Cash Flow- and Inventory-Oriented Coordination of the Supply Chain

2004 ◽  
pp. 221-243
Author(s):  
Christian Hofmann ◽  
Holger Asseburg
Keyword(s):  
Supply Chain ◽  
Cash Flow

Optimal cash flow and operational planning in a company supply chain

2008 ◽  
Vol 21 (4) ◽  
pp. 440-454 ◽  
Author(s):  
S. Bertel ◽  
P. Fenies ◽  
O. Roux
Keyword(s):  
Supply Chain ◽  
Cash Flow ◽  
Operational Planning ◽  
A Company

scholarly journals Material and Cash Flow in Two-Tier Supply Chain with Trade Credits and Defaults

2019 ◽  
Vol 12 (2-3) ◽  
pp. 119-134
Author(s):  
Mabel C. Chou ◽  
Chung-Piaw Teo ◽  
Yuan-Guang Zhong
Keyword(s):  
Supply Chain ◽  
Cash Flow ◽  
Trade Credits

Supply Chain and Economic Viability of Vanilla planifolia Andrew Production: A Case Study

2021 ◽  
Vol 14 (1) ◽  
Author(s):  
Humberto Banda Ortiz ◽  
Rodolfo Garza Morales ◽  
Katia Vázquez Trujillo Vázquez Trujillo
Keyword(s):  
Supply Chain ◽  
Cash Flow ◽  
Production Systems ◽  
Technological System ◽  
Value Stream Mapping ◽  
Mapping Technique ◽  
Vanilla Planifolia ◽  
Structured Interviews ◽  
Traditional System

Objectives: To characterize the supply chain of vanilla (Vanilla planifolia Andrew) inorder to detect areas which could be improved and to determine the economic viabilityof its production.Design/Methodology/Approach: The information was compiled through semi-structured interviews in a vanilla company. The Value Stream Mapping technique wasused to describe the supply chain. Additional databases were consulted in order toobtain information on the production and commercialization of vanilla. The economicviability of vanilla production was analyzed with IRR.Results: This case study had five phases in its supply chain. The IRR of cash flow inthe traditional and technological production systems were positive, although the IRR ofthe traditional system was greater even though it had lower production volumes.Study Limitations/Implications: It was observed that vanilla requires between 3 and 4years for its first harvest, independently of the production system, traditional ortechnological, which means that there are negative cash flow numbers during the firsttwo years in both systems, despite a positive IRR.Findings/Conclusions: The critical stage in the supply chain of the company studiedwas the production. The cash flow for the technological system was superior whencompared to the traditional system. However, the IRR for the technological system waslower, since the investment in shade cloth was not compensated by the discountedcash flows that could otherwise be obtained.

scholarly journals Using simulation-based system dynamics and genetic algorithms to reduce the cash flow bullwhip in the supply chain

2020 ◽  
Vol 58 (17) ◽  
pp. 5253-5279
Author(s):  
Ehsan Badakhshan ◽  
Paul Humphreys ◽  
Liam Maguire ◽  
Ronan McIvor
Keyword(s):  
Genetic Algorithms ◽  
Supply Chain ◽  
System Dynamics ◽  
Cash Flow ◽  
Simulation Based

scholarly journals Payment Mechanisms for Integrated Teams in Construction

2012 ◽  
Vol 8 (2) ◽  
pp. 1-10 ◽  
Author(s):  
Ibrahim Motawa ◽  
Ammar Kaka
Keyword(s):  
Supply Chain ◽  
Cash Flow ◽  
Construction Projects ◽  
Process Map ◽  
Flow Models ◽  
Payment Mechanisms ◽  
Fine Tune ◽  
A Performance

The overwhelming consensus for process andteam integration has emerged as an enabler tomanage construction projects. Theperformance of integrated teams is highlyaffected by the adopted payment mechanism.However, the payment mechanisms availablefor a project may need the team tocompromise in order to agree on a fairmechanism for as many members as possible.This paper introduces a methodology tosimulate the profiles of alternative paymentmechanisms. The methodology aims to helpproject teams define the most appropriatemechanism for each member. The proposedmethodology is therefore novel and superior toexisting cash flow models where the focus hasbeen limited to main contractors only. Topromote its use as a performance enablingmechanism, the methodology utilizes “theproject process map”, “the stakeholders &supply chain”, “the pricing method” and “thepayment mechanism”. This will act as an aid todesign or “fine-tune” payment mechanisms toindividual projects characteristics consideringpayment for off-site materials andcomponents, which always concerns projectfabricators and supply chain.

scholarly journals Supply Chain Finance and Financing Constraints on SMEs—An Empirical Analysis of Software Company

2020 ◽  
Vol 6 (2) ◽  
pp. p1
Author(s):  
Zhou Shihuai ◽  
Tianjiao Hu ◽  
Jun Chen ◽  
Xi Zhou
Keyword(s):  
Supply Chain ◽  
Empirical Analysis ◽  
Cash Flow ◽  
Software Industry ◽  
Third Party ◽  
Third Party Logistics ◽  
Flow Sensitivity ◽  
Software Company ◽  
Supply Chain Finance ◽  
Cash Flow Sensitivity

With the perspective of small and medium-sized enterprises in China, it has trouble getting financing. Based on cash - cash flow sensitivity model, this paper figures out the existence of financial constraints on SMEs in software industry and supply chain finance’s effect on it. The cash flow sensitivity of cash and supply chain finance’s effectiveness are evaluated using a large sample of listed companies on the SME boardfrom2008 to 2018. Through empirical analysis and robustness checks, it is concluded that SMEs in software industry have financing difficulties and supply chain finance can alleviate this financial dilemma to some extent. Furthermore, the essay analyzes risk points of three different forms of supply chain finance and puts forward some suggestions about risk management for small and medium-sized enterprises, bank and third-party logistics.

Cash Hedging in a Supply Chain

2019 ◽  
Vol 65 (8) ◽  
pp. 3928-3947 ◽  
Author(s):  
Panos Kouvelis ◽  
Xiaole Wu ◽  
Yixuan Xiao
Keyword(s):  
Supply Chain ◽  
Cash Flow ◽  
Cost Reduction ◽  
Cash Flows ◽  
Market Size ◽  
Flexibility Effect ◽  
Internal Funds ◽  
Cash Flow Volatility ◽  
The Cost ◽  
The Impact

We study hedging cash-flow risks in a supply chain where firms invest internal funds to improve production efficiencies. We offer a decomposition framework to capture the cost-reduction and flexibility effect of hedging. It allows us to understand how a firm’s hedging choice depends on its supply chain partner’s decision, and how such interaction is affected by supply chain characteristics such as market size, cash-flow volatility, and correlation. When firms’ cash flows are independent of each other, they are more likely to hedge with a larger market size. When cash flows are correlated, the impact of market size and volatility on firms’ hedging decisions presents multiple patterns, contingent on whether their risks amplify or offset each other. This paper was accepted by Gustavo Manso, finance.

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