Information Sharing and Collaboration Practices in Reverse Logistics

Abstract Purpose -The purpose of this study is to investigate how the use of information technology (IT) and supply chain management initiatives (information sharing and collaboration) impact a company's performance in reverse logistics (RL). Design/methodology/approach -A survey based on a previous exploratory research and literature review was sent out to 600 US companies having substantial activities in RL. Issues addressed in the survey, such as IT types deployed, IT operational attributes, information sharing, and collaboration, involve multiple parties in multi-tier RL networks, extending beyond a simple buyer-supplier dyad. Findings -The results revealed that the type of IT used per se did not have a differential impact on a company's performance in RL. However, IT operational attributes positively affected RL performance and information sharing and collaboration are critical to RL performance. Practical implications -Investment in IT alone cannot improve a company's performance; managers should take full account of IT attributes when deciding IT in RL. IT operational attributes tend to support one another -an improvement in one would lead to improvements in the others. With no exception in RL, companies need to share information and collaborate with their partners. Originality/value -The paper reports an empirical survey of the IT use and collaboration practices in RL, and provides insights into the relationships and impacts of IT, RL operational attributes, information sharing, and collaboration on one another as well as on RL performance

Pilot Analyses of Self-Peer Evaluations in an Experiential-Exercise Human Resources Management Course

The reported study is a pilot analyses consisting of four performance concepts and four Human Resource Management theoretical concepts. Sixteen measures were analyzed to determine if there was a significant difference between Self and Peer performance evaluations. These concepts and evaluations were based on the performance of fifteen experiential exercises related to fifteen theoretical concepts and Self-Peer evaluated on eleven performance concepts. Results indicate that Peer and Self-ratings may be significantly different across the myriad of 165 interaction measures. The theoretical concept of Job Analysis was found to be significantly different across all four-performance measures. The remaining three theoretical concepts were found to contain only one or two significant differences

A Composite Process for Establishing and Continuously Maintaining End-to-End Visibility in Multi-Tier Supplier Network Systems

We develop a composite process for establishing and continuously maintaining end-to-end visibility in multiple multi-tier supplier network systems. The composite process is made up of: (1) the dig-down and shovel-up procedure for mapping and developing critical supplier network paths, (2) the dig-down and shovel-up procedure for establishing the visibility of tier suppliers in all critical supplier network paths, and (3) the dig-down and shovel-up procedure for using scorecard for evaluating every critical tier supplier in multi-tier supplier network systems. The steps to be followed in applying each of these procedures are developed and presented together with an illustrative flow chart. A list of information items that can be collected, transmitted, shared, and stored during the applications of the composite process is also developed. We also develop a list of follow-up actions and decisions that can be taken after establishing the visibility of tier suppliers and after each scorecard evaluation cycle. Furthermore, an outline of the procedure by which decision support system can be used for effectively and efficiently sharing, transmitting, storing, and accessing information during the applications of each of the procedures of our composite process is developed. Additionally, we do a critical review of the current approaches used in some industries for engendering tier supplier visibility. To the best of our knowledge, the composite process and its constituent procedures are the first and best of their types as tools for engendering tier supplier visibility. They are devoid of all the shortcomings of the current industry approaches

Supplier Selection: Impact of Multi-Tier Supplier Visibility

This paper addresses the practice of maintaining lower-tier supplier visibility (LTSV) whereby an Original Equipment Manufacturer (OEM) may select its first-tier suppliers by taking into account the performance and capabilities of their lower-tier suppliers. The paper divides the participating companies into LTSV and non-LTSV firms, depending on whether they maintain lower-tier visibility on their suppliers or not, respectively. Then, with respect to four types of suppliers (strategic, custom, collaborative, and commodity), the paper examines the importance of several evaluation criteria for LTSV and non-LTSV firms. Three research issues were addressed. The first examines the decreasing order of importance of the evaluation criteria for LTSV firms and non-LTSV firms. The second examines whether LTSV firms have significantly different expectations of some of the evaluation criteria compared to non-LTSV firms. The third explores whether the significant differential expectations, if they exist, are maintained for a given evaluation criterion across all types of supplier segments. The findings constitute recommendations for good practice especially for companies seeking multi-tier supplier visibility