Effects of in-house production on channel structures in a co-opetitive supply chain under supply uncertainty

Omega ◽  
2021 ◽  
pp. 102426 ◽  
Author(s):  
Feng LIN ◽  
Xibei QIN ◽  
Xujin PU ◽  
Weiwei ZHU ◽  
Xingxuan ZHUO
Keyword(s):  
Supply Chain ◽  
Supply Uncertainty ◽  
House Production ◽  
Channel Structures

scholarly journals Using a Modified SERVQUAL Approach to Assess the Quality of Supply Chain Services in Greek Online Supermarkets

Logistics ◽  
2021 ◽  
Vol 5 (4) ◽  
pp. 69
Author(s):  
Anastasia D. Mitropoulou ◽  
Giannis T. Tsoulfas
Keyword(s):  
Supply Chain ◽  
Substantial Improvement ◽  
High Quality ◽  
Customer Expectations ◽  
Turbulent Times ◽  
Logistics Services ◽  
Quality Of Supply ◽  
Online Shops ◽  
Channel Structures

Background: The purpose of this paper is to study customer satisfaction concerning orders from online supermarkets, which have recently boomed to fulfil the increased needs of customers during the COVID-19 pandemic. The service quality, as well as aspects of the logistics efficiency, are being examined, and the gaps between the expectations of people using these services and their perceptions about the received services are being evaluated. Methods: A modified approach of the well-known model SERVQUAL is suggested and used in the case of Greek online supermarkets. Thus, an initial contribution of this paper is the formulation of a framework which can be used to assess the quality of B2C logistics services. Results: The results show that customers’ expectations are exceeding their experiential perceptions in all the examined fields, and therefore there is room for substantial improvement. The study identified areas in which supermarkets’ online shops are close to meeting customer expectations and areas in which they fall far short. Conclusions: Competition is expected to become more intense and efficient supply chains that provide services of high quality will have a determinant role to play. Moreover, online supermarkets will have to rethink of their omni-channel structures to maintain and increase their market share. This is of particular importance during turbulent times such as the ones we are experiencing now.

Collaborative Demand and Supply Planning Networks

2012 ◽  
pp. 108-116
Author(s):  
Hans-Henrik Hvolby ◽  
Kenn Steger-Jensen ◽  
Erlend Alfnes ◽  
Heidi C. Dreyer
Keyword(s):  
Supply Chain ◽  
Research Council ◽  
Supply Chain Planning ◽  
Demand And Supply ◽  
Manufacturing Planning ◽  
Planning And Control ◽  
Exchange Information ◽  
Supply Planning ◽  
And Control ◽  
House Production

The focus of manufacturing planning and control has gradually expanded from (in-house) production activities towards all manufacturing and logistic activities in the supply chain. Planning of in-house operations is still very important, but the trends towards increased use of outsourcing and mass customisation require that customers and suppliers are able to exchange information frequently to cut down costs and lead time while quickly adapting their manufacturing and logistics operations to market/customer requirements. Many vendors offer systems to plan and control in-house operations, whereas only a few large vendors (such as Oracle, SAP and I2) offer supply chain planning systems. This limits the ability for SMEs to exploit the supply chain planning options. This chapter discuss current supply chain planning solutions and presents a more simple and adaptive concept to be used in both SMEs and larger enterprises. The research presented in this chapter is funded by the EU Union via the EmpoSME, ValuePole projects, and by the Research Council of Norway via the SFI Norman project.

scholarly journals When Sustainability Becomes an Order Winner: Linking Supply Uncertainty and Sustainable Supply Chain Strategies

2020 ◽  
Vol 12 (15) ◽  
pp. 6009 ◽  
Author(s):  
Federica Ciccullo ◽  
Margherita Pero ◽  
Jonathan Gosling ◽  
Maria Caridi ◽  
Laura Purvis
Keyword(s):  
Supply Chain ◽  
Furniture Industry ◽  
Sustainable Supply Chain ◽  
Supply Uncertainty ◽  
Sustainable Practices ◽  
Supply Chain Strategy ◽  
Research Questions ◽  
Research Propositions ◽  
Exploratory Case Studies ◽  
Different Levels

This study investigates how to implement a sustainable supply chain strategy by choosing a set of sustainable practices while considering the strategic priority assigned to sustainability within a company’s competitive strategy (i.e., an order winner (OW), market qualifier (MQ) or desirable attribute (DA)). Therefore, two research questions arise: RQ1. What are the sustainable supply chain management (SSCM) practices adopted by companies under the different levels of priority assigned to sustainability (i.e., OW, MQ and DA)? and RQ2. How does supply uncertainty influence the choices regarding the SSCM practices to adopt or vice versa? We addressed these questions through a two-step methodology that includes 10 exploratory case studies in different industries and four explanatory cases in the furniture industry. Six research propositions are developed, and we show how some sustainable practices are common to all companies in the sample, while others are only applicable when sustainability is an MQ or an OW. Moreover, in contrast to the suggestion in the literature, we observed that companies with sustainability as an OW implement sustainability practices despite increasing exposure to supply uncertainty. However, when sustainability is a DA or an MQ, companies might implement sustainable practices with the aim of reducing supply uncertainty rather than for sustainability goals. The cases show that investment in these practices can trigger a transition towards a situation in which sustainability is an OW.

Supply Chains, Channel Structures and Networks

2011 ◽  
Author(s):  
Chris Fill ◽  
Scot McKee
Keyword(s):  
Supply Chain ◽  
Marketing Channel ◽  
Marketing Channels ◽  
End User ◽  
Chain Management ◽  
Goods And Services ◽  
Marketing Systems ◽  
Structural Configurations ◽  
Network Approaches ◽  
Channel Structures

This chapter deals with two main elements. The first concerns the management of the logistical and physical flow of goods from producers to end user customers. This is referred to as ‘supply chain management’. The second element concerns the management of the marketing channels. These are structural configurations organisations use to add value and which enable end users to access finished goods (and services) in the most convenient way. Attention is given to conventional marketing channel structures, vertical marketing systems and network approaches to interorganisational channel structures.

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