Collective impact of scrap, random breakdown, overtime and discontinuous issuing on batch production planning in a supply-chain environment

This research explores the collective impact of overtime, random breakdown, discontinuous issuing rule, and scrap on batch production planning in a supply-chain environment. In today’s global business environment, manufacturing firms encounter numerous operational challenges. Externally, they must promptly satisfy the customers’ various requests, while internally, they must cautiously manage several inevitable issues in the fabrication process. These issues might be concerned with scrap, random breakdown, etc. Resolving such issues is crucial for meeting the due dates of customers’ orders, adhering to the expected manufacturing schedules, product quality, and minimizing the total fabrication-transportation-inventory costs. The study develops a model to characterize the system’s features mentioned above and assist the manufacturers with batch fabrication planning. The model proposes a solution process with an algorithm seeking an optimal runtime for the system. Additionally, it gives a numerical illustration depicting the collective and individual impacts of these special features on the operating policy and other performance indices. This model and the research findings can facilitate manufacturers’ decision-making for green batch fabrication and enhance competitive advantage.

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The Impact of Supply Chain Partnership on Firm Performance: an Empirical Study Based on Listed Manufacturing Companies in China

BCP Business & Management ◽

10.54691/bcpbm.v14i.124 ◽

2021 ◽

Vol 14 ◽

pp. 22-38

Author(s):

Panxin Zhou

Keyword(s):

Supply Chain ◽

Firm Performance ◽

Transaction Costs ◽

Resource Sharing ◽

Information Exchange ◽

Business Environment ◽

Manufacturing Companies ◽

Additional Test ◽

Global Business ◽

The Impact

Today, Supply Chain Management (SCM) is regarded as an essential strategic factor, which has a great deal of influence on earning competitiveness in global business environment. There are conflicts among all members of the SCM. In order to maximize the total profit of the SCM, negotiation among all members is necessary. For enterprise in the supply chain, the supply chain partnership has become a significant factor affecting firm performance. In this paper, I examine the impact of cooperation between enterprise and its supply chain partners. Specifically, I collect survey data from Chinese manufacturing firms about their relations with partners and use regression analysis to test hypotheses about the associations between firm performance and supply chain partnership. My results support that superior supplier partnership has a positive impact on reducing transaction costs and improving financial and market performance. In additional test, I establish a series of models with interactive terms. The results of additional test indicate that the impact is enhanced if the competition of each sub industry of the manufacturing industry is different. Above all, I put forward the following suggestions. Enterprise managers could establish an evaluation mechanism of suppliers and retailers, which select high-quality cooperative partners and reduce low-quality transaction costs for enterprises. When participating in business operation, shareholders could comprehensively understand the business conditions of various supply partners and choose reliable supply chain partners for investment. Also, the government can guide the realization of resource sharing and information exchange among supply chain enterprises, which is beneficial to create a more competitive supply chain to promote economic development.

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New Strategy and Thinking in Global Business System

Handbook of Research on Strategic Fit and Design in Business Ecosystems - Advances in E-Business Research ◽

10.4018/978-1-7998-1125-1.ch001 ◽

2020 ◽

pp. 1-24

Author(s):

M. Sebnem Ensari ◽

Güner Gürsoy

Keyword(s):

Supply Chain ◽

Competitive Advantage ◽

Business Environment ◽

Global Business ◽

Road Map ◽

Business System ◽

Building Process ◽

New Strategy ◽

Smart Supply Chain Management ◽

Strategy Building

Because of the necessity of adopting the product and service to the rapidly changing needs of current customers, specialization in each supply chain has become more important. The companies from the same supply chain benefited from the collaboration in order to gain competitive advantage. This chapter first of all explains the current changes in business environment and define the new global business system and summarizes the common strategies to survive in this environment from related literature. It proposes a model of a smart supply chain management including agile organizations and mutual goal achievement of the firms and the members of the same supply chain at the end of the chapter. The aim of this chapter is providing a road map to todays and future organizations to be more competitive. It is believed that the chapter will be helpful for both professionals and academicians who have interest in strategy building process and creating competitive advantage.

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The structural impact of supply chain management teams

Management Research Review ◽

10.1108/mrr-04-2018-0163 ◽

2019 ◽

Vol 42 (2) ◽

pp. 290-310

Author(s):

Xun Li ◽

Clyde W. Holsapple ◽

Thomas J. Goldsby

Keyword(s):

Supply Chain ◽

Supply Chain Management ◽

Organizational Structure ◽

Business Environment ◽

Structural Elements ◽

Global Business ◽

Chain Management ◽

Content Type ◽

Supply Chain Agility ◽

Hierarchical Position

Purpose In today’s constantly evolving global business environment, multidivisional firms (MDFs) require an organizational structure for supply chain management (SCM) that facilitates the development of supply chain agility. This research aims to investigate what structural elements of an MDF’s SCM team contribute to supply chain agility. Design/methodology/approach A two-sample field study was conducted. Four MDFs with top-performing supply chains (Sample 1) were first studied to identify agility-supporting structural elements. Then, quantitative data from 35 MDFs with contrasting levels of supply chain agility (Sample 2) were collected to test the theoretical propositions advanced from Sample 1 findings. Findings The results reveal four structural elements that exert a positive impact on an MDF’s supply chain agility: hierarchical position of the divisional top supply chain executive, scope of divisional supply chain operations, hierarchical position of the top supply chain executive at the headquarters and scope of SCM coordination by the headquarters. Originality/value First, this study provides a comparatively comprehensive understanding of the SCM organization structure in MDFs. Second, this study is one of the first to provide empirically supported theoretical insights about the linkage between an MDF’s organizational structure for SCM and supply chain agility.

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Proposed Framework for Research in the Triple A (Agility, Adaptability, Alignment) in Supply Chains

Managing Global Supply Chain Relationships ◽

10.4018/978-1-61692-862-9.ch013 ◽

2011 ◽

pp. 306-321 ◽

Cited By ~ 4

Author(s):

Ivan Arana-Solares ◽

Jose Machuca ◽

Rafaela Alfalla-Luque

Keyword(s):

Supply Chain ◽

Supply Chains ◽

Competitive Advantage ◽

Business Performance ◽

Business Environment ◽

Sustainable Competitive Advantage ◽

Global Business ◽

The Impact

In the rapidly changing global business environment, it can be seen that supply chain designs based solely on efficiency and speed do not necessarily lead to a sustainable competitive advantage. According to Lee (2004), this can only be done if supply chains are designed to incorporate the Triple A: Agility, Adaptability and Alignment. Although Lee provided some examples, to date his claim has not been empirically tested, which is essential. A number of studies have looked at the three component parts of the Triple A separately, but as yet no studies have focused on all three Triple A components concurrently, or on the impact they have on business performance. The main aim of this chapter is to determine the dimensions and factors that characterize these variables, in order to empirically test the accuracy of Lee’s claim.

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CRITICAL ATTRIBUTES ON SUPPLY CHAIN STRATEGY IMPLEMENTATION: CASE STUDY IN EUROPE AND ASIA

Management and Production Engineering Review ◽

10.2478/mper-2013-0040 ◽

2013 ◽

Vol 4 (4) ◽

pp. 66-75

Author(s):

Ilkka Sillanpää ◽

Nurul Aida binti Abdul Malek ◽

Josu Takala

Keyword(s):

Supply Chain ◽

Critical Factor ◽

Business Environment ◽

Strategy Implementation ◽

Future Research ◽

Global Business ◽

Supply Chain Strategy ◽

Factor Index ◽

The Right

Abstract This case study research aims to compare the performance of the implementation of supply chain management (SCM) strategies within Asian and European Companies. The case study measures company’s opinions of supply chain strategy implementation through utilization of Sense and Response methodology. Critical Factor Index (CFI), Balanced Critical Factor Index (BCFI) and Scaled Critical Factor Index (SCFI) are used in this study to represent the result of comparison between European and Asian companies. From the analysis of comparison of all Sense and Response models, it can be concluded that there are differences and similarities of critical attributes that affecting supply chain strategy implementation in Asian and European companies. There are two attributes that have consistent trend for both regions; innovation and organization structure. In this research the analysis of supply chain strategy implementation was made for the needs of manufacturing industry. Suggestions for future research are multiple case studies in different industry areas in global business environment. The results provide a guideline to the company to measure the right attributes for making the right decision in a dynamic environment. It also provides good knowledge for companies to implement supply chain strategies, the main approaches to implement it and the main challenges in supply chain strategy implementation. Supply chain strategy implementation was analyzed in the European and Asian companies. This research shows that there are several developing areas for companies when implementing supply chain strategies.

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Proposed Framework for Research in the Triple A (Agility, Adaptability, Alignment) in Supply Chains

Supply Chain Management ◽

10.4018/978-1-4666-2625-6.ch020 ◽

2012 ◽

pp. 331-346

Author(s):

Ivan Arana-Solares ◽

Jose Machuca ◽

Rafaela Alfalla-Luque

Keyword(s):

Supply Chain ◽

Supply Chains ◽

Competitive Advantage ◽

Business Performance ◽

Business Environment ◽

Sustainable Competitive Advantage ◽

Global Business ◽

The Impact

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Supply Chain Operations Management in Pandemics: A State-of-the-Art Review Inspired by COVID-19

Sustainability ◽

10.3390/su13052504 ◽

2021 ◽

Vol 13 (5) ◽

pp. 2504

Author(s):

Muhammad Umar Farooq ◽

Amjad Hussain ◽

Tariq Masood ◽

Muhammad Salman Habib

Keyword(s):

Supply Chain ◽

Operations Management ◽

Transportation Network ◽

Supply And Demand ◽

Management Strategies ◽

Business Environment ◽

Future Research ◽

Global Business ◽

Chain Operation ◽

Supply Chain Operation

Pandemics cause chaotic situations in supply chains (SC) around the globe, which can lead towards survivability challenges. The ongoing COVID-19 pandemic is an unprecedented humanitarian crisis that has severely affected global business dynamics. Similar vulnerabilities have been caused by other outbreaks in the past. In these terms, prevention strategies against propagating disruptions require vigilant goal conceptualization and roadmaps. In this respect, there is a need to explore supply chain operation management strategies to overcome the challenges that emerge due to COVID-19-like situations. Therefore, this review is aimed at exploring such challenges and developing strategies for sustainability, and viability perspectives for SCs, through a structured literature review (SLR) approach. Moreover, this study investigated the impacts of previous epidemic outbreaks on SCs, to identify the research objectives, methodological approaches, and implications for SCs. The study also explored the impacts of epidemic outbreaks on the business environment, in terms of effective resource allocation, supply and demand disruptions, and transportation network optimization, through operations management techniques. Furthermore, this article structured a framework that emphasizes the integration of Industry 4.0 technologies, resilience strategies, and sustainability to overcome SC challenges during pandemics. Finally, future research avenues were identified by including a research agenda for experts and practitioners to develop new pathways to get out of the crisis.

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Global Trends in World Market Dynamics

University Scientific Notes ◽

10.37491/unz.80.17 ◽

2021 ◽

pp. 185-196

Author(s):

Liuba TURCHYN

Keyword(s):

Supply Chain ◽

Supply Chains ◽

Value Added ◽

Business Environment ◽

Global Supply Chain ◽

World Bank Group ◽

Global Business ◽

The World ◽

Total Turnover ◽

The Impact

The article examines current trends in world markets. The effects of coronavirus (COVID-19) on the global business environment have been identified. Thus, the World Bank Group highlights the uneven recovery of the economy due to coronavirus (COVID-19), in addition, it is expected that the level of world GDP in 2021 will be 3.2 % lower than expected before the pandemic, and GDP per capita among many emerging and developed economies, COVID-19 peaks are expected to remain below peak levels for a long time to come. It has been found that the rate of recovery in countries may also differ between generations and income groups, as they have been unevenly affected by the economic downturn. Therefore, businesses will need to monitor the macroeconomic environment and carefully assess the revenue and expenditure dynamics of their target consumer groups in order to propose appropriate pricing strategies and the value of their products and services. Emerging economies continue to move from key industries to higher value-added activities in the global supply chain. In addition, global trade and multinational businesses are subject to tighter controls as consumers increasingly demand more transparent and socially responsible supply chains. The pandemic shocked the global supply chain and exposed its fragility. In 2020, world exports fell by 7.2 % in US dollars, while supply bottlenecks affected various industries — from retail to manufacturing. Governments are now seeking to tighten control over critical supplies such as medicines and medical equipment, while companies are seeking to increase sustainability in supply chains. It is investigated that the uneven impacts of the pandemic itself, the pace of economic recovery vary widely in different countries. For example, the UK economy has experienced the worst downturn in 300 years, shrinking by almost 10 %. The impact on jobs was also unprecedented and ten times worse than during the global financial crisis of 2009, when in 2020 the world lost 114 million jobs. The state of world trade in general, as well as the volume and dynamics of export-import operations in Ukraine are analyzed. Thus, the total turnover in Ukraine in 2020 decreased by 6.5 % compared to the previous year. Imports decreased in 2020 by 10.3 % less than in 2019.

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Disruption in Supply Chain

Supply Chain Sustainability and Raw Material Management ◽

10.4018/978-1-61350-504-5.ch011 ◽

2011 ◽

pp. 205-214

Author(s):

Mohammad Bakhshayeshi Baygi ◽

Seyyed Mostafa Mousavi ◽

Onur Kuzgunkaya

Keyword(s):

Supply Chain ◽

Life Cycle ◽

Product Life Cycle ◽

Business Environment ◽

Global Business ◽

Careful Planning ◽

Supply Chain Disruption ◽

The Face ◽

Recent Trends ◽

Short Product

Recent trends in the global business environment such as overwhelming globalization, short product life cycle, and cost reducing strategies have exposed various types of supply chains in the face of a great deal of uncertainties and risks. One of the main risks in supply chain is risk of disruption. Disruptions, which can derive from natural and man-made sources, have attracted the attention of academia, industry, as well as supply chain advisors. The importance of the topic becomes more vital when it is observed that prior planning for the disruption can significantly reduce the adverse consequences of disruption. Therefore, in the chapter, the authors would try to introduce the phenomenon of supply chain disruption along with its importance. Recent trends that greatly necessitate careful planning of supply chain disruption are presented, and lastly, different ways through which the adverse consequences of disruption can be mitigated are given to the readers.

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A fuzzy embedded leagility assessment module in supply chain

Benchmarking An International Journal ◽

10.1108/bij-12-2013-0113 ◽

2016 ◽

Vol 23 (7) ◽

pp. 1937-1982 ◽

Cited By ~ 12

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.

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