scholarly journals Using A Web-Based Supply Chain Management Simulation As An Experiential Learning Tool Across The Business Curriculum

2005 ◽  
Vol 2 (12) ◽  
Author(s):  
Russell Haines ◽  
Jill Hough ◽  
Douglas Haines ◽  
Scott Metlen
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Experiential Learning ◽  
Operations Management ◽  
Bullwhip Effect ◽  
Business Curriculum ◽  
Web Based ◽  
Chain Management ◽  
On Line ◽  
The Web

A web based version of the common “Beer Distribution Game” that facilitates experiential learning was developed and tested for use across the business curriculum. While the fundamental elements of the original paper based game were preserved, the web-based on-line multiplayer version offers refinements to game play, administration and debriefing that allow more focus on the learning experience and open possible applications beyond the traditional one-time demonstration of the bullwhip effect. The web-based supply chain management simulation was tested and refined in Strategic Management courses and Integrated Business Curriculum courses at two widely separated universities. Students responded favorably to the on-line simulation and were very willing to reflect on what they learned about how they made decisions, how worked under conditions of uncertainty, how they treated information and how they worked in the supply chain environment. The simulation can be used to demonstrate systems thinking and various other concepts throughout the business school curriculum including courses in Operations Management, Strategy, Information Systems, and Marketing.

Web Based Model for Information Supply Chain

2010 ◽  
pp. 1-17
Author(s):  
Manjunath Ramachandra
Keyword(s):  
Signal Processing ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Web Based ◽  
Chain Management ◽  
Web Technologies ◽  
Information Supply Chain ◽  
The Web

Advances in the web technologies and signal processing have resulted in their extensive usage in all walks of life. Although independent, these great technologies often cross each other when it comes to the realization of applications suitable for the current requirements. The present day requirements for information have changed drastically in terms of time, quality and quantity. In this chapter, the usage of these technologies for information supply chain management is explored. It forms the foundation for the rest of the chapters in this book.

Classification of Operational and Financial Variables Affecting the Bullwhip Effect in Indian Sectors: A Machine Learning Approach

2019 ◽  
Vol 12 (3) ◽  
pp. 171-179 ◽  
Author(s):  
Sachin Gupta ◽  
Anurag Saxena
Keyword(s):  
Machine Learning ◽  
Data Mining ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Product Life Cycle ◽  
Consumer Preference ◽  
Bullwhip Effect ◽  
Machine Learning Techniques ◽  
Chain Management ◽  
Financial Variables

Background: The increased variability in production or procurement with respect to less increase of variability in demand or sales is considered as bullwhip effect. Bullwhip effect is considered as an encumbrance in optimization of supply chain as it causes inadequacy in the supply chain. Various operations and supply chain management consultants, managers and researchers are doing a rigorous study to find the causes behind the dynamic nature of the supply chain management and have listed shorter product life cycle, change in technology, change in consumer preference and era of globalization, to name a few. Most of the literature that explored bullwhip effect is found to be based on simulations and mathematical models. Exploring bullwhip effect using machine learning is the novel approach of the present study. Methods: Present study explores the operational and financial variables affecting the bullwhip effect on the basis of secondary data. Data mining and machine learning techniques are used to explore the variables affecting bullwhip effect in Indian sectors. Rapid Miner tool has been used for data mining and 10-fold cross validation has been performed. Weka Alternating Decision Tree (w-ADT) has been built for decision makers to mitigate bullwhip effect after the classification. Results: Out of the 19 selected variables affecting bullwhip effect 7 variables have been selected which have highest accuracy level with minimum deviation. Conclusion: Classification technique using machine learning provides an effective tool and techniques to explore bullwhip effect in supply chain management.

Mapping and Assessing Green Entrepreneurial Performance: Evidence from a Vertically Integrated Organic Beverages Supply Chain

2021 ◽  
Vol 7 (1) ◽  
pp. 78-98
Author(s):  
Heba Mohamed Adel
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Balanced Scorecard ◽  
Operations Management ◽  
Emerging Market ◽  
Business Environment ◽  
Theory And Practice ◽  
Chain Management ◽  
Green Production ◽  
Strategy Map

The purpose of this article is to use strategy mapping (SM) and balanced scorecard (BSC) in portraying and assessing green entrepreneurial supply chain management (GESCM) performance of a vertically integrated entrepreneurial supply chain in an Egyptian emerging market of organic beverages industry. Based on thematic literature review and qualitative research (in-depth interviews with experts, focus groups, observations, and reports’ analysis), multi-item measurement quantitative BSC scale and strategy map were proposed to measure and communicate the GESCM performance of a hierarchical chain with multiple nodes and cross-functional green practices. This article conceptually contributes to the active debate on contemporary GESCM performance measurement. It integrates the literature of green production and operations management, strategic management and entrepreneurial supply chain management (ESCM) to investigate the unexplored context of GESCM research. It empirically assesses GESCM performance of an attractive network using BSC and maps its strategy with its multidisciplinary environment-friendly practices. The GESCM performance was measured in terms of four integrated perspectives (innovative and proactive processes, learning and growth, financial gains and supply chain stakeholders’ delight). Results showed that BSC and SM are effective and efficient tools in managing the performance of a successful GESC in an emerging market. Royal Herbs’ BSC key performance indicators (KPIs), which were used in assessing a GESCM strategy, indicate improvements along the BSC’s four perspectives. Results give green entrepreneurs/manufacturers in an emerging market as Egypt a comprehensive view on how they can effectively assess/improve their GESCM performance. It draws attention to the importance of investing in GESCM practices for maintaining sustainable development in a clean business environment. It helps practitioners, academics and policymakers in Egypt to bridge the gap between theory and practice regarding GESCM performance. From an interdisciplinary perspective, it provides insights on improving the ESCM performance of the industry without harming its natural environment.

scholarly journals BENEFITS ASSESSMENT OF TRAINING ON SUPPLY CHAIN MANAGEMENT

2015 ◽  
Vol 7 (2) ◽  
Author(s):  
Claudemir L. Tramarico ◽  
Fernando A. S. Marins ◽  
Ligia M. S. Urbina ◽  
Valerio A. P. Salomon
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Inventory Management ◽  
Operations Management ◽  
Evaluation Model ◽  
Core Competencies ◽  
Critical Factor ◽  
Organizational Capability ◽  
Chain Management ◽  
Chemical Company

<p>Supply chain management (SCM) is a critical factor in the current global scenario. This organizational capability has a recent knowledge base, which is being accumulated, validated, and certified by groups like the Association for Operations Management (APICS). Therefore, training in SCM has been growing as one of the most convenient ways of becoming “Certified in Production and Inventory Management” (CPIM) from APICS. Companies all over the world have invested in SCM training; however, some companies have conditioned the continuity of their training programs to the benefits assessment. This paper contributes by proposing an evaluation model for specific program training on SCM. This model was applied in a global chemical company, which allowed capturing its impact on organizational and individual competencies, as well as on the core competencies. The proposed model includes the Analytic Hierarchy Process (AHP) and concepts in the SCM literature. The main result revealed by this research is that an SCM training based on APICS CPIM is really perceived as beneficial, in individual or organizational terms, for a real-world company. Therefore, this company should be confident that its SCM training program is improving and strengthening its core competencies.</p>

Multiple temporal perspectives extend sustainable competitiveness

2017 ◽  
Vol 37 (11) ◽  
pp. 1600-1624 ◽  
Author(s):  
Robert Klassen ◽  
Sara Hajmohammad
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Operations Management ◽  
Process Time ◽  
Temporal Orientation ◽  
Multiple Perspectives ◽  
Chain Management ◽  
Content Type ◽  
Starting Point ◽  
Short Termism

Purpose In operations and supply chain management, time is largely one-dimensional – less is better – with much effort devoted to compressing, efficiently using, and competitively exploiting clock-time. However, by drawing on other literatures, the purpose of this paper is to understand implications for the field of operations management if we also emphasize how humans and organizations experience time, termed process-time, which is chronicled by events and stages of change. Design/methodology/approach After a brief review, the limitations of the recurrent time-oriented themes in operations management and the resulting short-termism are summarized. Next, sustainability is offered as an important starting point to explore the concept of temporality, including both clock- and process-time, as well as the implications of temporal orientation and temporal conflict in supply chains. Findings A framework that includes both management and stakeholder behavior is offered to illustrate how multiple temporal perspectives might be leveraged as a basis for an expanded and enriched understanding of more sustainable competitiveness in operations. Social implications Research by others emphasizes the importance of stakeholders to competitiveness. By recognizing that different stakeholder groups have varying temporal orientations and temporality, managers can establish objectives and systems that better reflect time-based diversity and diffuse temporal conflict. Originality/value This paper summarizes how time has been incorporated in operations management, as well as the challenges of short-termism. Sustainability forms the basis for exploring multiple perspectives of time and three key constructs: temporal orientation, temporality, and temporal conflict. A framework is proposed to better incorporate temporal perspectives as a basis for competitiveness in operations and supply chain management.

An exploratory study of experiential learning in teaching a supply chain management course in an emerging market economy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Minwir M. Al-Shammari
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Experiential Learning ◽  
Learning Experience ◽  
Emerging Market ◽  
Case Analysis ◽  
Assessment Tools ◽  
Learning Skills ◽  
Chain Management ◽  
Content Type

Purpose The study is exploratory and aims to investigate students’ learning experience in a supply chain management (SCM) course at a university in Bahrain. The selected learning skills were cognitive, affective and interactive, whereas the adopted pedagogical tools were case analysis, evaluative essay and game exercise. Design/methodology/approach A questionnaire survey was distributed to undergraduate students enrolled in an SCM course at a university in Bahrain. Descriptive and inferential statistical analysis techniques were used. Inferential analysis tests were principal component analysis, Kruskal–Wallis analysis of variance and Dunn’s post hoc pairwise comparison test. Findings Results are inconclusive but revealed significant differences in students’ perceptions of learning skills among the adopted teaching methods. Significant differences in the perceived learning skills were found between the evaluative essay and the case analysis and between the report and the game exercise. The game exercise was the most useful technique in improving students’ interactive, cognitive and affective skills, followed by case analysis and evaluative essay. Research limitations/implications As the sample of this study consisted of students enrolled in a particular SCM course at a University in Bahrain, the small sample size may restrict the study’s conclusive findings. Practical implications It is recommended to establish an experiential or problem-based learning support unit to assist faculty in the planning, design and development of pedagogical and assessment tools. Originality/value The research findings are expected to help design, assess and enhance students’ learning experience in SCM and other business courses that adopt a process-based experiential learning perspective.

Lean resilience: AURA (Active Usage of Resilience Assets) framework for post-COVID-19 supply chain management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dmitry Ivanov
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Value Creation ◽  
Operations Management ◽  
Future Research ◽  
Chain Management ◽  
Content Type ◽  
Digital Platforms ◽  
Supply Chain Resilience ◽  
Resilience Capabilities

PurposeSupply chain resilience capabilities are usually considered in light of some anticipated events and are as passive assets, which are “waiting” for use in case of an emergency. This, however, can be inefficient. Moreover, the current COVID-19 pandemic has revealed difficulties in the timely deployments of resilience assets and their utilization for value creation. We present a framework that consolidates different angles of efficient resilience and renders utilization of resilience capabilities for creation of value.Design/methodology/approachWe conceptualise the design of the AURA (Active Usage of Resilience Assets) framework for post-COVID-19 supply chain management through collating the extant literature on value creation-oriented resilience and practical examples and complementing our analysis with a discussion of practical implementations.FindingsBuilding upon and integrating the existing frameworks of VSC (Viable Supply Chain), RSC (Reconfigurable Supply Chain) and LCNSC (Low-Certainty-Need Supply Chain), we elaborate on a new idea in the AURA approach – to consider resilience as an inherent, active and value-creating component of operations management decisions, rather than as a passive “shield” to protect against rare, severe events. We identify 10 future research areas for lean resilience integrating management and digital platforms and technology.Practical implicationsThe outcomes of our study can be used by supply chain and operations managers to improve the efficiency and effectiveness by turning resilience from passive, cost-driving assets into a value-creating, inclusive decision-making paradigm.Originality/valueWe propose a novel approach to bring more dynamics to the notion of supply chain resilience. We name our approach AURA and articulate its two major advantages as follows: (1) reduction of disruption prediction efforts and (2) value creation from resilience assets. We offer a discussion on ten future research directions towards a lean resilience.

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