Forecasting product returns for recycling in Indian electronics industry

2014 ◽  
Vol 11 (1) ◽  
pp. 102-114 ◽  
Author(s):  
Saurabh Agrawal ◽  
Rajesh K. Singh ◽  
Qasim Murtaza
Keyword(s):  
Supply Chain ◽  
Life Cycle ◽  
Product Life Cycle ◽  
Real Life ◽  
Supply Chain Design ◽  
Reverse Supply Chain ◽  
Product Returns ◽  
Supply Chain System ◽  
Product Life ◽  
Content Type

Purpose – The purpose of this paper is to develop a model for forecasting product returns to the company for recycling in terms of quantity and time. Design/methodology/approach – Graphical Evaluation and Review Technique (GERT) has been applied for developing the forecasting model for product returns. A case of Indian mobile manufacturing company is discussed for the validation of this model. Survey conducted by the company and findings from previous research were used for data collection on probabilities and product life cycle. Findings – Product returns for their recycling are stochastic, random and uncertain. Therefore, to address the uncertainty, randomness and stochastic nature of product returns, GERT is very useful tool for forecasting product returns. Practical implications – GERT provides the visual picture of the reverse supply chain system and helps in determining the expected time of product returns in a much easier way but it requires probabilities of different flows and product life cycle. Both factors vary over a period, so require data update time to time before implementation. Originality/value – This model is developed by considering all possible flows of sold products from customer to their reuse, store or recycle or landfill. First time this type of real life flows have been considered and GERT has been applied for forecasting product returns. This model can be utilized by managers for better forecasting that will help them for effective reverse supply chain design.

A Stochastic Approach to Product-Driven Supply Chain Design

2015 ◽  
pp. 82-121 ◽  
Author(s):  
Khaoula Besbes ◽  
Hamid Allaoui ◽  
Gilles Goncalves ◽  
Taicir Loukil
Keyword(s):  
Supply Chain ◽  
Life Cycle ◽  
Product Life Cycle ◽  
Business Processes ◽  
Stochastic Approach ◽  
Supply Chain Design ◽  
Programming Approach ◽  
Uncertain Information ◽  
Two Phase ◽  
Product Life

Supply chain is an alliance of independent business processes, such as supplier, manufacturing, and distribution processes that perform the critical functions in the order fulfillment process. However, the discussions in marketing and logistic literature universally conclude that it would be desirable to determine the life cycle of products in the firm, as they have a great impact on appropriate supply chain design. Designing a supply chain effectively is a complex and challenging task, due to the increasing outsourcing, globalization of businesses, continuous advances in information technology, and product life cycle uncertainty. Indeed, uncertainty is one of the characteristics of the product life cycle. In particular, the strategic design of the supply chain has to take uncertain information into account. This chapter presents a two-phase mathematical programming approach for effective supply chain design with product life cycle uncertainty considerations.

A Green Supply Chain Design with Product Life Cycle Considerations

2013 ◽  
Vol 14 (2) ◽  
pp. 18-25 ◽  
Author(s):  
Khaoula Besbes ◽  
Hamid Allaoui ◽  
Gilles Goncalves ◽  
Taicir Loukil
Keyword(s):  
Supply Chain ◽  
Life Cycle ◽  
Product Life Cycle ◽  
Supply Chain Design ◽  
Green Supply Chain ◽  
Product Life

A fuzzy embedded leagility assessment module in supply chain

2016 ◽  
Vol 23 (7) ◽  
pp. 1937-1982 ◽  
Author(s):  
Chhabi Ram Matawale ◽  
Saurav Datta ◽  
S.S. Mahapatra
Keyword(s):  
Supply Chain ◽  
Life Cycle ◽  
Product Life Cycle ◽  
Business Environment ◽  
Inventory Level ◽  
Successful Implementation ◽  
Global Business ◽  
Managerial Implication ◽  
Product Life ◽  
Content Type

Purpose In today’s ever-changing global business environment, successful survival of manufacturing firms/production units depends on the extent of fulfillment of dynamic customers’ demands. Appropriate supply chain strategy is of vital concern in this context. Lean principles correspond to zero inventory level; whereas, agile concepts motivate safety inventory to face and withstand in turbulent market conditions. The leagile paradigm is gaining prime importance in the contemporary scenario which includes salient features of both leanness and agility. While lean strategy affords markets with predictable demand, low variety and long product life cycle; agility performs best in a volatile environment with high variety, mass-customization and short product life cycle. Successful implementation of leagile concept requires evaluation of the total performance metric and development of a route map for integrating lean production and agile supply in the total supply chain. To this end, the purpose of this paper is to propose a leagility evaluation framework using fuzzy logic. Design/methodology/approach A structured framework consisting of leagile capabilities/attributes as well as criterions has been explored to assess an overall leagility index, for a case enterprise and the data, obtained thereof, has been analyzed. Future opportunities toward improving leagility degree have been identified as well. This paper proposes a Fuzzy Overall Performance Index to assess the combined agility and leanness measure (leagility) of the organizational supply chain. Findings The proposed method has been found fruitful from managerial implication viewpoint. Originality/value This paper aimed to present an integrated fuzzy-based performance appraisement module in an organizational leagile supply chain. This evaluation module helps to assess existing organizational leagility degree; it can be considered as a ready reference to compare performance of different leagile organization (running under similar supply chain architecture) and to benchmark candidate leagile enterprises; so that best practices can be transmitted to the less-performing organizations. Moreover, there is scope to identify ill-performing areas (barriers of leagility) which require special managerial attention for future improvement.

When do megaprojects start and finish? Redefining project lead time for megaproject success

2014 ◽  
Vol 7 (4) ◽  
pp. 624-637 ◽  
Author(s):  
Carlos Eduardo Yamasaki Sato ◽  
Milton de Freitas Chagas Jr
Keyword(s):  
Life Cycle ◽  
Lead Time ◽  
Product Life Cycle ◽  
Product Life ◽  
Content Type ◽  
Operational Life ◽  
Initial Idea ◽  
The Moment ◽  
Project Lead

Purpose – The purpose of this paper is to propose to redefine the concept of project lead time (PLT) to encompass the time between the project initial idea and the moment in which success is being assessed, which can be beyond the project close-out, using whatever criteria is appropriate for the stakeholder at that moment in time. The conventional project life cycle does not count for the long-term effects of the megaproject, which can have a significant impact on its perception of success. Thus the megaproject life cycle should include a significant part of the operational life cycle of the end product or result, and the criteria of success should include the long-term benefits of the project (measured along various years after the delivery of the end product or result). Design/methodology/approach – The paper uses three illustrative cases of megaprojects: Airbus A380, London Heathrow Terminal 5 and London Olympic Games 2012. These megaprojects, despite their problems in achieving objectives of time, cost and quality (the triple constraint), can be viewed as success or failure depending on the performance and benefits of the resulting product/infrastructure analysed over a long period of time after its delivery. Findings – In order to reconcile the usual distinction between project and product life cycle, and the various definitions of success in different moments of the project/product life cycle, the authors propose to redefine the concept of PLT to encompass the time between the project initial idea and the moment in which success is being assessed, beyond the project close-out, using any criteria which is appropriate for the stakeholder at that moment in time. Originality/value – When assessing the success of the megaproject it is important to define the PLT under which success is being assessed. As pointed out earlier, in findings, the authors propose to redefine the concept of PLT to encompass the time between the project initial idea and the moment in which success is being assessed, beyond the project close-out, using any criteria which is appropriate for the stakeholder at that moment in time.

Procurement Approaches in Different Supply Chains

2013 ◽  
Vol 436 ◽  
pp. 551-556
Author(s):  
Stefan Pap ◽  
Liviu Morar
Keyword(s):  
Supply Chain ◽  
Life Cycle ◽  
Supply Chains ◽  
Product Life Cycle ◽  
Point Of View ◽  
Complex Environment ◽  
Supplier Relationships ◽  
Product Life ◽  
Supply Chain Efficiency ◽  
The Cost

From a purchasing point of view, it can be argued that in order for a supply chain to be efficient the cost of purchasing must be balanced with risk pertaining to the supply market and the purchased product. To decide on the appropriate forms of supplier relationships today, we argue that there are three main dimensions to be considered: A more complex environment. Supply chain efficiency. Product life cycle.

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