scholarly journals Control Model for Intelligent and Demand-Driven Supply Chains

2012 ◽  
pp. 262-283
Author(s):  
Jan Strandhagen ◽  
Heidi C. Dreyer ◽  
Anita Romsdal
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Operations Management ◽  
Relevant Information ◽  
Control Model ◽  
Information And Communications Technology ◽  
Future Research ◽  
Small Scale ◽  
Information And Communication ◽  
Trust And Power

Orchestrating supply chains is challenging. This chapter describes how to control a supply chain to make it truly demand-driven – based on the assumption that all relevant information is made available to all partners in real time. The chapter explores the elements of a framework for intelligent and demand-driven supply chain control, with regards to the overall concept and associated principles, and demonstrates these in a case example. Challenges to the realization of the proposed control model include trust and power, supply chain dynamicity and uncertainty, and required investments in competence, standardization, and information and communication technology. Some of these can be met through initial small-scale implementations of the proposed model, to demonstrate effects, and by exploiting facilities for information sharing and collaboration, like supply chain dashboards and control studios. Future research within operations management, technology and information and communications technology (ICT) will support broader realization of the proposed control model.

scholarly journals Control Model for Intelligent and Demand-Driven Supply Chains

2011 ◽  
pp. 49-70 ◽  
Author(s):  
Jan Strandhagen ◽  
Heidi C. Dreyer ◽  
Anita Romsdal
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Operations Management ◽  
Relevant Information ◽  
Control Model ◽  
Information And Communications Technology ◽  
Future Research ◽  
Small Scale ◽  
Information And Communication ◽  
Trust And Power

Orchestrating supply chains is challenging. This chapter describes how to control a supply chain to make it truly demand-driven – based on the assumption that all relevant information is made available to all partners in real time. The chapter explores the elements of a framework for intelligent and demand-driven supply chain control, with regards to the overall concept and associated principles, and demonstrates these in a case example. Challenges to the realization of the proposed control model include trust and power, supply chain dynamicity and uncertainty, and required investments in competence, standardization, and information and communication technology. Some of these can be met through initial small-scale implementations of the proposed model, to demonstrate effects, and by exploiting facilities for information sharing and collaboration, like supply chain dashboards and control studios. Future research within operations management, technology and information and communications technology (ICT) will support broader realization of the proposed control model.

Strategic Cost Management in Supply Chains, Part 1: Structural Cost Management

2009 ◽  
Vol 23 (2) ◽  
pp. 201-220 ◽  
Author(s):  
Shannon W. Anderson ◽  
Henri C. Dekker
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Value Chain ◽  
Operations Management ◽  
Cost Management ◽  
Firm Strategy ◽  
Cost Structure ◽  
Cost Driver ◽  
Future Research ◽  
Strategic Cost Management

SYNOPSIS: Strategic cost management is the deliberate alignment of a firm’s resources and associated cost structure with long-term strategy and short-term tactics. Although managers continue to pursue efficiency and effectiveness within the firm, increasingly improvements are obtained across the value chain: through reconfiguring firm boundaries, relocating resources, reengineering processes, and re-evaluating product and service offerings in relation to customer requirements. In this first paper in a two-part series on strategic cost management in supply chains, we review structural cost management. Structural cost management employs tools of organizational design, product design, and process design to create a supply chain cost structure that is coherent with firm strategy. In the second part of the series we will consider executional cost management, which employs measurement and analysis tools (e.g., variance analysis, cost driver analysis, supplier scorecards) to evaluate supply chain performance. Using selected studies in accounting, operations management, and business strategy, we provide an overview of strategic cost management in supply chains, highlight contemporary developments, and suggest directions for future research.

Strategic Cost Management in Supply Chains, Part 2: Executional Cost Management

2009 ◽  
Vol 23 (3) ◽  
pp. 289-305 ◽  
Author(s):  
Shannon W. Anderson ◽  
Henri C. Dekker
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Value Chain ◽  
Operations Management ◽  
Cost Management ◽  
Firm Strategy ◽  
Cost Structure ◽  
Cost Driver ◽  
Future Research ◽  
Strategic Cost Management

SYNOPSIS: Strategic cost management is the deliberate alignment of a firm’s resources and associated cost structure with long-term strategy and short-term tactics. Although managers continue to pursue efficiency and effectiveness within the firm, increasingly, improvements are obtained across the value chain, through reconfiguring firm boundaries, relocating resources, reengineering processes, and reevaluating product and service offerings in relation to customer requirements. The first paper in this two-part series reviewed structural cost management in supply chains (Anderson and Dekker 2009). Structural cost management employs tools of organizational design, product design, and process design to create a supply chain cost structure that is coherent with firm strategy. In this second paper of the series we consider executional cost management in supply chains. Executional cost management employs measurement and analysis tools (e.g., cost driver analysis, supplier scorecards) to evaluate supply chain performance and sustainability. Using selected studies in accounting, operations management, and business strategy, we provide an overview of strategic cost management in supply chains, highlight contemporary developments, and suggest directions for future research.

Vertical Contracts in a Supply Chain and the Bullwhip Effect

2020 ◽  
Author(s):  
Zhan Qu ◽  
Horst Raff
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Operations Management ◽  
Bullwhip Effect ◽  
Price Effect ◽  
Demand Shocks

This paper shows that decentralized supply chains, in which upstream firms use linear wholesale prices, may experience lower upstream production and downstream sales volatility than vertically integrated supply chains and may be less susceptible to the bullwhip effect by which the variance of upstream production exceeds the variance of downstream sales. The reason is that decentralized supply chains exhibit a price effect, whereby upstream producers raise wholesale prices in the case of positive demand shocks and lower wholesale prices in the case of negative demand shocks. Whereas upstream producers benefit from the price effect and, thus, from a dampening of the bullwhip effect, downstream firms may lose, and overall supply chain profit may decrease. This paper was accepted by Vishal Gaur, operations management.

scholarly journals Addressing Covert Channel Attacks in RFID-Enabled Supply Chains

2013 ◽  
pp. 176-190
Author(s):  
Kirti Chawla ◽  
Gabriel Robins
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Network Flow ◽  
Economic Effects ◽  
Future Research ◽  
Covert Channel ◽  
Covert Channels ◽  
Node Selection ◽  
Future Research Directions ◽  
Key Nodes

RFID technology can help competitive organizations optimize their supply chains. However, it may also enable adversaries to exploit covert channels to surreptitiously spy on their competitors. We explain how tracking tags and compromising readers can create covert channels in supply chains and cause detrimental economic effects. To mitigate such attacks, the authors propose a framework that enables an organization to monitor its supply chain. The supply chain is modeled as a network flow graph, where tag flow is verified at selected key nodes, and covert channels are actively sought. While optimal taint checkpoint node selection is algorithmically intractable, the authors propose node selection and flow verification heuristics with various tradeoffs. The chapter discusses economically viable countermeasures against supply chain-based covert channels, and suggests future research directions.

scholarly journals MEASURING DIGITAL DIVIDE IN KING ABDULAZIZ UNIVERSITY

2012 ◽  
Vol 3 (1) ◽  
pp. 8-19
Author(s):  
Iqbal S. Alsaleh ◽  
Shaymaa M. Rashad
Keyword(s):  
Digital Divide ◽  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Information And Communications Technology ◽  
Small Scale ◽  
Order Effects ◽  
Diffusion Of Technology ◽  
Information And Communication ◽  
King Abdulaziz University ◽  
The University

Due to the undesirable effects of the gap between citizens to access and use information and communication technologies (ICT), most researchers have been paying much attention to the threat of a digital divide. Unfortunately an amazingly large number of people do not have the abilities to use the ICTs in a proper way and, therefore, cannot draw advantages from its usage. As a result, digital divide is commonly regarded as a potential barrier for participation in the information society. This study measure the digital divide in Saudi Arabia by analyzing the results of a small-scale study conducted at the University KAU, regarding students’ and university members’ perceptions toward the usage of ICT. This analysis measure the digital divide concerning some factors like gender, educational level using a questionnaire. The analysis shows that KAU has no digital divide. Key words: digital divide, information and communications technology, ICT, diffusion of technology, second order effects.

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.

scholarly journals Digital Supply Chain Management in the Videogames Industry: A Systematic Literature Review

2020 ◽  
Author(s):  
Stephen Kelly ◽  
Vojtech Klézl ◽  
John Israilidis ◽  
Neil Malone ◽  
Stuart Butler
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Supply Chain Design ◽  
Future Research ◽  
Technological Innovations ◽  
Chain Management ◽  
Practice Recommendations ◽  
Management Literature ◽  
New Research

AbstractAs industries mature, they rely more heavily on supply chain management (SCM) to ensure effective operations leading to greater levels of organisational performance. SCM has been widely covered in many industrial areas and, in line with other burgeoning sectors such as Tourism, an industry focus provides the opportunity to look in-depth at the context-based factors that affect SCM. Developments in digital distribution and rapid technological innovations have resulted in an increased focus on Digital Supply Chains (DSCs), which bring about significant changes to how consumers, customers, suppliers, and manufacturers interact, affecting supply chain design and processes. Through a systematic review of the Videogames Industry Supply Chain Management literature, which serves as a pertinent contextual example of a DSC, we look at how supply chains are affected by structural, market and technological change, such as increased platformisation, disintermediation and the proliferation of digital distribution. We distil these findings into a new research agenda, which identifies themes in line with extant DSC research, provides a series of relevant practice recommendations and identifies opportunities for future research.

Strategic capabilities for managing risks in supply chains: current state and research futurities

2019 ◽  
Vol 17 (2) ◽  
pp. 173-211 ◽  
Author(s):  
Vishnu C.R. ◽  
R. Sridharan ◽  
Angappa Gunasekaran ◽  
P.N. Ram Kumar
Keyword(s):  
Supply Chain ◽  
Literature Review ◽  
Supply Chains ◽  
Future Research ◽  
Content Type ◽  
Efficiency And Effectiveness ◽  
Strategic Capabilities ◽  
And Performance ◽  
Potential Methods ◽  
Supply Chain Risks

Purpose The purpose of this paper is to investigate the distinction and relationships between the significant strategic capabilities for managing risks in supply chains. This intersectional review exposes a substantial conceptual contradiction between the perspectives reported by various researchers. Further, the current paper classifies the literature into four categories according to the broad objectives investigated by the research papers. Design/methodology/approach Initially, a bibliometric analysis aligned with the concepts of a systematic literature review is conducted followed by a descriptive review focusing on models and methods. The software called BibExcel is utilized to extract and analyze the bibliographic information in a textual form from the research articles associated with strategic capabilities of the logistics sector. The results are exported to the software known as Gephi to visualize keyword co-occurrence analysis as networks. A well-structured descriptive review is also conducted to identify avenues for future research. Findings Despite conventional supply chain capabilities like efficiency and effectiveness, eight significant strategic capabilities of supply chains for managing risks are identified from the literature. These capabilities with positive connotations include flexibility, reliability, resilience, robustness, agility, adaptability, alignment and responsiveness. Considering the vast literature on flexibility/reliability along with its numerous dimensions and scope, the authors found that resilience, robustness, agility, adaptability, alignment and effectiveness are achievable through flexibility/reliability. Accordingly, it is appropriate to state reliability and flexibility as supply chain capabilities to achieve the other six supply chain competencies. Furthermore, the entire literature in this domain can be classified into four genres according to the addressed objectives, namely, concept development/validation, capability assessment, network design and performance evaluation. Research limitations/implications The information revealed from the keyword co-occurrence analysis along with the research implications provided in the penultimate section will assist budding researchers in framing novel and promising research objectives. Supply chain administrators and policymakers can utilize the literature classification and the notable references provided in this review for locating potential methods for assessing supply chain strategic capabilities, designing the supply chain and evaluating the performance of the supply chain. Originality/value An integrated bibliometric and descriptive literature review procedure is utilized in this paper. Furthermore, this critical review is the first work on comprehensively mapping the research relationships among various strategic capabilities required for mitigating supply chain risks.

E-Com Supply Chain and SMEs

2007 ◽  
pp. 34-53
Author(s):  
R. Craig
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Chain Management ◽  
Starting Point ◽  
Information And Communication

This chapter considers the perspective of small and medium-sized enterprises (SMEs) in supply chains. It starts with an overview of the important role of SMEs in national and world economies. Following this is an overview of supply chains, information and communication technologies, and e-business. Both opportunities and challenges for supply chains in general and SMEs in particular are considered, and conclusions drawn. The major contribution of the chapter is in providing an extensive overview of the literature as it relates to information and communication technologies, supply chain management, and SMEs, providing researchers and practitioners with a starting point to look for further information as needed.

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