This report, produced in collaboration with Accenture, calls for new models to address supply chain and transport risks. It highlights the urgent need to review risk management practices to keep pace with rapidly changing contingencies facing the supply chain, transport, aviation and travel sectors.
As far as I can see, this is the first book that explains in detail why and how business continuity thinking should be part of supply chain management. It successfully marries Business Continuity Management with Supply Chain Management, thus creating Supply Chain Continuity Management.
In this series Becky Anderson goes behind the scenes of the world’s major transport hubs, revealing the logistics that keep goods and people moving. We may not always give it much thought, but supply chains are all around us, and logistics is what makes the world tick.
Theory is important in supply chain research, by helping us make sense out of chaos, but what is theory, what constitutes a valuable theoretical contribution and how can theoretical deliberations produce richer explanations and practical applications in supply chain research?
More than 500-page heavy and laden with examples, this book takes on a unique approach, and teaches you how the supply chain is an integrated part of any business, not something added to it to make the business work. The supply chain is the business; without it, there would be no business.
China is a rising economic powerhouse and on its way to become the world’s second largest consumer market after the United States. With the government putting high priority on boosting domestic consumption, Chinese retailers need to understand the increasingly sophisticated Chinese consumer.
What has been written during a decade of academic research in the Supply Chain Management (SCM) field? A lot, obviously, but despite the considerable number of academic contributions, the literature is still very fragmented, and only examines one link of the chain, not the entire network.
Supply Chain Risk Management has emerged as an important source of competitive advantage and an effective method of reducing vulnerability in a supply chain. One vulnerability or risk that is often overlooked are product design changes to an already existing manufacturing process.
Many business decisions are made as supply chain decisions, but many supply chain managers are perhaps not fully aware of how the supply chain metrics they juggle in their day to day operations impact the overall financial performance of they company they work for.
Historically, third-party logistics providers, or 3PLs, provided traditional logistics services, such as transportation and warehouse management, and nothing more than that, but 3PLs have evolved to becoming orchestrators of supply chains that create and sustain a competitive advantage.
I’ve been travelling this week, which is why there haven’t been any posts for a while, and on my trip I experienced first hand the latest innovation in aviation logistics: Point Merge. Effectively, this new system is nothing more than Just-In-Time in practice. Why does this make flying better?
Supply chain and operations management are increasingly global, and China has become the world’s manufacturing centre. That is why the International Journal of Applied Management Science (IJAMS) has issued a call for papers for a special issue on Supply Chain and Operations Management in China.
Time is important and a supply chain works best when it is on time. For trains it is imperative to be on time and in 1944, Hans Hilfiker (1901-1993), a Swiss engineer and designer and employee of the Federal Swiss Railways, created a clock, which has since become known as the “Official Swiss Railways Clock” and a national icon.
One seemingly small link in the supply chain of goods is pallets; those little timber crates on which most goods are secured for movement and handling. Despite their relatively small role, how we think about them and how we use them can have a massive knock on effect to the whole supply chain.
Companies should design their portfolios of manufacturing and supplier networks to minimize the total landed-cost risk under different scenarios. The goal should be identifying a resilient manufacturing and sourcing footprint—even when it’s not necessarily the lowest cost one today.
How far does corporate social responsibility go? While corporate social responsibility looks good on paper, how far are companies willing to not just talk the talk, but also walk the walk?
This is an investigation of the effects on shareholder wealth of supply chain glitches that resulted in production or shipment delays, using a sample of 519 announcements made during 1989-2000. On average, shareholder value is decrease by near 11% following an announcement of supply chain problems.
On a smarter planet, we can use tracking technology to track and trace our food as it makes its way through the supply chain from the farm to our table. It’s already happening in places like Canada, Norway, and Vietnam.
Supply networks are constantly changing. Perhaps not controlling, but letting things happen and letting supply networks emerge is the best management strategy?
NOFOMA is the place to pick up the most recent trends in logistics and supply chain research and NOFOMA 2011 will be hosted in Harstad, Norway, June 9-10, 2011. It may be a bit early, but the deadline for paper submission is only some two months away.
