Continuous Cost Reduction Resilience in Adaptive Responsive Supply Chain

2018 ◽  
Vol 3 (08) ◽  
Author(s):  
VingKam Lai
Keyword(s):  
Supply Chain ◽  
Portfolio Management ◽  
Cost Reduction ◽  
Product Lifecycle Management ◽  
Product Portfolio ◽  
Market Uncertainty ◽  
Strategic Value ◽  
Market Saturation ◽  
Responsive Supply Chain ◽  
Functional Components

Fashionable products industries are facing greater pressures from market saturation with shorter interval of new add-ons product introductions make easy by open-technology platform proliferation. Consequently responsive supply chain needs to be more adaptive and agile in sustaining continuous cost reduction to be resilience. The study looks at the repercussions of rapid product and technology mutations; higher market volatilities, and the criticality of appropriate systems and methodologies in deliver continuous cost reduction resilience and sustainability. The focus is on fundamental nature of continuous cost reduction (CCR) system and processes; its centrality in adaptive responsive supply chain (A-RSC) amidst market uncertainty which persists to be more vulnerable. In A-RSC with soaring dynamics, it is imperative to fully grasp the structural comprehensiveness, responsiveness and agility to avoid structural incoherency and non consistency. Specifically, the study takes CCR architecture as a whole with its key functional components – core strategic vision, cost management, product portfolio Management, product design and development and product lifecycle management in skilful materializing sustainable CCR. Main objectives of this study are to find the answers to: is CCR process mainly a result of deliberate, carefully planned and managed deterministic competitive strategy in adaptive responsive supply chain? Or it is just evolves through an incremental experiential process going through a sequent of stages towards more resilient and reliable cost reduction? Or cost reduction is just another utility in A-RSC with little strategic value?

Continuous Cost Reduction Resilience in Adaptive Responsive Supply Chain

2018 ◽  
Vol 3 (06) ◽  
Author(s):  
VingKam Lai
Keyword(s):  
Supply Chain ◽  
Portfolio Management ◽  
Cost Reduction ◽  
Product Lifecycle Management ◽  
Product Portfolio ◽  
Market Uncertainty ◽  
Strategic Value ◽  
Market Saturation ◽  
Responsive Supply Chain ◽  
Functional Components

Fashionable products industries are facing greater pressures from market saturation with shorter interval of new add-ons product introductions make easy by open-technology platform proliferation. Consequently responsive supply chain needs to be more adaptive and agile in sustaining continuous cost reduction to be resilience. The study looks at the repercussions of rapid product and technology mutations; higher market volatilities, and the criticality of appropriate systems and methodologies in deliver continuous cost reduction resilience and sustainability. The focus is on fundamental nature of continuous cost reduction (CCR) system and processes; its centrality in adaptive responsive supply chain (A-RSC) amidst market uncertainty which persists to be more vulnerable. In A-RSC with soaring dynamics, it is imperative to fully grasp the structural comprehensiveness, responsiveness and agility to avoid structural incoherency and non consistency. Specifically, the study takes CCR architecture as a whole with its key functional components – core strategic vision, cost management, product portfolio Management, product design and development and product lifecycle management in skilful materializing sustainable CCR. Main objectives of this study are to find the answers to: is CCR process mainly a result of deliberate, carefully planned and managed deterministic competitive strategy in adaptive responsive supply chain? Or it is just evolves through an incremental experiential process going through a sequent of stages towards more resilient and reliable cost reduction? Or cost reduction is just another utility in A-RSC with little strategic value?

Product Deletion and Sustainable Supply Chains

2020 ◽  
pp. 1-15 ◽  
Author(s):  
Qingyun Zhu ◽  
Joseph Sarkis
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Portfolio Management ◽  
Product Portfolio ◽  
Chain Process ◽  
Sustainable Supply Chain ◽  
Chain Management ◽  
Sustainable Supply Chains ◽  
Design And Manufacture

Products and their associated material, capital, and information are critical flows within supply chains. Supply chain management needs to facilitate product portfolio management. Some example activities include material sourcing, product design and manufacture, product delivery and transportation, product usage, and service. Closing the supply-chain loop, especially for sustainable supply chains, include end-of-life disposal and repurposing activities. Sustainable supply chain development typically focuses on three major dimensions of organizational competitiveness, economic, social, and environmental. Organizations make product deletion continuously. These decisions can profoundly contribute to sustainability. Alternatively, sustainability performance of various supply chain process and product or material flows may also be strategic product deletion reasons. This chapter will review the integration of product deletion with sustainable supply chain management. It will entail the impact of product deletion on sustainable supply chains.

Product deletion and supply chain repercussions: risk management using FMEA

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qingyun Zhu ◽  
Seyedehfatemeh Golrizgashti ◽  
Joseph Sarkis
Keyword(s):  
Decision Making ◽  
Risk Management ◽  
Supply Chain ◽  
Supply Chains ◽  
Portfolio Management ◽  
Failure Modes ◽  
Negative Impact ◽  
Product Portfolio ◽  
Content Type ◽  
Managerial Implications

PurposeProduct portfolio management is a strategic concern. Product portfolio management includes decisions associated with adding new products, maintaining existing products and deleting or phasing out problematic products. This paper first introduces a framework to identify risks of product deletion along supply chain activities. It utilizes failure mode and effects analysis (FMEA) to identify, analyse and evaluate product deletion risks on supply chains and proposes managerial implications for risk management in dynamic business scenarios. It is meant to build upon and address a gap in the product deletion and supply chain linkage literature.Design/methodology/approachFMEA is utilized in this study to structure and manage potential risks in product deletion decision-making on supply chains. FMEA is based on an analysis of severity, occurrence and detectability of failure modes. FMEA provides methods to help identify managerial preventive solutions to avoid and mitigate risk consequences of such decisions.FindingsTen top product deletion risks are identified in this study; discussions of their negative impact on supply chain performance, and possible managerial recommendations are followed for risk control, monitor and elimination.Practical implicationsFindings help managers to predict, avoid and mitigate risk consequences of product deletion decisions; especially those related to the supply chain. A framework to structure various risks of product deletion in the supply chain can be useful to both practitioners and researchers.Originality/valueThis study advances product portfolio management through enhanced understanding of product deletion decision-making in organizations; and especially contributes to a broader investigation of such decisions in supply chain management. It also structures the factors that play a role in identifying risks.

scholarly journals SUPPORT FOR MANAGING PARTLY CONFIGURABLE MODULAR SYSTEMS

2021 ◽  
Vol 1 ◽  
pp. 2791-2800
Author(s):  
Jarkko Pakkanen ◽  
Teuvo Heikkinen ◽  
Nillo Adlin ◽  
Timo Lehtonen ◽  
Janne Mämmelä ◽  
...  
Keyword(s):  
Portfolio Management ◽  
Product Variety ◽  
Added Value ◽  
Modular System ◽  
Product Management ◽  
Design Decision ◽  
Product Portfolio ◽  
Modular Systems ◽  
Engineer To Order ◽  
The Impact

AbstractThe paper studies what kind of support could be applied to the management of partly configurable modular systems. The main tasks of product management, product portfolio management and product variety management are defined. In addition, a partly configurable product structure and modular system are defined. Because the limited support in the literature for managing partly configurable modular systems, the article reviews previous product development cases in which authors have been involved on lessons learnt basis, i.e., if the methods and tools used in the cases could provide support for the research objective. As a result, the existing definition of the modular system should be extended by the concepts of non-module and design decision sequence description when dealing with partly configurable modular systems. This is because engineer-to-order should be made possible in cases where it brings clear added value to the customer compared to completely pre-defined solutions that may limit the customer's interest in the offering. Tools to assess the impact of changes to the product offering are required. These should be taken into account in frameworks that are used in method and tool development.

Sign in / Sign up

Export Citation Format

Share Document