Demystifying supply chain visibility - a systematic literature review

Supply chain visibility (SCV) has been in trend after the millennium and raised interest of both academics and practitioners. However, there is still an ambiguity on the topic, which hinders a proper SCV application. This study aims to clarify the fuzziness of the area by conducting a systematic literature review. By reviewing 67 articles, we have identified a conceptual model that covers three main roles of information sharing for SCV and their impacts on the positive and negative constructs of SCV. This framework illuminates the inter-construct interactions and, also provides diagnostic insights for the implementation of SCV in the firms

Quantitative Model for Supply Chain Visibility: Process Capability Perspective

Currently, the intensity of enterprise competition has increased as a result of a greater diversity of customer needs as well as the persistence of a long-term recession. The results of competition are becoming severe enough to determine the survival of company. To survive global competition, each firm must focus on achieving innovation excellence and operational excellence as core competency for sustainable competitive advantage. Supply chain management is now regarded as one of the most effective innovation initiatives to achieve operational excellence, and its importance has become ever more apparent. However, few companies effectively manage their supply chains, and the greatest difficulty is in achieving supply chain visibility. Many companies still suffer from a lack of visibility, and in spite of extensive research and the availability of modern technologies, the concepts and quantification methods to increase supply chain visibility are still ambiguous. Based on the extant researches in supply chain visibility, this study proposes an extended visibility concept focusing on a process capability perspective and suggests a more quantitative model using Z score in Six Sigma methodology to evaluate and improve the level of supply chain visibility

Strategies to Minimize the Impact of Supply Chain Risk on Business Performance

The exposure of companies to turbulence, uncertainty, and vulnerability in their supply chain results in supply chain disruption with an estimate cost of $10 million for each supply chain disruption. The purpose of this case study was to explore the strategies supply chain managers use to mitigate supply chain disruption on business performance in a pharmaceutical company in Maryland. Contingency theory of fit formed the conceptual framework for this study. Participant perceptions were elicited in interviews with 11 supply chain managers regarding strategies to mitigate risks associated with supply chain disruptions. Data from interviews and supporting documents were processed and analyzed using data source triangulation to discern emergent themes. Three main themes emerged: (a) supply chain design, planning, and forecasting; (b) flexible and multiple supplier base; and (c) resource allocation and demand management. The implications for positive social change include the potential of reducing supply chain risk, which could lead to lower prices of products for consumers, increased stakeholder satisfaction, and a higher standard of living

The impact of supply chain visibility when lead time is random

OR Spectrum351163-19

Organisational factors in RFID adoption, implementation, and benefits

This study investigates the impact of organisational and technological factors within pre-adoption, implementation, and post-implementation phases of RFID system deployment. In the pre-adoption phase, the study examines factors that drive and hinder organisations’ decision to adopt RFID. In the implementation phase, the study investigates the impact of organisational factors (business size, strength of culture, and business process re-engineering) on influencing the implementation processes of RFID. In the post-implementation phase, the study investigates how the benefits derived from RFID implementation interact with organisational factors (business size, strength of culture, and business process re-engineering) and RFID-related factors (product unit level of tagging, RFID implementation stage, and organisational pedigree in RFID). This study was motivated by the lack of (i) an advisory framework which considers quantifiable firm characteristics and the costs and benefits of implementing RFID, in yielding advice to guide decisions on RFID adoption, and (ii) a framework that covers the complete processes of RFID project deployment (from adoption decision to benefits derived) in yielding advice to guide decisions on RFID adoption. This study is achieved using a two-phase research approach: questionnaire survey of organisations that have adopted or plan to adopt RFID and case studies of organisations that have integrated RFID into their business processes. In addition, a thorough review of existing literature on RFID in different industrial settings was conducted. The key findings from the study indicate that RFID adoption is driven by factors from technological, organisational and environmental contexts and that the adoption, implementation and benefits of RFID are influenced by organisational culture strength, business size, and BPR. It was found that strong cultures, organisational size and BPR are all positively correlated with RFID adoption decisions, implementation and benefits. Potential contribution towards the existing body of knowledge is through highlighting the significance of organisational culture strength, business size, and BPR in providing a platform in which RFID will be accepted and implemented successfully to achieve maximum derivable benefits