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Chain Performance (chain + performance)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting71%

Kinds of Chain Performance

  • supply chain performance
    		•

    Selected Abstracts

    The Impact of E-Replenishment Strategy on Make-to-Order Supply Chain Performance

    DECISION SCIENCES, Issue 1 2005
    E. Powell Robinson Jr.
    ABSTRACT This research investigates the impact of electronic replenishment strategy on the operational activities and performance of a two-stage make-to-order supply chain. We develop simulation-based rolling schedule procedures that link the replenishment processes of the channel members and apply them in an experimental analysis to study manual, semi-automated, and fully automated e-replenishment strategies in decentralized and coordinated decision-making supply chain structures. The average operational cost reductions for moving from a manual-based system to a fully automated system are 19.6, 29.5, and 12.5%, respectively, for traditional decentralized, decentralized with information sharing, and coordinated supply chain structures. The savings are neither equally distributed among participants, nor consistent across supply chain structures. As expected, for the fully coordinated system, total costs monotonically decrease with higher levels of automation. However, for the two decentralized structures, under which most firms operate today, counter-intuitive findings reveal that the unilateral application of e-procurement technology by the buyer may lower his purchasing costs, but increase the seller's and system's costs. The exact nature of the relationship is determined by the channel's operational flexibility. Broader results indicate that while the potential economic benefit of e-replenishment in a decentralized system is substantial, greater operational improvements maybe possible through supply chain coordination. [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]

    SUPPLY MANAGEMENT, SUPPLY FLEXIBILITY AND PERFORMANCE OUTCOMES: AN EMPIRICAL INVESTIGATION OF MANUFACTURING FIRMS

    JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2010
    YING LIAO
    Increasingly, the global market environment is becoming more turbulent, complex and uncertain. Literature has explored the importance of supply management and its direct impact on performance. However, the nature of strategic supply management and its impact on supply flexibility needs further clarification in the context of the use of supplier resources and supplier network coordination. This research presents a model of supply management, supply flexibility and supply chain performance. In this study, we examine the relationships between supply management and supply flexibility, and extend the concept of supply flexibility in terms of supplier flexibility and supply network flexibility on relevant supply chain performance measures. Data for the study were collected from 201 manufacturing firms, and the measurement scales of supply flexibility were tested and validated using structural equation modeling. The results indicate strong, positive and direct relationships between supply management practices and supply flexibility, and between supply flexibility and supply chain performance. Concluding theoretical and managerial implications are discussed. [source]

    U.S. Sourcing from Low-Cost Countries: A Comparative Analysis of Supplier Performance

    JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 4 2007
    Kusumal Ruamsook
    SUMMARY Given the increase in sourcing from low-cost countries (LCCs), it is important to assess relative supplier performance across these regions. This work investigates the comparative performance of LCC suppliers on 14 operational indicators of international sourcing and supply chain performance. Using survey methods, the study addresses these two questions: (1) How do the LCC regions of Asia, the Western Hemisphere and Europe compare in terms of the 14 operational indicators?; and (2) How do LCC nations within these three regions compare with regard to the 14 operational indicators? Perceived differences exist among the regions of Asia, the Western Hemisphere and Europe, as well as among the LCC nations of these three regions. However, no one region outperforms the others, and no one nation outperforms the others, on all 14 operational indicators investigated. Accordingly, this study also identifies the key areas of comparative advantage and disadvantage that each LCC region and each LCC nation presents in its relationship with U.S. buying firms. [source]

    Free riding in a multi-channel supply chain

    NAVAL RESEARCH LOGISTICS: AN INTERNATIONAL JOURNAL, Issue 8 2009
    Fernando Bernstein
    Abstract Free riding in a multichannel supply chain occurs when one retail channel engages in the customer service activities necessary to sell a product, while another channel benefits from those activities by making the final sale. Although free riding is, in general, considered to have a negative impact on supply chain performance, certain recent industry practices suggest an opposite view: a manufacturer may purposely induce free riding by setting up a high-cost, customer service-oriented direct store to allow consumers to experience the product, anticipating their purchase at a retail store. This article examines how the free riding phenomenon affects a manufacturer's supply chain structure decision when there are fixed plus incremental variable costs for operating the direct store. We consider factors such as the effort required to find and buy the product at a retail store after visiting the direct store, the existence of competing products in the market, and the extent of consumer need to obtain direct-store service. © 2009 Wiley Periodicals, Inc. Naval Research Logistics, 2009 [source]

    A MODEL FOR BATCH ADVANCED AVAILABLE-TO-PROMISE

    PRODUCTION AND OPERATIONS MANAGEMENT, Issue 4 2002
    CHIEN-YU CHEN
    The available-to-promise (atp) function is becoming increasingly important in supply chain management since it directly links production resources with customer orders. In this paper, a mixed integer programming (mip) ATP model is presented. This model can provide an order-promising and -fulfillment solution for a batch of orders that arrive within a predefined batching interval. A variety of constraints, such as raw material availability, production capacity, material compatibility, and customer preferences, are considered. Simulation experiments using the model investigate the sensitivity of supply chain performance to changes in certain parameters, such as batching interval size and customer order flexibility. [source]

    e-Integration in the Supply Chain: Barriers and Performance,

    DECISION SCIENCES, Issue 4 2002
    Markham T. Frohlich
    ABSTRACT Current opinion holds that Internet-based supply chain integration with upstream suppliers and downstream customers (called "e-integration" in this paper) is superior to traditional ways of doing business. This proposition remains untested, however, and similarly we know little about what are the upstream, internal, and downstream barriers to implementing e-integration. This paper empirically addressed these questions using data from a large single nation study, and found (1) a positive link between e-integration and performance, and (2) that internal barriers impeded e-integration more than either upstream supplier barriers or downstream customer barriers. Findings from this study contribute to our theoretical understanding of implementing change in contemporary supply chains, and have important implications for manufacturers interested in improving their supply chain's performance using the Internet. [source]