participant in the value chain are eliminated by establishing synergies and rules for communications along the chain, with the ultimate goal of achieving higher value. The main commercial advantages of stakeholders to engage as part of an effective value chain can be defined as:- The ability to reduce the cost of doing business; increasing revenue increasing market impact; -Enhancing access to technology, information and capital for the process of innovation in manufacturing and marketing in order to gain higher added value and ensure higher quality of customers. These and other important aspects of the functioning of value chains are the subject of research in this work. As a result, some conclusions are drawn about the place of the Balkan countries in the agribusiness development chains as well as the prospects for the development of the process in the whole.
Supply Chain Management implementations in Italian SMEs. A proposed taxonomyAndrea Payaro
Supply Chain Management (SCM) has become an integral part of strategy for all organisations irrespective of their size and sector in the present globalised and networked economy. This study is on analysing implementation of SCM and its effectiveness in a sample of 24 Italian Small and Medium Enterprises. Companies manufacture goods and belong to different sectors. The level of implementation of SCM in a small and medium-sized company has fundamental performance flexibility and reduce costs. The results of the analysis and implementation of SCM by several small-sized companies in Italy as well as the result of this work lead to companies achieving greater competitiveness in their particular market.
The aim of this paper is to develop a comprehensive taxonomy of supply chain management practices to provide better understanding of the complex relationship between the external and internal factors and SCM operational practices. Typology and/or taxonomy play a key role in the development of social science theories. The current taxonomies focus on a single or limited component of the supply chain. Furthermore, they have not been tested using different sample compositions and contexts, yet replication is a prerequisite for developing robust concepts and theories. This paper empirically replicates one such taxonomy extending the original study by (a) developing broad (containing the key components of supply chain) taxonomy and (b) broadening the sample by including a wider range of sectors and organisational size.
The research identifies a taxonomy that puts in evidence some common applications in a diagram with these two axes:
1) Drivers to SC integration;
2) Perceived switching costs.
This paper contributes to both the supply chain management literature and literature in the area of SMEs by identifying some important research areas which are linked to both fields. This paper helps both academics and managers to gain a better understanding of the complexity of supply chain management in manufacturing companies.
SUPPLIER SELECTION AND EVALUATION – AN INTEGRATED APPROACH OF QFD & AHPIJESM JOURNAL
In current scenario strong competitive pressure forces several organizations to available their products and services, cheaper, faster and improved than the rivals to their valuable customer. Managers have come to comprehend that they cannot do it individually without suitable vendors. Supply Chain Management empower the flows of material, information and funds in a association consisting of customers, suppliers, manufacturers and distributors, which beings raw materials, maintain by internal operations complete with distribution of finished goods. In the continually changing world, assortment of appropriate vender is facilitating in supply chain management, selection of right vendor is extremely useful part of purchasing department. This paper seeks to propose a methodology to integrate the Analytical Hierarchy Process (AHP) for right supplier selection and evaluation and Quality Function Deployment (QFD) analysis to enhance the effectiveness of outsourcing decisions. A selection that combines the subjective factors and objective factors and attitude of the decision maker decide the best supplier in the supply chain management system. The proposed integrated model could be used for supplier selection, which involves several quantitative and qualitative factors. Also could be used to determining the optimum order quantity. The propose method is a group decision making approach which shadows the traditional approaches of supplier selection.
which supply chain strategies can guarantee higher manufacturer’s operational...INFOGAIN PUBLICATION
Due to the fact that scientists and practitioners alike have interested on the leveraging manufacturing companies’ operational performance, this research examined which supply chain strategies promise manufacturers higher operational performance. Later on, we clarified whether suitable resources can play an important role in the mentioned causal relationshipsas a moderator and improve the impact of the strategies on operational performance. This study is a descriptive-exploratory research in which primary data was collected from 80 Malaysian manufacturing companies. Bivariate Correlation and Multiple Regression in SPSS was applied for analyzing data. Output showed that many suppliers, few suppliers, and keiretsu network strategies enable manufacturers to achieve satisfactory level of operational performance; but, vertical integration. More importantly, suitable resources can leverage the effect of just vertical integration strategy on operational performance.
In this paper we present a taxonomy of supply chain and logistics innovations, which is based on an extensive literature survey. Our primary goal is to provide guidelines for choosing the most appropriate innovations for a company, such that the
company can outrun its competitors. We investigate the factors, both internal and external to the company, that determine the applicability and effectiveness of the listed innovations. We support our suggestions with real world cases reported in literature.
http://research.sabanciuniv.edu.
Taxonomies of patterns of innovation give a dominant role to large firms, and are often based on empirical studies that exclude micro firms. This paper proposes an empirical taxonomy of the innovative firms at the bottom of the size distribution, based on a new survey of 1,234 small firms and micro firms in the Netherlands, in both manufacturing and services. These firms differ not only in their innovative activities, but also in their business practices and strategies – such as management attitude, planning and external orientation – that they use to achieve innovation. The taxonomy identifies four categories of small innovative firms: science-based, specialised suppliers, supplier-dominated and resource-intensive. It suggests a more diverse pattern of innovation of small firms than in Pavitt’s (1984) taxonomy, a pattern that is shared by both manufacturing and services firms. Finally, the research shows that taxonomies can be effectively used to map differences in the rates, sources and nature of innovation, with the differences in the business strategies of innovative firms.
DEA-Based Benchmarking Models In Supply Chain Management: An Application-Orie...ertekg
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/data-envelopment-analysis/
Data Envelopment Analysis (DEA) is a mathematical methodology for benchmarking a group of entities in a group. The inputs of a DEA model are the resources that the entity consumes, and the outputs of the outputs are the desired outcomes generated by the entity, by using the inputs. DEA returns important benchmarking metrics, including efficiency score, reference set, and projections. While DEA has been extensively applied in supply chain management (SCM) as well as a diverse range of other fields, it is not clear what has been done in the literature in the past, especially given the domain, the model details, and the country of application. Also, it is not clear what would be an acceptable number of DMUs in comparison to existing research. This paper follows a recipe-based approach, listing the main characteristics of the DEA models for supply chain management. This way, practitioners in the field can build their own models without having to perform detailed literature search. Further guidelines are also provided in the paper for practitioners, regarding the application of DEA in SCM benchmarking.
Please go through the Review Article and submit a summary of.pdfkitty811
Please go through the Review Article and submit a summary of 500-800 words to include.
a. Focal points discussed regarding SCM.
b. Important issues and challenges concerning supply chain management.
c. Important conclusion drawn for improving overall supply chain performance.
plz solve asap I want this with in 2 hours
Abstract India is becoming a global manufacturing hub. Increasing demand in domestic and
international markets is opening a new world of opportunities for the Indian Industry. Increasing
competition, due to globalization is making inevitable for the Indian industries to provide cost
effective quality output with stringent delivery schedules. Issues in supply of inferior quality,
delayed supply, unwarranted cost escalation, etc. would adversely impact the credibility and
business potential of the Indian industry. Amongst many difficulties faced by Indian manufacturers,
supply chain disruption management is a major issue, which can result in large tangible and non-
tangible losses. In current study lot of research has been done to understand what the Supply
Chain Management is and how it is affecting organizations, what are different challenges and it
can be proved as a tool for improving overall performance in today's global competitive
environment. Keywords: Supply chain management. 1. Introduction his suppliers and through his
suppliers' suppliers and so on back. By having the program driven by the customer, it is In the
current competitive scenario supply chain hoped that inventories, caused by uncertainties and
slow management assumes a significant importance and calls response, will be significantly
eliminated. While there are for serious research attention, as companies are challenged sales
incentives to major suppliers with the carrot of with finding ways to meet ever-rising customer
category management or similar programs, the success of expectations at a manageable cost. To
do so, businesses supply chain management rests with logistics. must search out which parts of
their supply-chain process are not competitive, understand which customer needs are Functional
areas of Logistics: not being met, establish improvement goals, and rapidly 1. Network Design
implementnecessaryimprovements.2.InformationTechnology The term 'supply chain management'
has not only 3. Transportation been used to explain the logistics activities and the 4. Inventory and
Storage planning and control of materials and information flows 5. Warehousing internally within a
company or externally between 6. Materials Handling, Loading and unloading companies
(Christopher 1992, Cooper et al.,1997 and 7. Packaging and Re-packaging Fisher, 1997).
Researchers have also used it to describe strategic, inter organizational issues (Cox, 1997,
Harland It should be noted that supply chain management has both et al., 1999), to discuss an
alternative organizational form "hard" (i.e., technical) and "soft" (i.e., people) aspects, to vertical
integration (Thorelli ,1986 H.
Lean thinking literature review and suggestions for future researchWorld-Academic Journal
The research provides a literature overview from a timespan of more than 60 years with articles historically and thematically organized about the application of “Lean thinking” (LT) concept and the main research findings through different industries. Lean thinking is an important but yet still under researched aspect of strategic management. By collecting research records from ISI web of knowledge naming directly the lean thinking issue; 34 Web of science records, 10 Medline records and 2 Chinese citation database records were found. Results show that the main focus areas on lean thinking researches are mainly applied in health care industry (with the 48% of the collected records) followed by manufacturing industry (17%), construction (10%), product development (7%), training and education (7%) and supply chain (2%). Other industries (9%) are also starting to apply lean thinking philosophy according to the particularities of their domain. We find research gaps and provide directions for further investigation.
Implications Of Human Resource Variables On Supply Chain Performance And Comp...CSCJournals
This paper proposes a conceptual model indicating the effect of Human Resource (HR) variables on supply chain (SC) performance and to suggest best approach suited for Indian manufacturing organizations, in general, and automotive industries, in particular. This study is a part of a larger research project exploring SC related practices. The methodology of critical evaluation involved literature review of empirical research articles on performance measurement, SCM and HR practices. A critical analysis is carried out so as to identify research gaps in content of effect of HR on performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of the role of human involvement on overall SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The study is limited to supply chains of the automotive industries and their ancillaries located in Malwa region of M.P., India. Further research can be carried out by using data of various supply chains located in other parts of India to generalize the research. Also, other sectors and industries can be included.
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ARTICLE IN PRESS
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Technovation 26 (2006) 1147–1161
www.elsevier.com/locate/technovation
Agile manufacturing: Industrial case studies in Spain
Daniel Vázquez-Bustelo
�
, Lucı́a Avella
Departamento de Administración de Empresas y Contabilidad, Facultad de Ciencias Económicas y Empresariales, Universidad de Oviedo (Spain),
Avda. Cristo s/n, 33071 Oviedo, Spain
Abstract
Changes in the business environment are leading firms to adopt a new production model termed agile manufacturing. This moves away
from the traditional mass production paradigm and focuses on manufacturing highly customised products as and when customers
require them. In this paper, we present an initial approach to agile manufacturing based on case studies on four factories in Spain.
Despite different activities, products and production processes, similar trends were found in all four in the development of agile
manufacturing. Based on the conclusions of the case studies, an agile manufacturing conceptual model has been drawn up and a number
of hypotheses inferred. This work confirms the suitability of case study methodology in the early stages of research, especially for
drawing up hypotheses. The study presented here is of an exploratory nature and the conclusions drawn from it offer possible routes for
future research in the field of agile manufacturing.
r 2005 Elsevier Ltd. All rights reserved.
Keywords: Agile manufacturing; New paradigm; Spain; Case study research; Hypotheses
1. Introduction
The concept of agile manufacturing was originally
introduced in the report entitled ‘‘21st Century Manufac-
turing Enterprise Strategy’’ and published by the Iacocca
Institute of Lehigh University (Goldman and Nagel, 1991)
as an option for managing firms in a dynamic world. Since
then, it has been adopted by researchers, managers and
consultants as the last stage in the evolution of manufac-
turing models or systems. However, perhaps because the
concept of agile manufacturing is at the developmental
phase, it has been surrounded by considerable confusion.
The term agile manufacturing is sometimes incorrectly
used to refer to concepts such as flexible manufacturing,
lean production or mass customisation. Additionally, while
the interest of agile manufacturing for firms has been
widely disseminated, its relation with performance has not
been empirically validated. This paper therefore attempts
to analyse the drivers, practices and results of agility in
order to offer an initial approach to agile manufacturing.
We carried out exploratory research work based on case
e front matter r 2005 Elsevier Ltd. All rights reserved.
chnovation.2005.11.006
ing author. Tel.: +34 985106216; fax: +34 985103708.
esses: [email protected] (D. Vázquez-Bustelo),
es (L. Avella).
study methodology, analysing the context and degree of
practical application of agile manufacturing in four
factories in Spain. In par ...
Food supply chain management:
systems, implementations, and
future research
Ray Zhong and Xun Xu
Department of Mechanical Engineering,
University of Auckland, Auckland, New Zealand, and
Lihui Wang
Department of Production Engineering,
KTH Royal Institute of Technology, Stockholm, Sweden
Abstract
Purpose – The purpose of this paper is to review the food supply chain management (FSCM) in terms of
systems and implementations so that observations and lessons from this research could be useful for
academia and industrial practitioners in the future.
Design/methodology/approach – A systematical and hierarchical framework is proposed in this paper to
review the literature. Categorizations and classifications are identified to organize this paper.
Findings – This paper reviews total 192 articles related to the data-driven systems for FSCM. Currently,
there is a dramatic increase of research papers related to this topic. Looking at the general interests on FSCM,
research on this topic can be expected to increase in the future.
Research limitations/implications – This paper only selected limited number of papers which are
published in leading journals or with high citations. For simplicity without generality, key findings and
observations are significant from this research.
Practical implications – Some ideas from this paper could be expanded into other possible domains so that
involved parties are able to be inspired for enriching the FSCM. Future implementations are useful for
practitioners to conduct IT-based solutions for FSCM.
Social implications – As the increasing of digital devices in FSCM, large number of data will be used for
decision-makings. Data-driven systems for FSCM will be the future for a more sustainable food supply chain.
Originality/value – This is the first attempt to provide a comprehensive review on FSCM from the view of
data-driven IT systems.
Keywords Case studies, Food supply chain management, Review, Data-driven systems,
Implementations, IT systems
Paper type Literature review
1. Introduction
Food industry plays an important role in providing basics and necessities for supporting
various human activities and behaviors (Cooper and Ellram, 1993). Once harvested or
produced, the food should be stored, delivered, and retailed so that they could reach to the
final customers by due date. It was reported that about one-third of the produced food has
been abandoned or wasted yearly (approximately 1.3 billion tons) (Manning et al., 2006).
Two-third of the wasted food (about 1 billion tons) is occurred in supply chain like
harvesting, shipping and storage (Fritz and Schiefer, 2008). Take fruit and vegetables for
example, such perishable food was wasted by 492 million tons worldwide in 2011 due to the
Industrial Management & Data
Systems
Vol. 117 No. 9, 2017
pp. 2085-2114
Emerald Publishing Limited
0263-5577
DOI 10.1108/IMDS-09-2016-0391
Received 22 September 2016
Revised 11 November 2016
Accepted 25 December 2016
The curre.
Achieving Agility Using Cladistics: An Evolutionary AnalysisIan McCarthy
To achieve the status of an agile manufacturer, organisations need to clearly understand the concept of agility, relative to their industrial and business circumstances and to then identify and acquire the appropriate characteristics which will result in an agile manufacturing organisation. This paper is not simply another discussion on the definition of agility, or a philosophical debate on the drivers and characteristics of agility. This paper presents an evolutionary modelling technique (cladistics) which could enable organisations to systematically manage and understand the emergence of new manufacturing forms within their business environment. This fundamental, but important insight is valuable for achieving successful organisational design and change. Thus, regardless of the industrial sector, managers could use cladistics as an evolutionary analysis technique for determining ``where they have been and where they are now''. Moving from a non-agile manufacture to an agile manufacture is a process of organisational change and evolutionary development. This evolutionary method will enable organisations to understand the landscape of manufacturing possibilities that exist, to identify appropriate agile forms and to successfully navigate that landscape.
On August 29, 2005, Hurricane Katrina devastated New Orleans and t.docxhopeaustin33688
On August 29, 2005, Hurricane Katrina devastated New Orleans and the Gulf coast. Proctor & Gamble coffee manufacturing, with brands such as Folgers that get over half of their supply from sites in New Orleans, was severely impacted by the hurricane. Six months later, there were, as a P&G executive told the New York Times “still holes on the shelves” where P&G’s brands should be. Given your new insights from supply chain management, how would you solve/avoid a situation like this?
Module 2 - Case
Supply Chain Design
Case Assignment
Welcome to the second case study for this course.
Assignment: Please read the article below (available through ProQuest), then in a 3-4 page paper discuss the article and integrated supply chains.
Assignment Expectations
The authors of the article do a pretty good job of explaining the concept but I would like you to tell me what they mean in your own words. What is an integrated supply chain? What are the key elements/challenges in an integrated supply chain? What are the specific benefits to firms that implement superior supply chain management?Write a 3-4 page paper, using the same format as module one.
Integrated supply chains to be exploredAlan Johnson. Manufacturers' Monthly. Sydney: May 2007. It is attached
Abstract:
"The key challenge is to integrate supply chain capabilities to provide a seamless solution from potential design through to end delivery. End users are looking for a complete supply chain where there is single accountability and responsibility for delivery," said O'[Brien].
Module 2 - Background
Supply Chain Design
The following information will give you a good background on the importance of having a properly designed supply chain. Please review the information presented below to assist you with the assignments. I encourage you to surf the internet for more information on supply chain design.
Required Materials
You are not required to read all of these articles, but you may if you wish to choose to read several to further your knowledge. You are encouraged to surf the internet to gather additional resources in order to research your topic more thoroughly.
Start off this module by reviewing the article below on Supply Chain Design.
Beamon, B. M. (1998). Supply Chain Design and Analysis: Models and Methods. International Journal of Production Economics, 55(3), 281-294. Accessed August 10, 2009, at http://www.sclgme.org
The ProQuestdata base provides the articles below concerning changing supply chains and supply chain security.
Johnson, A., (2007). Integrated supply chains to be explored. Manufacturers' Monthly. Sydney. Available in the Trident Online Library.
Rogers, D., Lockman, D., Schwerdt, G., O'Donnell, B., & Huff, R., (2004). Supply Chain Security. Material Handling Management, 59(2), 15-18. Available in the Trident Online Library.
Supply Chain Design and Analysis:
Models and Methods
Benita M. Beamon
University of Washington
Industrial Engineering
Box 352650
Seattle, WA 98195.
* Corresponding author. Tel.: #1-203-528222; fax: #1-203-404175.
European Journal of Purchasing & Supply Management 6 (2000) 67}83
Supply chain management: an analytical framework
for critical literature review
Simon Croom!,*, Pietro Romano", Mihalis Giannakis!
!Warwick Business School, University of Warwick, Coventry CV4 7AL, UK
"Department of Management and Engineering, University of Padua, Vicenza, Italy
Abstract
There can be little dispute that supply chain management is an area of importance in the "eld of management research, yet there
have been few literature reviews on this topic (Bechtel and Mulumudi, 1996, Proceedings of the 1996 NAPM Annual Academic
Conference; Harland, 1996, British Journal of Management 7 (special issue), 63}80; Cooper et al., 1997). This paper sets out not to
review the supply chain literature per se, but rather to contribute to a critical theory debate through the presentation and use of
a framework for the categorisation of literature linked to supply chain management. The study is based on the analysis of a large
number of publications on supply chain management (books, journal articles, and conference papers) using a Procite( database from
which the literature has been classi"ed according to two criteria: a content- and a methodology-oriented criterion. ( 2000 Elsevier
Science Ltd. All rights reserved.
Keywords: Supply chain management; Supply networks; Buyer}supplier relationships
1. Introduction
This paper is a &thought paper' and arose from our
discussions about the nature of the academic study of
supply chain management, a conversation that has in-
deed been on going for a number of years (see Croom and
Saunders, 1995). Our concern was with the nature of
research in supply chain management, and more speci"-
cally with exactly what would constitute the domain of
supply chain management as a management discipline.
From these discussions this paper developed in order to
present a basis for our debate and development around
the "eld of supply chain management by attempting to
consolidate current learning, identify possible gaps, and
thereby pose possible future directions for development.
Our contention that supply chain management should
begin to be seen as a discipline in much the same way as
marketing (Malhotra, 1999) has been seen as contentious,
not least by early reviewers of the paper, yet we stand by
this claim, citing Long and Dowells (1989) argument that
`2disciplines are distinguished by the general (disci-
pline) problem they addressa (cited in Tran"eld and Star-
key, 1998). What we set out to establish in this paper is in
fact the general problem domain of supply chain manage-
ment, thereby, we hope, contributing to the development
of a discipline in supply chain management. Tran"eld
and Starkey also note the underlying `soft, applied, di-
vergent and rurala nature of management research, and
further argue that there is a real need in any "eld of social
research to identify the cogniti ...
Dea-based benchmarking models in supply chain management: an application-orie...Gurdal Ertek
Data Envelopment Analysis (DEA) is a mathematical methodology for benchmarking a group of entities in a group. The inputs of a DEA model are the resources that the entity consumes, and the outputs of the outputs are the desired outcomes generated by the entity, by using the inputs. DEA returns important benchmarking metrics, including efficiency score, reference set, and projections. While DEA has been extensively applied in supply chain management (SCM) as well as a diverse range of other fields, it is not clear what has been done in the literature in the past, especially given the domain, the model details, and the country of application. Also, it is not clear what would be an acceptable number of DMUs in comparison to existing research. This paper follows a recipe-based approach, listing the main characteristics of the DEA models for supply chain management. This way, practitioners in the field can build their own models without having to perform detailed literature search. Further guidelines are also provided in the paper for practitioners, regarding the application of DEA in SCM benchmarking.
http://research.sabanciuniv.edu.
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A taxonomy of supply chain innovations
1. Başar, A., Özsamlı, N., A. E. Akçay, G. Kahvecioğlu, Ertek., G. (2011). “A taxonomy of supply
chain innovations”. African Journal of Business Management. 5(30), pp. 11968-11977, 30
November, 2011.
Note: This is the final draft version of this paper. Please cite this paper (or this final draft) as
above. You can download this final draft from http://research.sabanciuniv.edu.
A taxonomy of supply chain innovations
Ayfer Başar, Nihan Özşamlı, Alp Eren Akçay, Gökçe Kahvecioğlu, Gürdal Ertek
Faculty of Engineering and Natural Sciences, Sabanci University,
Orhanli, Tuzla, 34956, Istanbul, Turkey
2. ABSTRACT
In this paper, a taxonomy of supply chain and logistics innovations was developed
and presented. The taxonomy was based on an extensive literature survey of both
theoretical research and case studies. The primary goals are to provide guidelines
for choosing the most appropriate innovations for a company and helping
companies in positioning themselves in the supply chain innovations landscape.
To this end, the three dimensions of supply chain innovations, namely the goals,
supply chain attributes, and innovation attributes were identified and classified.
The taxonomy allows for the efficient representation of critical supply chain
innovations information, and serves the mentioned goals, which are fundamental
to companies in a multitude of industries.
Keywords: Supply chain innovations, logistics innovations, supply chain
technology, service innovations, supply chain taxonomy, innovation taxonomy.
INTRODUCTION
As global competition comes into prominence, companies have to find new and innovative ways
to survive in the harsh conditions of the global market (Cefis and Marsili, 2005). Companies
must adapt to the limitless changes in their local environments, as well as the global economy.
Survival depends the robustness of the companies against the changes, the trends and diverse
unpredictable situations, which requires flexible adoptaion through novel approaches.
A supply chain is the set of entities and processes involved in connecting the firm to its
customers (Harrison, 2005). A well-designed and operated supply chain is one of the significant
3. determinants of survival among competition, if not the distinguishing factor (Chopra and
Meindl, 2007). Increasing the supply chain performance is possible by means of adapting the
supply chain organization to the changes of the market, through novel strategies and practices,
namely through innovations. Innovation can be defined as the “generation of a new idea and its
implementation into a new product, process, service” or organizational structure (Urabe, 1998).
Schumpeter, referred to as the “father of innovation”, identifies innovation as the critical
dimension of economic change throughout history (Schumpeter, 1934). This brings about the
concept of supply chain innovation, which covers all the innovative activities that increase the
effectiveness of a company’s supply chain and bring competitive advantage to the company
(Chapman et al., 2003; Roy et al., 2004; Flint et al., 2005).
In this study, we concentrate on the supply chain and logistics innovations as a whole and
construct a three-dimensional taxonomy of supply chain innovations. Taxonomies essentially
provide classifications of body of knowledge in a certain field, structuring the existing facts
within a unified framework (McCarthy and Keith, 2000). Even though independent taxonomies
of supply chains and innovations exist literature, to the best of our knowledge, a comprehensive
taxonomy of supply chain innovations does not currently exist.
The goal is that the presented taxonomy framework brings fresh perspectives to this field,
guiding both researchers and practitioners in understanding, adopting, and initiating supply
chain innovations. The presented taxonomy has been constructed after a thorough investigation
of both research papers in literature and highlighted case studies. The objective is to help and
guide firms in positioning and planning their supply chain innovations in accordance with their
desired goals (first dimension), the attributes of their supply chains (second dimension), and
their innovative capabilities, priorities and proficiencies (third dimension). The study provides
this guidance in the paper through two unique contributions: 1) As a methodological
contribution, it introduces the three dimensions of supply chain innovations, 2) As a practical
contribution, it maps best practices in the investigated case studies onto these three dimensions,
demonstrating how the taxonomy can be used.
4. Supply Chain Innovation
Supply chain strategy is vital for the firms to gain competitive advantages. Within the supply
chain activities, numerous different processes are included, such as products, information, and
cash flows, which are required to work collaboratively and share among different entities of the
supply chain (Chopra and Meindl, 2007). The main objective of a company is to make its
products or services available to its customers with minimum cost and highest market value.
The organization of its supply chain plays the leading role in achieving this goal, since it is
directly related with the time, quantity, specification, and price at which the final customer
reaches the product or service (Levi and Kaminsky, 2003). In case of a change in the market
conditions, the appropriate innovations depending on the supply chain structure can be useful
in order to readjust to these new conditions. Innovations are implemented in supply chain
activities such as distribution, marketing, storage, manufacturing, and other areas included
within the scope of the supply chain (Ohba et al., 2000; Shin, 2000; Harland et al., 2001; Naim
and Barlow, 2002; Trinekens et al., 2003; Roy et al, 2004; Treville, 2004; Evans et al, 2006;
Wiskerke and Roep, 2007). Since the supply chain consists of all steps until the product reaches
the end-user, innovations within the supply chain have become especially vital in order to
acquire a competitive advantage (Bhatnagar and Sohal, 2003; Chapman and Corso, 2005;
Panayides, 2006; Flint, 2008; Skipper et al., 2009).
LITERATURE OVERVIEW
The study presents the literature related with supply chain innovations under three categories.
First, it reviews the literature on innovation. Then we review the literature on supply chain
5. innovations, including the case studies. Finally, the study summarizes the literature on supply
chain taxonomies and related taxonomies, relating these taxonomies to the study.
Innovation
Being a highly popular concept in today’s business world, innovation is heavily investigated in
terms of many aspects such as methods, reasons, and tools. In his classic Mastering the
Dynamics of Innovation book, Utterback (1996) claims that adapting the initial product to
demand deviations and market opportunities by a systematic methodology of innovation carries
companies to the leadership position in being the most stable to changes. Utterback (1996) also
emphasises the use of technology for competitive advantage and introduces the concept of
innovation management. These claims, together with the reported successes of best practices,
have greatly motivated our research, urging us to contribute to the innovation processes through
a systematic understanding of the domain.
Feldman (2002) underlines the innovation’s dependence on knowledge and claims that product
innovations gather technologic and scientific knowledge in the process of gaining market
knowledge. He also introduces the linear model of innovation in which scientific discovery,
product development, and market introduction precede one another. Acs and Audretsch (1990)
investigate innovation in the small firms versus the big firms: they compare the concentration of
innovation with the characteristics of industries by the scale of the size of the firms. They
analyze innovation output in both small and large firms operating within highly competitive
industries, and they conclude that small and large scaled firms respond differently to the change
of market conditions. There exists an extensive literature that investigates the various aspects of
innovation and the management of innovation. The research papers can be found in journals
such as Technovation, Research Policy, and Journal of Technology Management. In recent years
6. innovation has turned out to be the main focus of governments as well as firms. The classic
reference in this subject is OECD’s Oslo Manual (1995).
Supply Chain Innovations
In this study, we focus on new supply chain strategies and supply chains’ relations with novel
business models and innovations. Previously published papers about supply chains mainly
focused on market orientation and customer focused structures. Harland et al. (2001)
introduces a multitude of business situations and offered supply network structures that enable
advantages to the firms. The paper presents several real world cases such as Benetton, Toyota,
and Nissan and provides insight into their supply chain strategies. Trinekens et al. (2003) focus
on two international food supply chains in Africa, investigating the spill-over effect for
innovations in supply chains.
An industrial study by Ohba et al. (2000) focuses on logistics in the film manufacturing
industry. This paper centers on the logistic operations in the manufacturing system and
measures the performance of their newly constructed system. In a similar study of the supply
chain in relation to the demand chain concept, Treville (2004) focuses on a Nordic pulp and
paper manufacturer’s supply chain management case. The aim is to provide lead-time reduction
and sufficient information flow through the supply chain. The paper concludes with theoretical
insights. Another view of the modelling of the supply chains came from Beamon (1998). The
paper gives detailed information about the supply chain models in then exisiting literature and
provided supply chain performance measures in different papers.
Richey (2005) focuses on the relationship between reverse logistics and innovation within the
supply chain at the strategic and operational levels. Chapman and Soosay (2002) suggest and
emphasize the construction of a supply chain model that continuously supports innovative
operations. One other issue in Chapman and Soosay's paper concerns the use of technology. The
7. claim is that the implementation of new technologies brings not only efficiency and
effectiveness, but also improvement in service quality. The paper presents data about the
information flow in the supply chain and how suppliers learn from customers and customers
from suppliers, claiming that every stage in the supply chain should have an innovative
structure.
Taxonomies of Supply Chains and Innovations
A taxonomy has been offered for supply chains by Chandra and Tumanyan (2005), the
generalization of planning problems in supply chain management. Capar et al. (2004) introduce
a supply chain management taxonomy structure that includes definitions. We adopt and extend
the structure in their taxonomy in our supply chain attributes dimension. Similar to this study,
Hamber (2000) focuses on tactical distribution strategies in the combat area within military
logistics. The paper presents a detailed analysis of the distribution operations and offers to a
method of classification, which endeavores to predict the outcomes.
Clemons and Aron (2002) a study online distribution, constructing a taxonomy of channel
structures and determining the attributes for ideal channel structure. A taxonomy of
information technologies services is presented by Stern and Davis (2003). The paper views
information technology models as service models and compared the features of these service
models, in order to develop a taxonomy.
None of the aforementioned taxonomies encompass supply chain innovations. Our taxonomy
combines the three important dimensions in supply chain innovations, namely goals, supply
chain attributes, and innovation attributes.
8. Taxonomy for Supply Chain Innovations
The taxonomy of supply chain innovations consists of three dimensions. These dimensions help
to determine the classification of supply chain innovations in relation to the supply chain
characteristics and the goals of the companies. The fundamental goal is to answer the question
“What kind of supply chains can have what kind of innovations in order to accomplish what
kind of goals?” and the study needs the mentioned three dimensions in order to answer this
three-dimensional problem. Firstly, it lists the goals the firms try to reach when they pursue
supply chain innovations. Secondly, it creates a taxonomy of supply chain attributes that show
how supply chains differ from each other. The study analyzes case studies reported in literature
and in the Supply Chain Innovation Award (SCIA), and taxonomy papers (especially Capar et
al., 2004) to construct an extensive classification of attributes of supply chains. Then, as the
final dimension, the study classifies the innovations based on their attributes. These three
dimensions in the taxonomy are shown in Tables 1, 2, and 3, together with data from case
studies that report companies that were finalists for the Supply Chain Innovations Award (SCIA)
by the Council of Supply Chain Management Professionals (CSCMP).
When the attributes take continous values, we discretize the value set into two or three possible
values, labeled with fuzzy pronouns such as low and high. One reason for this discretization is to
preserve compactness, wheras the other is to introduce the fuzzy terms that can be used to
describe the values for these attributes. Still, the original continous values for the attributes,
where available, should always be collected, stored, and presented, in addition to the fuzzy
pronouns. In selecting the fuzzy values for the attributes, we introduced subjective boundaries
based on the distribution of the attribute values in the complete set of case studies.
Dimension One: Supply Chain Innovation Goals
Companies implement supply chain innovations with varying goals and priorities in mind.
These innovation goals can depend on the firm itself, but the supply chain and innovation
9. attributes being used can also have a significant impact. While a company may focus on service
augmentation by the help of supply chain innovations, another company may emphasize the
cost reduction (operational efficiency), standardization, better flexibility or adaptation to the
market changes. Other goals can be listed as expanding revenue, improving customer
satisfaction (service quality), increasing product quality, and achieving better strategic planning.
Table 1 lists the supply chain innovation goals as proposed in the taxonomy.
<< TABLE 1 COMES ABOUT HERE>>
Dimension Two: Supply Chain Attributes
The study classifies the supply chain attributes into three main categories: Market attributes,
supply chain attributes, and product attributes. The classification of supply chain attributes in
our taxonomy is given in Table 2.
The first category, market attributes, includes the competitive structure which has three
subcategories: the market structure of the supply chain can be monopolistic, including only one
firm serving in the corresponding market; oligopolistic, which means that there are a few firms
serving the majority of the customers; and highly competitive, meaning that many firms are
serving many customers. The number of companies competing in the market and the share of
these companies in the total market capitalization determines the competitiveness structure of
the market. The second subcategory of the market attributes is the size of the service market.
This can be measured through market capitalization and grouped as large markets (that is, total
market capitalization is larger than $ 200 Billion), medium markets (that is, total market
capitalization is larger than $ 20 B but less than $ 200 B) and small markets (that is, total
market capitalization less than $20 B).
10. << TABLE 2 COMES ABOUT HERE>>
The second category includes the supply chain attributes themselves. There are three
subcategories under supply chain attributes. The first one is the scale of the supply chain, taking
values of global or local. The second subcategory is the inventory turnover, which measures the
speed at which inventory is converted to financial inflow. Inventory turnover is used very
extensively in practice. Inventory turnover ratios of the companies are classified as high and
low, representing the ratios with more than or equal to 7 and less than 7, respectively. The third
subcategory is the focus of the supply chain, which can be either efficiency or agility. It is
possible to claim that if a company manufactures products that are sold in high amounts to a
large public, efficiency is the priority of the supply chain. On the other hand, if the price is not
the primary concern for the consumers but swift delivery and availability are much more
appreciated, supply chain planners focus on the agility. Number of days Cost of Goods Sold
(CGS) in inventory is the fourth subcategory. It is the average inventory from the last two
balance sheets divided by the per day cost of goods (i.e. the annual cost of goods divided by 365).
Companies are classified under two groups according to their number of days CGS in inventory:
high and low. Greater or equal to 50 is considered high, and less than 50 is considered low.
The third category covers the product attributes of the supply chain. This category has eight
attributes. First is the stage in life cycle of the product, whereby the product of the supply chain
can be at any of the four stages: introductory, growth, maturity, and decline. Therefore, supply
chain attributes and the strategy and innovations may differ in accordance with the phase the
product or service is in. The second attribute is the marketing life length, which can be long or
short. For instance, marketing life length of a newly introduced cell phone is shorter than a soft
drink. The third attribute is the shelf life of the product. It is also classified as long and short
depending on the timeframe at the end of which a product spoils, or becomes unusable in
another way. The fourth attribute is the demand structure. This attribute has a significant effect
on the supply chain structure because the supply chain is constructed according to the
deliveries. This attribute takes one of three possible values: certain demand with few
fluctuations, uncertain demand, and project type ordering. The fifth attribute within the product
11. attributes category is the customer structure. Customer attributes play significant role in the
selection of a company’s supply chain strategies. Here there are three possible values:
companies, individual consumers, or both of them. The sixth attribute involves the
manufacturing/service attributes, and branches into several sub attributes. The first sub
attribute under here is the order cost: it can be high or low, and this is a relative score which
varies according to the sophistication of the product and the sales channels. The second sub
attribute is the inventory holding cost, which can be classified as high or low. The third sub
attribute is the transportation cost: the higher the transportation cost, the more critical the
supply chain becomes in shaping the success or failure of the company in its industry. While
categorizing the companies according to the transportation cost, the study takes into account the
transportation cost as a fraction of the total value of the product. For instance, transportation
cost for packaged food is higher than a complex industrial machine due to the high price of the
latter. The seventh subattribute under product attributes is the profit margin, which takes the
values of high or low. In mapping the case studies onto the taxonomy, the study takes the profit
margin of 10% as the threshold level. The eighth attribute is the specifications of the product.
This attribute can take one of the following four values: durable goods (cars, electronic
equipment, and furniture), perishable goods (food), shopping goods, and raw materials
(products of the suppliers).
Dimension Three: Innovation Attributes
The attributes of innovations can be categorized depending on various attributes, such as in
which business function (where) the innovations are made, which tools are used for the
innovations, the extent of change owing to these innovations, at which decision level the
innovations are incorporated, at which supply chain stage these innovations are implemented. A
of innovation attributes is given in Table 3.
12. First, companies should determine the supply chain stage where the innovation will be
developed. This can be in process, organization, or product/ service design. If the firm decides to
focus on the processes while implementing innovations, it has to define clearly which processes
must be improved such as warehousing and transportation, manufacturing, purchasing,
packaging, and customer service. The innovations related to each of these processes require
different know-how and have different results for the company and its supply chain partners. If
the company wants its innovations to highlight the structure of the organization, the alterations
in the structural models, and the management and leadership methods, the tasks and roles of
workers become highly important for this firm. Alternatively, the innovations can be done in the
design of the products or processes to receive higher quality and better performance.
<< TABLE 2 COMES ABOUT HERE>>
After deciding where the innovations will be executed, companies should also determine the
tools used for innovations. If the innovations are knowledge-based, then different knowledge-
based tools and methods such as knowledge retrieval, knowledge sharing, knowledge transfer,
or knowledge storage will be evaluated by the company, and the most appropriate one(s) will be
selected for use in the innovations. If the firm gives high importance to the relationship
networks, it can use Customer Relationship Management (CRM), Supplier Relationship
Management (SRM), Business Buyer Relationship Management (BBRM), or Vendor
Relationship Management (VRM) in accordance with its supply chain and business strategies.
In many innovations, technology, including the usage of Internet, Electronic Data Interchange
(EDI), Radio Frequency Identification (RFID), and other Information Technology (IT) is a
necessity.
Furthermore, companies should determine the extent of the change caused by the innovations.
The study will list these from bottom up: Renewal innovations are implemented when the
products or services reach their decline stage in their life cycles. Incremental innovations, which
13. are the most common type of innovations, consist of small changes made for the enlargement of
the companies, and they generally prevent big changes in the product, process, or service.
Architectural innovations improve the ongoing processes and products to expand the
productivity. Radical innovations focus thoroughly on the new product and process types rather
than improving the current ones. At the extreme, transformational innovations create entirely
new types of products and processes.
The planning horizon at which the implementation of the innovations occurs can be determined
by looking at the relationship of the supply chain and business strategies. The planning horizon
can be strategic, tactical, or operational.
The final consideration is the supply chain stage involved in the innovation: The innovation can
mainly focus on one or more of the supply chain partners consisting of customer, retailer,
distributor, manufacturer, and supplier. Although, these partners work together in the supply
chain, the innovation emphasized on a specific one will typically have its impacts on the others.
DEMONSTRATION
The taxonomy developed in the paper is now demonstrated through the mapping of recent
innovation success stories onto the three dimensions of goals, supply chain attributes, and
innovation attributes.
14. Data Source
The case studies that we investigated thoroughly came from the finalists of the Supply Chain
Innovation Award (SCIA), organized by the Council of Supply Chain Management Professionals
(CSCMP). Even though there are other case studies that we have examined, we will map only the
case studies from SCIA finalists onto the taxonomy structures of supply chain attributes and
innovation attributes. We examined these companies and organizations according to their
supply chain attributes and supply chain innovation attributes, as classified in the previous
section. We subsequently constructed a dataset, which is presented in the tables. The financial
data and other company data have been obtained from the Forbes.com website. The data
extracted from the case studies will hereafter be referred to as the SCIA dataset.
Nearly all the companies that are listed as finalists of SCIA have increased their efficiency and
potential market, reached higher customer satisfaction levels, achieved higher profit rates with
on-time deliveries, or have reduced their operational costs by using the innovations. The finalist
companies and organizations for 2005-2010 have been used in constructing the taxonomy, and
the data for 2010 finalists are displayed in Tables 1, 2, and 3, demonstrating the taxonomy.
Mapping the Case Studies onto the Taxonomy Dimensions
In the methodology section, we provided the three dimensions and taxonomies within each
dimension, for investigating the companies in terms of supply chain attributes, supply chain
innovation attributes, and innovation goals. Next, relevant data of the companies of the case
studies have been carefully collected, and the values for each of the attributes in each of the
dimensions have been assigned. If an case study exhibits a particular attribute value, the
15. corresponding cell of that firm is marked with an “X” similar to the analysis in the supply chain
landscape.
It would be favorable to have the values for every attribute of every company for all the three
dimensions. However, it proved to be very time consuming and difficult to achieve this during
the data collection process, and it proved impossible to collect some of the data, especially for
supply chain attributes. The validation of completeness with earlier data was facilitated through
a scatter plot visualization, with the companies on the x axis, and the attributes on the y axis. On
the other hand, each company may or may not have a value for all of the attributes in dimension
three, innovation attributes, since each company may focus on different areas to improve its
performance and industry position. The data for the first dimension, the innovation goal
attribute, has to be complete: Each company must have at least one innovation goal.
It is critical to remain consistent about the assumptions and decision criteria in evaluating
different companies in terms of the supply chain and innovations attributes. Achieving this
consistency was the most time consuming part of the data collection process, and required many
cross checks and revisions. Table 2 gives a sample supply chain innovations analysis for the
SCIA dataset.
Using the Taxonomy
The taxonomy can be used by companies for benchmarking with their competitors, for mapping
their existing supply chain innovations, and for positioning and planning their future
innovations. For example, a company interested in Intel can read the following from Table 1:
The goal of the innovation reported for Intel in the 2010 SCIA dataset aimed at achieving
efficiency through reducing costs, improving customer satisfaction, and allowing for better
strategic planning. Other critical information is encoded in Table 3: The innovation involved
16. inventory management in manufacturing. The innovation aimed at developing a new structure
for the task and roles of the workers. The tools used in the innovation were mainly knowledge-
oriented, covering all aspects of knowledge management. The relationship network that was
covered was the vendor network (VRM, vendor relations management) and a radical change was
brought to the way the vendor relations were managed. The vendors of Intel involved in the
scope of this innovation were the retailers, and the innovation was at the manufacturer stage of
the supply chain.
CONCLUSION AND FUTURE RESEARCH
In this study, we presented a structured approach for the analysis and interpretation of supply
chain innovations. The taxonomy in the paper allows companies to position themselves in
relation to the best practicing companies and competitors in their industries, by mapping their
goals, supply chain structures, supply chain innovation attributes, and goals to the three
dimensions it contains.
It is possible to summarize the contributions and future research of this study in terms of four
main topics: the study presented a taxonomy for mapping supply chain innovations and the
implementation of this structured framework by using real world data and answered the
questions with respect to the data collection, data consistency check, and decision making in
subjective matters by the demonstration of making assumptions and subjective judgements.
In this study, what was focused on was the framework to understand supply chains and related
innovations. Moreover, the study illustrated the application of this structured framework by
using sample company and supply chain innovation case studies obtained from CSCMP
(CSCMP). In order to get further insights about various industries and supply chain innovation
characteristics belonging to them, richer and more detailed company data (that is, large
numbers of companies from diverse industries emphasizing supply chain innovations) can be
used to maximize the benefits achieved by the use of our taxonomy. Finally, once extensive
17. representative data has been collected, the collected data in the three dimensions can be
analyzed to discover actionable knowledge, such as patterns, gaps, and trends.
As another future research, the supply chain attributes and innovations presented in the article
can be further analyzed in the context of supply chain integration (Chopra and Meindl, 2007).
One possible research question would be identifying the supply chain structures that empede or
enhance supply chain integration.
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21. Table 1 . SCIA dataset mapped onto the (Supply Chain) Innovation Goals dimension
1
2
3
4
5
6
Navistar
IPCSubway
Intel
SGIFootwear
PepsiBottling
Group
Amyway
1.1. Service Augmentation X X
1.2. Efficiency in cost reduction X X X X X X
1.3. Standardization X
1.4.
Better flexibility and adaptation to market
changes X
1.5. Expanding revenue X X
1.6. Improving customer satisfaction X X X
1.7. Reducing defect rate X
1.8. Better strategic planning X X X X
22. Table 2. SCIA dataset mapped onto the Supply Chain Attributes dimension
2.1.Marketattributes
2.1.1. competitiveness structure
2.1.1.1.
highly
competitive
2.1.1.2. oligopolistic X X X X X
2.1.1.3 monopolistic X
2.1.2. size of the service market
2.1.2.1.
large number
of customers X X X X
2.1.2.2.
a few number
of customers X X
2.1.3. market growth rate 2.1.3.1.
high growth
rate X X
23. 2.1.3.2. stable X X X
2.1.3.3.
negative
growth X
1.2.Supply
ChainAttributes
2.2.1. scale of the supply chain
2.2.1.1. global X X X X X
2.2.1.2. local X
2.2.2. inventory turnover
2.2.2.1. high X X
2.2.2.2. low X X X
2.2.3. focus of the supply chain
2.2.3.1. efficiency X X X X
2.2.3.2. agility X X
2.2.4
number of days cost of goods sold
(CGS)
2.2.3.3. high X X X
2.2.3.4 low X X
2.3.ProductAttributes
2.3.1. stage in life cycle
2.3.1.1. introductory
2.3.1.2. growth X X X X X
2.3.1.3. maturity X
2.3.1.4. decline
24. 2.3.2. marketing life length
2.3.2.1. long X X X X
2.3.2.2. short X X
2.3.3. shelf life
2.3.3.1. long X X X X
2.3.3.2. short X X
2.3.4. demand structure
2.3.4.1.
certain
demand with
little
fluctuation X X X X X
2.3.4.2.
uncertain
demand X
2.3.4.3.
project type
ordering
2.3.5. customer structure
2.3.5.1. firms X X X X
2.3.5.2.
individual
customers X X
25. 2.3.5.3.
both
individuals
and firms
2.3.6.
manufacturingandservice
attributes
2.3.6.1. order cost
2.3.6.1.1. high X
2.3.6.1.2. low X X
2.3.6.2.
inventory
holding cost
2.3.6.2.1. high X
2.3.6.2.2. low X X X
2.3.6.3.
transportation
cost
2.3.6.3.1.
high (with
risks) X X
2.3.6.3.2. low X X
2.3.6.4.
manufacturingcost
2.3.6.4.1.
materi
al cost
2.3.6.4.1.1. high X X
2.3.6.4.1.2. low X X X
2.3.6.4.2.
costs
of asset
2.3.6.4.2.1. high X
2.3.6.4.2.2. low
2.3.6.4.3. energy 2.3.6.4.3.1. high
26. cost 2.3.6.4.3.2. low X X
2.3.6.4.4.
labor
cost
2.3.6.4.4.1. high
2.3.6.4.4.2 low X X
2.3.7. profit structure
2.3.7.1.
high profit
rate X X X X X
2.3.7.2.
low profit
rate X
2.3.8. specifications
2.3.8.1.
durable
goods X X X X X
2.3.8.2.
perishable
goods X X
2.3.8.3.
shopping
goods
2.3.8.4. raw materials
27. Table 3. SCIA dataset mapped onto the (Supply Chain) Innovations dimension
1
2
3
4
5
6
Navistar
IPCSubway
Intel
SGIFootwear
PepsiBottlingGroup
AMWAY
3.1. Where the
innovation is done
3.1.1. Process
3.1.1.1. warehousing & transportation X X X X
3.1.1.2. manufacturing X X
3.1.1.3 purchasing
3.1.1.4 packaging X X
3.1.1.5 customer service
3.1.1.6. inventory management X X X
3.1.2. Organization
3.1.2.1. structural models X X
3.1.2.2. management and leadership X X X
28. methods
3.1.2.3. task and roles of workers X X X
3.1.3. Product Design or Service Design
3.2 Tools used for
innovation
3.2.1. Knowledge
3.2.1.1. knowledge retrieval X X
3.2.1.2. knowledge sharing X X X X X
3.2.1.3. knowledge transfer X X X X X
3.2.1.4. knowledge storage X
3.2.2.
Relationship
Networks
3.2.2.1. CRM
3.2.2.2. SRM X X
3.2.2.3. BBRM
3.2.2.4. VRM X X X X X X
3.2.3. Technology
3.2.3.1. Internet X
3.2.3.2. EDI X
3.2.3.3. RFID X
3.2.3.4. other usage of IT X X X X X
29. 3.3. Extent of Change
3.3.1. Transformational
3.3.2. Radical X
3.3.3. Architectural
3.3.4. Incremental X X X X X
3.3.5. Renewal
3.4. Decision Level
3.4.1. Strategic X X
3.4.2. Tactical X X X X
3.4.3. Operational
3.5 Supply chain stage
3.5.1. Customer
3.5.2. Retailer X X X X X
3.5.3. Distributor X X X X X
3.5.4. Manufacturer X X
3.5.5. Supplier