E-Logistics

2011 ◽  
pp. 1354-1360
Author(s):  
Kim Hassall
Keyword(s):  
Supply Chain ◽  
Logistic Models ◽  
Business Strategies ◽  
Chain Management ◽  
Home Shopping ◽  
Business Operations ◽  
Software Packages ◽  
Fit For Purpose ◽  
End To End ◽  
General User

By 1998, arguably some four years after the Internet’s general user beginnings, many commentators did not doubt that Internet based home shopping was on its way to revolutionize our lives. At the margin, it certainly allowed us another purchasing channel and for many retailers some 5% to 12% of differing goods is now done through an “e-store” or “emarketplace”. (Visser & Hassall, 2005). However, by 2001 a range of major e-business summits, perhaps very notable being the 44 nation OECD hosted e-transport and e-logistics summit in Paris (June, 2001), was beginning to demolish the euphoria of B2C. In its basic state, B2C was a very marginal business. But what of B2B? Yes, it is a bigger sector but how were the business rules and logistics strategies shaping up for network design, e-marketplace use, and logistic fulfilment changing when compared to the rapidly evolving B2C environment? The ICT sector rapidly began to assemble a host of B2B applications for Supply Chain Management and despite the “tech wreck” occurring towards the end of 2001, these highly expensive suites of products found some traction over the next three to four years. So, initially, the development of large logistics software packages such as I2, Baan, Descartes, and so forth, were offerings that the B2B sectors availed themselves of. However, besides the ICT developments in the B2B space, the evolution of new logistics strategies would prove themselves to be good, bad, and various shades in between, when examining the full end to end (E2E) e-business operations. Since 2001, a tide of interest has turned towards the adoption of fit for purpose e-logistic models to support the end to end functionality of e-business. Hassall (2003) describes a detailed survey for the international Postal Authorities as to what new e-logistics and e-business strategies should be developed. These ranged from new householder delivery choices, to global e-marketplaces being developed. Why this survey was important was because the global postal authorities are the largest combined B2C operator and also a growing B2B logistics supplier.

E-Logistics

2011 ◽  
pp. 643-650
Author(s):  
Kim Hassall
Keyword(s):  
Supply Chain ◽  
Logistic Models ◽  
Business Strategies ◽  
Chain Management ◽  
Home Shopping ◽  
Business Operations ◽  
Software Packages ◽  
Fit For Purpose ◽  
End To End ◽  
General User

By 1998, arguably some four years after the Internet’s general user beginnings, many commentators did not doubt that Internet based home shopping was on its way to revolutionize our lives. At the margin, it certainly allowed us another purchasing channel and for many retailers some 5% to 12% of differing goods is now done through an “e-store” or “emarketplace”. (Visser & Hassall, 2005). However, by 2001 a range of major e-business summits, perhaps very notable being the 44 nation OECD hosted e-transport and e-logistics summit in Paris (June, 2001), was beginning to demolish the euphoria of B2C. In its basic state, B2C was a very marginal business. But what of B2B? Yes, it is a bigger sector but how were the business rules and logistics strategies shaping up for network design, e-marketplace use, and logistic fulfilment changing when compared to the rapidly evolving B2C environment? The ICT sector rapidly began to assemble a host of B2B applications for Supply Chain Management and despite the “tech wreck” occurring towards the end of 2001, these highly expensive suites of products found some traction over the next three to four years. So, initially, the development of large logistics software packages such as I2, Baan, Descartes, and so forth, were offerings that the B2B sectors availed themselves of. However, besides the ICT developments in the B2B space, the evolution of new logistics strategies would prove themselves to be good, bad, and various shades in between, when examining the full end to end (E2E) e-business operations. Since 2001, a tide of interest has turned towards the adoption of fit for purpose e-logistic models to support the end to end functionality of e-business. Hassall (2003) describes a detailed survey for the international Postal Authorities as to what new e-logistics and e-business strategies should be developed. These ranged from new householder delivery choices, to global e-marketplaces being developed. Why this survey was important was because the global postal authorities are the largest combined B2C operator and also a growing B2B logistics supplier.

Wie moderne Netzwerklösungen die Logistik fit machen

2021 ◽  
Vol 35 (09-10) ◽  
pp. 36-38
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Chain Management ◽  
End To End

Die Zukunft des Supply Chain Management ist digital. Mit IoT-Lösungen, End-to-End-Tracking, Smart Warehousing und der effizienten Nutzung ihrer Daten steigern Unternehmen die Produktivität, sparen Kosten und erhöhen die Wettbewerbsfähigkeit. Dafür sind schnelle, stabile Netzwerkinfrastrukturen und effiziente Lösungen für die Speicherung von Massendaten, wie die All-in-one-Lösung von Huawei, essenziell.

An Evaluation and Scenario Analysis of the Representative Supply Chain Management Software

2011 ◽  
pp. 76-91
Author(s):  
Ruiliang Yan ◽  
Zhongxian Wang ◽  
Ruben Xing
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Business Environment ◽  
Competitive Advantages ◽  
Analytic Hierarchy ◽  
Chain Management ◽  
Software Packages ◽  
The Right ◽  
Hierarchy Process ◽  
A Company

Supply Chain Management (SCM) has proven to be an effective tool that aids companies in the development of competitive advantages. SCM Systems are relied on to manage warehouses, transportation, trade logistics and various other issues concerning the coordinated movement of products and services from suppliers to customers. Although in today’s fast paced business environment, numerous supply chain solution tools are readily available to companies, choosing the right SCM software is not an easy task. The complexity of SCM systems creates a multifaceted issue when selecting the right software, particularly in light of the speed at which technology evolves. In this chapter, we use the approach of Analytic Hierarchy Process (AHP) to determine which SCM software best meets the needs of a company. The AHP approach outlined in this paper can be easily transferred to the comparison of other SCM software packages.

A New Information Infrastructure Approach for End-To-End Supply Chain Management

2021 ◽  
pp. 314-323
Author(s):  
Dragan Simić ◽  
José Luis Calvo-Rolle ◽  
José R. Villar ◽  
Vladimir Ilin ◽  
Svetislav D. Simić ◽  
...  
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Information Infrastructure ◽  
Chain Management ◽  
New Information ◽  
End To End

Real World Applications

2016 ◽  
pp. 113-132
Author(s):  
Ibibia K. Dabipi ◽  
Judy A. Perkins ◽  
Tierney Moore
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Real World ◽  
Chain Structure ◽  
Total Asset ◽  
Chain Management ◽  
Real World Applications ◽  
End To End ◽  
Supply Chain Structure

Over the years the supply chain industry has been transforming to improve the end-to-end (production to delivery) process. Supply chain management (SCM) allows various industries to oversee and better handle how their product is manufactured and delivered. It allows them to track and identify the location of the product and to be more efficient in delivery. Integrating total asset visibility (TAV) technology into the supply chain structure can provide excellent visibility of a product. This kind of visibility complemented with various packaging schemes can assist in accommodating optimization strategies for visualizing the movement of a product throughout the entire supply chain pipeline. The chapter will define SCM, discuss TAV, review how transportation as well as optimization impacts SCM and TAV, and examine the role of packaging in the context of SCM and TAV.

An end-to-end Internet of Things solution for Reverse Supply Chain Management in Industry 4.0

2019 ◽  
Vol 112 ◽  
pp. 103127 ◽  
Author(s):  
Celia Garrido-Hidalgo ◽  
Teresa Olivares ◽  
F. Javier Ramirez ◽  
Luis Roda-Sanchez
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Internet Of Things ◽  
Industry 4.0 ◽  
Reverse Supply Chain ◽  
Chain Management ◽  
End To End

On data and connectivity in complete supply chains

2019 ◽  
Vol 25 (5) ◽  
pp. 1145-1163 ◽  
Author(s):  
Per Engelseth ◽  
Judith Molka-Danielsen ◽  
Brian E. White
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Process Development ◽  
Chain Management ◽  
Content Type ◽  
Management Discourse ◽  
End To End ◽  
Chain Organization

Purpose The purpose of this paper is to question the applicability of recent industry-derived terms such as “Big Data” (BD) and the “Internet of things” (IoT) in a supply chain managerial context. Is this labeling useful in managing the operations found in supply chains? Design/methodology/approach BD and IoT are critically discussed in the context of a complete supply chain organization. A case study of banana supply from Costa Rica to Norway is provided to empirically ground this research. Thompson’s contingency theory, Alderson’s functionalistic end-to-end “marketing channels” model, Penrose’s view of supply purpose associated with service provision, and particularities of banana supply reveal how end-to-end supply chains are complex systems, even though the product distributed is fairly simple. Findings Results indicate that the usefulness of BD in supply chain management discourse is limited. Instead its connectivity is facilitated by what is now becoming commonly labeled as IoT, people, devices and documents that are useful when taking an end-to-end supply chain perspective. Connectivity is critical to efficient contemporary supply chain management. Originality/value BD and IoT have emerged as a part of contemporary supply chain management discourse. This study directs attention to the importance of scrutinizing emergent and actual discourse in managing supply chains, that it is not irrelevant which words are applied, e.g., in research on information-enabled supply process development. Often the old words of professional terminology may be sufficient or even better to help manage supply.

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