21,382 research outputs found

    Evaluation of sales and operations planning in a process industry

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    Cette thĂšse porte sur la planification des ventes et des opĂ©rations (S±&OP) dans une chaĂźne d'approvisionnements axĂ©e sur la demande. L'objectif de la S±&OP, dans un tel contexte, est de tirer profit de l'alignement de la demande des clients avec la capacitĂ© de la chaĂźne d'approvisionnement par la coordination de la planification des ventes, de la production, de la distribution et de l'approvisionnement. Un tel processus de planification exige une collaboration multifonctionnelle profonde ainsi que l'intĂ©gration de la planification. Le but Ă©tant d'anticiper l'impact des dĂ©cisions de vente sur les performances de la chaĂźne logistique , alors que l'influence de la dynamique des marchĂ©s est prise en compte pour les dĂ©cisions concernant la production, la distribution et l'approvisionnement. La recherche a Ă©tĂ© menĂ©e dans un environnement logistique manufacturier multi-site et multi-produit, avec un approvisionnement et des ventes rĂ©gis par des contrats ou le marchĂ©. Cette thĂšse examine deux approches de S±&OP et fournit un support Ă  la dĂ©cision pour l'implantation de ces mĂ©thodes dans une chaĂźne logistique multi-site de fabrication sur commande. Dans cette thĂšse, une planification traditionnelle des ventes et de la production basĂ©e sur la S±feOP et une planification S±fcOP plus avancĂ©e de la chaĂźne logistique sont tout d'abord caractĂ©risĂ©es. Dans le systĂšme de chaĂźne logistique manufacturiĂšre multi-site, nous dĂ©finissons la S±&OP traditionnelle comme un systĂšme dans lequel la planification des ventes et de la production est effectuĂ©e conjointement et centralement, tandis que la planification de la distribution et de l'approvisionnement est effectuĂ©e sĂ©parĂ©ment et localement Ă  chaque emplacement. D'autre part, la S±fcOP avancĂ©e de la chaĂźne logistique consiste en la planification des ventes, de la production, de la distribution et de l'approvisionnement d'une chaĂźne d'approvisionnement effectuĂ©e conjointement et centralement. BasĂ©s sur cette classification, des modĂšles de programmation en nombres entiers et des modĂšles de simulation sur un horizon roulant sont dĂ©veloppĂ©s, reprĂ©sentant, respectivement, les approches de S±&OP traditionnelle et avancĂ©e, et Ă©galement, une planification dĂ©couplĂ©e traditionnelle, dans laquelle la planification des ventes est effectuĂ©e centralement et la planification de la production, la distribution et l'approvisionnement est effectuĂ©e sĂ©parĂ©ment et localement par les unitĂ©s d'affaires. La validation des modĂšles et l'Ă©valuation prĂ©-implantation sont effectuĂ©es Ă  l'aide d'un cas industriel rĂ©el utilisant les donnĂ©es d'une compagnie de panneaux de lamelles orientĂ©es. Les rĂ©sultats obtenus dĂ©montrent que les deux mĂ©thodes de S±feOP (traditionnelle et avancĂ©e) offrent une performance significativement supĂ©rieure Ă  celle de la planification dĂ©couplĂ©e, avec des bĂ©nĂ©fices prĂ©vus supĂ©rieurs de 3,5% et 4,5%, respectivement. Les rĂ©sultats sont trĂšs sensibles aux conditions de marchĂ©. Lorsque les prix du marchĂ© descendent ou que la demande augmente, de plus grands bĂ©nĂ©fices peuvent ĂȘtre rĂ©alisĂ©s. Dans le cadre de cette recherche, les dĂ©cisions de vente impliquent des ventes rĂ©gies par des contrats et le marchĂ©. Les dĂ©cisions de contrat non optimales affectent non seulement les revenus, mais Ă©galement la performance manufacturiĂšre et logistique et les dĂ©cisions de contrats d'approvisionnement en matiĂšre premiĂšre. Le grand dĂ©fi est de concevoir et d'offrir les bonnes politiques de contrat aux bons clients de sorte que la satisfaction des clients soit garantie et que l'attribution de la capacitĂ© de la compagnie soit optimisĂ©e. Également, il faut choisir les bons contrats des bons fournisseurs, de sorte que les approvisionnements en matiĂšre premiĂšre soient garantis et que les objectifs financiers de la compagnie soient atteints. Dans cette thĂšse, un modĂšle coordonnĂ© d'aide Ă  la dĂ©cision pour les contrats e dĂ©veloppĂ© afin de fournir une aide Ă  l'intĂ©gration de la conception de contrats, de l'attribution de capacitĂ© et des dĂ©cisions de contrats d'approvisionnement pour une chaĂźne logistique multi-site Ă  trois niveaux. En utilisant la programmation stochastique Ă  deux Ă©tapes avec recours, les incertitudes liĂ©es Ă  l'environnement et au systĂšme sont anticipĂ©es et des dĂ©cisions robustes peuvent ĂȘtre obtenues. Les rĂ©sultats informatiques montrent que l'approche de modĂ©lisation proposĂ©e fournit des solutions de contrats plus rĂ©alistes et plus robustes, avec une performance prĂ©vue supĂ©rieure d'environ 12% aux solutions fournies par un modĂšle dĂ©terministe

    The impact of coordination and information on transport procurement

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    Transport cost is second in importance after production cost in industry. It is the purpose of the present paper to study the impact of information sharing and contractual instruments between a supply chain and its transport suppliers. After reviewing the literature, we propose a model to measure the benefits in terms of transport cost and standard deviation of transport cost. We evaluate three scenarios over one period reiterated for a shipper carrier two-echelon model with a mix of long- term and short-term procurement strategies: perfect information, asymmetric information and private information at one level of the supply chain. We evaluate the transfer in rent between carrier and shipper according to the information known and give some insights on optimal contract parameters.Supply chain management, coordination, contracts, information sharing, game theory, mechanisms

    The making of the management accountant. Becoming the producer of truthful knowledge

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    In this paper, the authors analyse the practices through which the management accountant is constructed as a knowing subject and becomes a producer of truthful knowledge. They draw on a case study of an automobile equipment manufacturer in which management accountants play a central role. The centrality of their role is evidenced, among other aspects, by their participation in online reverse auctions, wherein they commit themselves and their company to long-term projects. This commitment is constitutive of their identity as knowing subjects and organisational truth tellers. However, the “validity” of the truth they produce can only be assessed over time. They argue that, in this firm, monthly performance review meetings constitute “accounting trials of truth” during which peers and senior management crossexamine the accounting truth presented. Preparations for these trials of truth constitute a form of subjectivation whereby management accountants act on their ways of being in the firm and become the producers of truthful knowledge.management accountant; subjectivation; trials of truth; Foucault

    Developing a conceptual model for examining the supply chain relationships between behavioural antecedents of collaboration, integration and performance

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    Purpose – The purpose of this paper is threefold: first, review the literature on the topic of behavioural antecedents of collaboration and their impact on supply chain integration and performance; second, lay the theoretical foundations and develop a conceptual model linking behavioural antecedents of collaboration, information integration, coordination of operational decisions and supply chain performance; and third, set out operationalisation considerations. Design/methodology/approach – A conceptual model with theoretical basis on Relational Exchange Theory (RET) and extant supply chain theory is developed as a causal model that can be operationalised using structural equations modelling (partial least squares) and a “single key informant” approach. Findings – Positive relationships between behavioural antecedents of collaboration (trust, commitment, mutuality/reciprocity), information integration, coordination of operational decisions and supply chain performance (efficiency, effectiveness) are hypothesised. RET provides adequate theoretical background that leads to the theoretical establishment of hypotheses between behavioural antecedents, supply chain integration and performance, which are worth testing empirically. Research limitations/implications – The ideas presented in this paper enrich the study of behavioural factors in supply chain management and their impact on supply chain performance, and may benefit researchers in the field. The paper also sets the scene (experimental design, measurement items) for the upcoming field research. The empirical part of the work will provide the necessary evidence for the validation of the established hypotheses. Practical implications – The proposed linkages may stimulate the interest of supply chain strategists towards more collaborative relationship management and affect their decisions on the behavioural antecedents of relationship formation and management. Moreover, the proposed model may help clarify how the integration of critical operational contingencies – information, operational decisions – can help achieve superior supply chain performance. Originality/value – The paper establishes a causal relationship between constructs which have not been researched (mutuality/reciprocity, coordination of operational decisions) or have been researched individually or in combination (impact of integration on performance, impact of collaboration on performance) but not in the proposed integrated way. It also addresses the challenge of lack of theoretical justification on the development of knowledge that will assist decision making in SCM/logistics and its integration into models, processes and tasks. Finally, by using RET in selecting of behavioural factors and establishing hypotheses, it adds to the body of knowledge concerning the use of interorganisational theories in supply chain relationships

    Partner Trust Level in Collaborative Demand Forecast Sharing and its Impact on Supply Chain Profitability

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    Considering trust as a critical factor for successful collaborative demand forecast sharing, this paper studies the dynamic relationship between trust level-based forecasting capability and supply chain profitability. We develop a forecasting coordination model to examine how the enhanced partner trust level can influence the forecasting evolution to improve demand forecasts’ accuracy. We estimate costs and profits from demand forecast sharing under varying trust levels between a buyer and a partner supplier and then determine the optimal level of trust for both parties to create the maximum economic value through collaborative demand forecast sharing. To assess the opportunity costs associated with no demand forecast sharing, we compare a joint forecasting supply chain’s profitability with a supply chain where the supply chain partners maintain separate demand forecasts. We find that once the buyer and the supplier agree to engage in demand forecast sharing with a joint goal of supply chain profit maximization, they should be able to retain the collaborative trust that is as closer to an absolute level as possible throughout their working relationship. Thus, the model presented in this study may help both the buyer and the partner supplier evaluate how supply chain profitability can improve as they modify their partner trust levels and determine the optimum trust-level policy for mutual benefits

    Analysis of supply contracts with commitments and flexibility

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    In this article we address an important class of supply contracts called the Rolling Horizon Flexibility (RHF) contracts. Under such a contract, at the beginning of the horizon a buyer has to commit requirements for components for each period into the future. Usually, a supplier provides limited flexibility to the buyer to adjust the current order and future commitments in a rolling horizon manner. We present a general model for a buyer's procurement decision under RHF contracts. We propose two heuristics and derive a lower bound. Numerically, we demonstrate the effectiveness of the heuristics for both stationary and non-stationary demands. We show that the heuristics are easy to compute, and hence, amenable to practical implementation. We also propose two measures for the order process that allow us to (a) evaluate the effectiveness of RHF contracts in restricting the variability in the orders, and (b) measure the accuracy of advance information vis-a-vis the actual orders. Numerically we demonstrate that the order process variability decreases significantly as flexibility decreases without a dramatic increase in expected costs. Our numerical studies provide several other managerial insights for the buyer; for example, we provide insights into how much flexibility is sufficient, the value of additional flexibility, the effect of flexibility on customer satisfaction (as measured by fill rate), etc. © 2008 Wiley Periodicals, Inc. Naval Research Logistics, 2008Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/60455/1/20300_ftp.pd

    Designing a flexible supply chain for new product launch

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    Thesis (M. Eng. in Logistics)--Massachusetts Institute of Technology, Engineering Systems Division, 2005.Includes bibliographical references (leaves 55-56).This thesis examines how companies tactically design flexible supply chains for new product launches. The research focus is on different strategies and tactics used by original equipment manufacturers to improve supply chain flexibility through their engagement with contract manufacturers. Five case studies regarding successful product launches were documented and analyzed, and the successful strategies and tactics were then categorized according to the characteristics of the situation. Finally, the findings from the analysis were applied to a startup company to develop its contract manufacturing engagement plan.by Wai-Kwan Benjamin Ha.M.Eng.in Logistic

    Implementing ERP systems - organisational implications

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    Success of Enterprise Resource Planning (ERP) systems depend on rigorous and disciplined approach to planning and implementation. This article presents a selection and implementation methodology that has been applied to three similar companies and highlights a wide variation in outcome. The underlying reasons for the variations in success can be specifically attributed to organisational personalities and culture. Analysis of these case studies provides key lessons and concludes by summarising these lessons in a cause and effect diagram
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