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Supplier Firms (supplier + firm)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

Selected Abstracts

The Value of Production Schedule Integration in Supply Chains

DECISION SCIENCES, Issue 4 2001
Lee Krajewski
Abstract This study explores the value of integrated production schedules for reducing the negative effects of schedule revisions in supply chains involving buyer and supplier firms. A stochastic cost model is developed to evaluate the total supply chain cost with integrated purchasing and scheduling policies. The model minimizes the costs associated with assembly rate adjustment, safety stock, and schedule changes for all supply chain members. Through experimentation, the paper examines the impact of several environmental factors on the value of schedule integration. This study finds that schedule integration can lead to overall cost savings in a supply chain, but some firms may have to absorb costs in excess of those they would incur with independent scheduling. Environments with high inventory holding costs and long supplier lead times may not find it beneficial to adopt an integrated schedule. Forecast effectiveness plays a critical role in realizing the benefits of schedule integration. The paper concludes with suggestions for future research. [source]

An Examination of Collaborative Planning Effectiveness and Supply Chain Performance

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 2 2005
Kenneth J. Petersen
Summary Many organizations are attempting to gain a competitive advantage by integrating their suppliers more thoroughly into key supply chain processes. This calls for greater strategic and operational cooperation between buyer and supplier firms, often involving some degree of collaborative planning. Advances in information technology are making it possible for firms to share planning information more quickly and easily. This study surveyed purchasing executives whose firms are involved in collaborative planning with suppliers to examine several factors that support effective planning and the impact that effective collaborative planning has on performance in the buying firm. The results show that effective collaborative planning is dependent on the level of trust and the quality of information shared between firms. [source]

Supplier Assistance Within Supplier Development Initiatives

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2004
Steven C. Dunn
SUMMARY Supplier development involves taking those initiatives necessary to change the performance of supplier firms. This paper develops a conceptual model that captures the salient issues from an internal or purchaser's standpoint, as well as from an external or seller's standpoint. The model assists purchasers in pinpointing improvement initiatives that provide the best returns. Moreover, it illustrates that different purchasing firms perceive supplier value differently because of the relative amount of competition in a respective supply market and because of the value offered by various products within the purchasing firm's business. Case studies were conducted to highlight methods of strategically enhancing the supplier/customer relationship to develop exemplary supply chains. Results indicated ineffective measurement criteria as a key impediment to supplier development. Additionally, results indicated that many purchasers are in transition regarding embracing bold and substantive supplier development initiatives. [source]

All Supply Chains Don't Flow Through: Understanding Supply Chain Issues in Product Recalls

MANAGEMENT AND ORGANIZATION REVIEW, Issue 2 2008
Marjorie A. Lyles
abstract Our paper conceptualizes and highlights the role of the supply chains in China's product recall problems. We raise questions about the interrelationships of the focal manufacturer and the supplier firms and the consequences of these relationships. We address some of the causes of the current situation, including a discussion of deep supply chains, the importance of relationships, the role of trust and the impact of cultural misunderstandings. We suggest many future research questions to further understand how the supply chain can cause or deter product recalls. [source]