Cooperative Wool Marketing Pools and Warehouses: Industry Update, Issues and Options

In 1981, there were 158 cooperative wool marketing pools and 9 cooperative warehouses. Pools operate a few days each year to assemble and sell wool. Warehouses operate daily and also grade, store, and blend wool to buyer specifications. Pools frequently sell without knowledge of grade and clean fiber content. Producer bargaining power is also limited by declining wool production, large variation in pool membership and volume, and overlapping marketing territories among warehouses. Processing, consolidating pool and warehouse marketing, and changing pool pricing to reflect clean fiber content are options to lower marketing costs and better market power.Wool, cooperative, pool, Agribusiness,

Store-Assistance Management for a Supply Chain with Consumer Return under Consignment Contract

In this paper, the strategy problems of pricing and store-assistance service investment are investigated for a supply chain with consumer return, where the considered supply chain under consignment contract consists of a single manufacturer and a single retailer. Firstly, we use differential equation to model the evolution of store-assistance service level and depict the effect of store-assistance service level on the return rate. By applying two-stage game, both optimal pricing and store-assistance service strategies are obtained based on the presented optimal control model. Subsequently, the committed dynamic consignment price contract is designed to coordinate and improve the performance of supply chain. Finally, a numerical example is provided to illustrate the impacts of the effectiveness of store-assistance service level and decay rate on the feasible region of corresponding contract

Reinforcing Digital Trust for Cloud Manufacturing Through Data Provenance Using Ethereum Smart Contracts

Cloud Manufacturing(CMfg) is an advanced manufacturing model that caters to fast-paced agile requirements (Putnik, 2012). For manufacturing complex products that require extensive resources, manufacturers explore advanced manufacturing techniques like CMfg as it becomes infeasible to achieve high standards through complete ownership of manufacturing artifacts (Kuan et al., 2011). CMfg, with other names such as Manufacturing as a Service (MaaS) and Cyber Manufacturing (NSF, 2020), addresses the shortcoming of traditional manufacturing by building a virtual cyber enterprise of geographically distributed entities that manufacture custom products through collaboration. With manufacturing venturing into cyberspace, Digital Trust issues concerning product quality, data, and intellectual property security, become significant concerns (R. Li et al., 2019). This study establishes a trust mechanism through data provenance for ensuring digital trust between various stakeholders involved in CMfg. A trust model with smart contracts built on the Ethereum blockchain implements data provenance in CMfg. The study covers three data provenance models using Ethereum smart contracts for establishing digital trust in CMfg. These are Product Provenance, Order Provenance, and Operational Provenance. The models of provenance together address the most important questions regarding CMfg: What goes into the product, who manufactures the product, who transports the products, under what conditions the products are manufactured, and whether regulatory constraints/requisites are met

On the use of installed base information for spare parts logistics: a revieuw of ideas and industry practice

Demand for spare parts is often difficult to forecast using historical data only. In this paper, we give an overview of installed based information and provide several ways in which installed base forecasting can be used. We discuss cases of installed based forecasting at four companies and list the issues involved. Moreover, we provide some models to assess the value of installed base information and conclude that forecasts of spare parts demand and return can be made considerably more timely and accurate by using installed base information

Coordination of Decentralized Supply Chains: A Literature Review

Due to the fact that the double margin exists in the decentralized supply chain, many papers focus on the coordination of decentralized supply chain. In this paper, we classify these papers into three parts according to the structure of supply chain. The first kind of supply chain consists of one upstream supplier and one downstream retailer. The second one consists of multiple suppliers and a single retailer. The last one refers to the supply chain with multiple suppliers and a single retailer. This paper can enable readers to get the knowledge of existing research on supply chain coordination. We also give some interesting future research concerning this topic

Managing Product Returns Within the Customer Value Framework

Customers can create value to the firm by purchasing products, not returning these products, recommending products to other potential customers, influencing other customers, and providing feedback to the company. In this chapter, we first discuss how product returns and engagement behaviors can be included in the customer value framework. Second, we discuss the antecedents of a customer’s product return decision, namely, return policies, information at the moment of purchase, and customer and product characteristics. Third, we focus on the consequences of product returns: the effects on future purchase and product return behavior, as well as on customer engagement behaviors. Thus, this chapter provides a comprehensive synthesis of current knowledge on antecedents and consequences of product returns and how this relates to measuring and managing customer value

Boxed up and locked up, safe and tight! Making the case for unattended electronic locker bank logistics for an innovative solution to NHS hospital supplies (UK)

YesThe lack of separation between urgent and non-urgent medical goods encourages sub-optimal vehicle fleet operations owing to the time critical nature of urgent items. An unattended electronic locker bank, to which individual urgent items can be delivered thereby separating urgent and non-urgent supply, was proposed for the Great Ormond Street Hospital in London, UK. This concept was quantified using ‘basic’ and ‘intuitive’ hill climbing optimisation models; and qualitatively using staff interviews and expert reviews. Results indicated that a locker bank with a fixed height (1.7 m) and depth (0.8 m) required a length of 4 m (basic model) and 3.63 m (intuitive model), to accommodate 100% of urgent consignments for a typical week. Staff interviews indicated the wider benefits such as staff personal deliveries