Enterprise systems and demand chain management: a cross-sectional field study

2014 ◽  
Vol 15 (3) ◽  
pp. 151-161 ◽  
Author(s):  
Ravi Seethamraju
Keyword(s):  
Field Study ◽  
Enterprise Systems ◽  
Cross Sectional ◽  
Chain Management ◽  
Demand Chain ◽  
Demand Chain Management

Buffet Effect Simulation Model on Demand Chain Management

2010 ◽  
Vol 44-47 ◽  
pp. 688-692
Author(s):  
Xiao Yan Wang ◽  
Jian Sun
Keyword(s):  
Supply Chain ◽  
Side Information ◽  
Bullwhip Effect ◽  
Chain Management ◽  
Demand Chain ◽  
Supply Chain Efficiency ◽  
Demand Fluctuations ◽  
Partner Collaboration ◽  
Transmission Ability ◽  
Demand Chain Management

Bullwhip effect means the magnification of demand fluctuations, which is evident in a supply chain when demand increases and decreases, while the concept of Demand Chain Management means to make the planning on the basis of the demand side information so as to solve the problem of inconsistent upstream and downstream information by means of partner collaboration in the supply chain. Demand chain emphasizes the customer demand as its core value so as to achieve the best balance between the supply chain efficiency and customer satisfaction. Compared with the supply chain, the demand chain advises the enterprise to strengthen the information transmission ability to promote the performance. Under the demand chain management, the extent of bullwhip effect are weakened, and the fluctuation range against demand chain management is lower than against traditional supply chain.

On-Demand Online Real Estate Information System

2013 ◽  
Vol 4 (3) ◽  
pp. 42-67
Author(s):  
Emna Cherif
Keyword(s):  
Real Estate ◽  
Management System ◽  
Value Added ◽  
Chain Management ◽  
Demand Chain ◽  
Supply Chain Management System ◽  
Estate Management ◽  
Real Estate Management ◽  
Functional Components ◽  
Demand Chain Management

Internet is helping change the structure of the residential real estate industry by offering new services in the system aiming to enhance the facilities provided to the user. This would enhance the demand chain management. The first purpose of this paper is to illustrate these changes by specifying the functional components of the demand chain management system for online real estate. The author uses a formal specification language to model the interaction between the online real estate management system, the new entities and the other actors. The proposed online real estate management system includes advanced modules that can be bundled together, creating differentiation and enhancing the value chain. The second objective is to propose a simplified implementation architecture for an integrated demand and supply chain management system for online real estate services. The author chose an open source Customer Relationship Management system as a platform to manage some of the online real estate modules. Other value-added modules are integrated from third-party providers using their open interfaces.

Continuous Demand Chain Management

2011 ◽  
pp. 163-182 ◽  
Author(s):  
Merrill Warkentin ◽  
Akhilesh Bajaj
Keyword(s):  
Chain Structure ◽  
Third Party ◽  
Structured Interviews ◽  
Senior Managers ◽  
Chain Management ◽  
Demand Chain ◽  
New Business ◽  
Model C ◽  
Continuous Demand ◽  
Demand Chain Management

The demand side of supply chain management has drawn considerable research attention, with focus on disintermediation and syndication models. In this chapter, we evaluate new business models for establishing a continuous demand chain structure to streamline the logistics between the vendor and its direct consumers. The Continuous Demand Chain Management (CDCM) model of E-Commerce is one in which the physical products for sale are delivered directly to the customer without the use of a third party logistics provider, such as a common carrier, and in which the physical product may be continuously “pulled” from the seller. We present three submodels of CDCM. The CDCM Model A applies to business-to-consumer (B2C) online sellers of physical goods who own or control their own delivery vehicles, and may provide further services to extend the value proposition for the buyer. The online grocer is a typical example of businesses in this category. The CDCM Model B applies to business-to-business (B2B) sellers of physical goods, who also own a significant portion of their delivery fleet and deliver goods on demand to local distributors or business customers. Office supply E-Merchants provide an example of this model. The CDCM Model C applies to businesses that typically provide virtually instantaneous delivery of third party goods to consumers or businesses. Businesses in this category own or control their own delivery fleet and add value by delivering items within very short periods of time, usually one-hour delivery. In order to analyze these models, we conducted structured interviews with key senior managers of one representative business each in the CDCM Model A and Model B categories. We extensively surveyed recent literature on companies in the CDCM Model C category. We use the results of our study to analyze different aspects, such as revenue streams, cost structure, and operational peculiarities of businesses following the CDCM model and, finally, discuss the long-term viability of the sub models.

Reinventing the wheel? A critical view of demand-chain management

2014 ◽  
Vol 43 (6) ◽  
pp. 1012-1025 ◽  
Author(s):  
Juliana Bonomi Santos ◽  
Simona D'Antone
Keyword(s):  
Chain Management ◽  
Critical View ◽  
Demand Chain ◽  
Demand Chain Management

scholarly journals Demand chain management: a previsão estatística como principal técnica no processo de gerenciamento da demanda

Exacta ◽  
2013 ◽  
Vol 11 (1) ◽  
pp. 101-114
Author(s):  
Cesar Mangabeira Barbosa ◽  
Carlos Alberto Chaves
Keyword(s):  
Chain Management ◽  
Demand Chain ◽  
Demand Chain Management

Este artigo é resultado de uma pesquisa survey sobre o gerenciamento da demanda, sendo este entendido como o processo estruturado de planejar, priorizar, influenciar e comunicar a demanda. O objetivo neste trabalho é identificar a principal técnica utilizada pelas empresas no gerenciamento da demanda, justificado pela necessidade de melhorar o processo de previsões nessas empresas. A metodologia neste estudo foi abordagem quali-quantitativa, nível de investigação aplicado e foco exploratório. Os dados foram coletados na internet entre os dias 23 de janeiro de 2012 e 2 de abril de 2012, por meio de um questionário que foi respondido, nesse intervalo, por 50 representantes de empresas. Uma descoberta importante foi que as empresas mantêm alta prioridade para previsão estatística, e baixa, para técnicas como detecção automática de outlier e análise de canibalização.

scholarly journals Demand chain management - The evolution

ORiON ◽  
2012 ◽  
Vol 27 (1) ◽  
Author(s):  
D Ericsson
Keyword(s):  
Chain Management ◽  
Demand Chain ◽  
Demand Chain Management
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