Supply and Demand Synchronization in Assemble-to-Order Supply Chains

2011 ◽  
pp. 81-103 ◽  
Author(s):  
Markus Ettl ◽  
Karthik Sourirajan ◽  
Pu Huang ◽  
Thomas R. Ervolina ◽  
Grace Y. Lin
Keyword(s):  
Supply Chains ◽  
Supply And Demand

scholarly journals Supply Chain Management and the Covid-19 Outbreak: Optimizing its Role for Indonesia

2020 ◽  
Vol 3 (2) ◽  
pp. 196-202
Author(s):  
Siti Amalia ◽  
Dio Caisar Darma ◽  
Siti Maria
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Supply And Demand ◽  
Chain Model ◽  
Chain Management ◽  
New Normal ◽  
Food Supply Chains ◽  
Long Time ◽  
Demand Patterns

At the beginning of the emergence of Covid-19, there was panic buying in Indonesia which caused an unusual situation in supply management. Although the handling of this epidemic has entered a "new normal", the availability of stocks of electronics, automotive, pharmaceuticals, food, and others is running low and out of control, so supply chain management is needed. The purpose of this article is to try to see the extent of the transformation in supply and demand in Indonesia. With this in-depth literature, the supply chain model is likely to transform globally, given that many companies are confused about management being unable to cope with drastic changes in the market. The demand patterns over the past period indicate a shift from offline to online storefronts. Even though it has now entered a transition to a new normal and shopping outlets are slowly opening up, online shopping or demand patterns are predicted to last a long time. Therefore, supply chain actors, especially farmers, logistics entrepreneurs, and shipping services, inevitably have to be able to quickly adapt to changing patterns in Indonesia. There is an imbalance between the demand and supply sides. Food supply chains tend to be unique in comparison to the supply chains of other products and services.

Building and Managing Modern E-Services

2010 ◽  
pp. 999-1023
Author(s):  
J. Hamilton
Keyword(s):  
Supply Chains ◽  
Balanced Scorecard ◽  
Supply And Demand ◽  
Value Chains ◽  
Chain Model ◽  
Value Networks ◽  
Fully Integrated ◽  
Structural Mechanism ◽  
Service Value ◽  
Development Cycle

This chapter addresses the development cycle of recent ‘services’ models. It considers that all products involve services and consequently maybe be considered as service systems. First, the issue of ‘services’ is described; next, the enhancement of ‘services’ via value creation is described, along with the progression from supply and demand chains, to value chains, to service value chains, and finally to service value networks. This progression pathway has developed over time, and has enabled ‘service’ and ‘e-service’ businesses to deliver and further develop competitive business solutions. The combinations of integrated, highly competitive, e-supply chains delivering the final ‘services’ suite to the frontline business seller moves the e-supply chain model to a more advanced level. Today, the recent concept of utilizing service value networks offers a key to future competitive solutions. Service value networks house fully integrated e-demand and e-supply chains working in harmony to the deliver both services and e-services. They are also highly agile and offer customer-induced flexible business solutions to customer requests. This chapter highlights the progression to service value networks. In addition it also offers the manager a balanced scorecard structural mechanism via which management controls over e-services and service value networks may be developed and maintained.

scholarly journals Risk Management: Rethinking Fashion Supply Chain Management for Multinational Corporations in Light of the COVID-19 Outbreak

2020 ◽  
Vol 13 (8) ◽  
pp. 173 ◽  
Author(s):  
May McMaster ◽  
Charlie Nettleton ◽  
Christeen Tom ◽  
Belanda Xu ◽  
Cheng Cao ◽  
...  
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Multinational Corporations ◽  
Information Exchange ◽  
Risk Mitigation ◽  
Supply And Demand ◽  
Supplier Relationships ◽  
Chain Management

Through an international business risk management lens, the widespread and catalytic implications of the 2020 COVID-19 pandemic on the supply chains (SCs) of fashion multinational corporations (MNC) are analyzed to contribute to existing research on supply chain management (SCM). While a movement towards agile, networked supply chain models had been in consideration for many firms prior to the outbreak, the pandemic highlights issues inherent in supply chains that employ concentrated production. We examined the current state of fashion supply chains, risks that have arisen historically and recently, and existing risk mitigation methods. We found that while lean supply chain management is primarily favored for its cost and waste reduction advantages, the structure is limited by the lack of supply chain transparency that results as well as the increasing demand volatility observed even before the COVID-19 outbreak. Although this problem might exist in the agile supply chain, agile supply chains combat this by focusing on enhancing communication and buyer-supplier relationships to improve information exchange. However, this structure also entails an associated increase in inventory and inventory costs. The COVID-19 pandemic has caused supply and demand disruptions which have resonating effects on supply chain activities and management, indicating a need to build flexibility to mitigate epidemic and demand risks. To address this, several strategies that firms can adopt to control for such risks are outlined and key areas for further research are identified which consider parties both upstream and downstream of the fashion supply chain.

scholarly journals A Responsive Pricing Grid Operator Sourcing from Competing Generators under Uncertain Supply and Demand

2019 ◽  
Vol 11 (15) ◽  
pp. 4061 ◽  
Author(s):  
Jiaping Xie ◽  
Lihong Wei ◽  
Weisi Zhang ◽  
Yu Xia ◽  
Jing Li
Keyword(s):  
Supply Chains ◽  
Stackelberg Game ◽  
Supply And Demand ◽  
Electricity Supply ◽  
Sourcing Strategy ◽  
Uncertain Supply ◽  
Renewable Energy Generation ◽  
Disruption Risks ◽  
Numerical Case Study

Electricity supply chains involve more sources of uncertainty than typical production and manufacturing supply chains, owing to the intermittent nature of renewable energy generation. Therefore, it is critical but challenging to mitigate supply disruption risks by improving management methods. The extant literature has mainly investigated the sourcing strategies of manufacturers with price-taking suppliers. Where there is an option to source from multiple generators, including regular but unreliable generators and reliable backup generators, a flexible sourcing strategy is usually regarded as the best tactic for the grid operator. Our objective is to evaluate the costs and benefits of flexible sourcing and sole sourcing when generators are strategic price-setters. In this paper, we develop a Stackelberg game with wholesale prices contingent on the dominant grid operator’s sourcing strategy. We describe and analyze the resulting equilibriums under different scenarios. The results show that the grid operator does not necessarily benefit from a backup generator and that the flexible sourcing mode is not in fact optimal, except when the disruption ratio of the unreliable generator is medium and the penalty-sharing ratio of the unreliable generator is low. The model is applied to a numerical case study of a real-word electricity supply chain to illustrate the validity and effectiveness of the proposed conclusions.

Building and Managing Modern E-Services

2009 ◽  
pp. 347-372
Author(s):  
John Hamilton
Keyword(s):  
Supply Chains ◽  
Balanced Scorecard ◽  
Supply And Demand ◽  
Value Chains ◽  
Chain Model ◽  
Value Networks ◽  
Fully Integrated ◽  
Structural Mechanism ◽  
Service Value ◽  
Development Cycle

This chapter addresses the development cycle of recent ‘services’ models. It considers that all products involve services and consequently maybe be considered as service systems. First, the issue of ‘services’ is described; next, the enhancement of ‘services’ via value creation is described, along with the progression from supply and demand chains, to value chains, to service value chains, and finally to service value networks. This progression pathway has developed over time, and has enabled ‘service’ and ‘e-service’ businesses to deliver and further develop competitive business solutions. The combinations of integrated, highly competitive, e-supply chains delivering the final ‘services’ suite to the frontline business seller moves the e-supply chain model to a more advanced level.Today, the recent concept of utilizing service value networks offers a key to future competitive solutions. Service value networks house fully integrated e-demand and e-supply chains working in harmony to the deliver both services and e-services. They are also highly agile and offer customer-induced flexible business solutions to customer requests. This chapter highlights the progression to service value networks. In addition it also offers the manager a balanced scorecard structural mechanism via which management controls over e-services and service value networks may be developed and maintained.

scholarly journals Concept for a Supply Chain Digital Twin

2020 ◽  
Vol 5 (6) ◽  
pp. 1498-1515 ◽  
Author(s):  
Sergey Yevgenievich Barykin ◽  
Andrey Aleksandrovich Bochkarev ◽  
Olga Vladimirovna Kalinina ◽  
Vladimir Konstantinovich Yadykin
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Supply And Demand ◽  
Point Of View ◽  
Normal Operation ◽  
Distribution Centers ◽  
Digital Twin ◽  
Operational Risks ◽  
Digital Twins ◽  
The Impact

There is currently a discussion going on in the scientific community about using digital twins and modeling to manage risks in the supply chains. This need for constructing digital twins is caused by the low reliability and stability of supply chains due to the faults in their operation. These faults are a result of risks in the supply chains which can be consolidated into two types. The first type is operational risks. These are the current risks of the supply chain itself caused by an uncer-tainty of supply and demand as well as by an obstructed flow of information along the supply chain. The second type is critical risks caused by force majeure. These risks disrupt the normal operation of the supply chain and critically reduce the most important performance indicators of the company such as annual income and profits. Risks happen due to natural or man-made causes such as fires and floods in the distribution centers or at production facilities, legal disputes with sup-pliers, strikes, terrorist attacks on logistics facilities and others. Dynamic simulation and analytical optimization are two dominant technologies for managing risks of the supply chains, which helps to increase their reliability and stability if failures occur. Through optimizing and simulating of the supply chains, companies can generate new information about the impact of failure and influence the supply chain and its performance by looking at various scenarios that simulate the locations of failures, the duration and recovery policies. An analysis of the literary sources shows that there is no single approach to build the concept for a supply chain digital twin. This article gives an overview of the literature according to this problem and offers the author's point of view on the concept for a supply chain digital twin.

Design of Robust Supply Chains

2013 ◽  
pp. 200-229 ◽  
Author(s):  
El-Houssaine Aghezzaf ◽  
Carles Sitompul
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Demand Uncertainty ◽  
Planning Process ◽  
Supply And Demand ◽  
Production Equipment ◽  
Placement Problem ◽  
Planning Decisions ◽  
Planning Models ◽  
Production Capacities

In a supply chain operating under uncertainty, a possible approach to reduce the complexity and scope of the planning process is to organize all involved critical planning decisions in a hierarchical structure. This chapter attempts to explore new ways of integrating production and scheduling plans in a complex supply chain taking into account effects of some specific uncertainty types. In particular, uncertainty types inherent to the demand and to the process or equipment are considered. To deal with demand uncertainty at the strategic level, the safety stock placement problem in supply chains with limited production capacities is investigated. Results of this analysis and its consequences at the design level are reported and discussed. At the tactical level, each stage in the supply chain generates its own aggregate plans in order to balance supply and demand. To deal with uncertainty at this level, some robust deterministic planning models are discussed. These models make use only of the readily available data, such as averages and standard deviations, related to the uncertain planning parameters. At the operational level, the issue of disaggregating the generated robust tactical plans into detailed plans is investigated. A model taking into account the progressive deterioration of the production equipment is discussed. The results of some simulations are also reported and discussed.

scholarly journals Cabbage Commodity Agribusiness Management

2021 ◽  
Vol 2 (5) ◽  
pp. 29-36
Author(s):  
Tonkham Phrommany ◽  
Jessica Philavong
Keyword(s):  
Supply Chains ◽  
Supply And Demand ◽  
Marketing System ◽  
Supply Networks ◽  
Agricultural Industry ◽  
Marketing Agency

The purpose of this research is to assess and evaluate the performance of the agribusiness system in relation to the Cabbage crop. The Agribusiness System is comprised of four (four) components: In the first place, there is the upstream agricultural industry. The marketing system that has been established is an ordinary marketing system, meaning that it provides complete autonomy to every marketing agency and producer farmer in the conduct of their individual enterprises. Supply networks for cabbage in general tend to be driven by the dynamics of supply and demand in the market, and are still predominated by conventional supply chains whose primary outlets are traditional marketplaces

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