The Experts below are selected from a list of 312 Experts worldwide ranked by ideXlab platform
Gyula Vastag - One of the best experts on this subject based on the ideXlab platform.
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Inventory management: Is there a Knock-on Effect?
International Journal of Production Economics, 2005Co-Authors: Gyula Vastag, D. Clay WhybarkAbstract:Over the last several years a number of independent empirical studies have shown that organizational performance is related to a portfolio of management techniques, clearly demonstrating that there is no single "silver bullet." In fact, these studies indicate that performance is positively correlated with the number of techniques employed and the depth of their implementation. Operational outcomes in areas like product quality, on-time delivery and productivity, as well as market measures like margins and export sales are both positively related to the implementation of a variety of techniques. This paper explores the relationship between the use of Effective inventory management practices (as reflected in inventory turnover) and the implementation of other manufacturing practices. The hypothesis is that Effective inventory management practices have a positive Knock-on Effect on the implementation of other practices. Since organizational performance is related to the implementation of multiple practices, the Knock-on Effect should have a positive Effect on performance as well. The results show that inventory turnover is significantly related to the implementation of other techniques and weakly related to an index of overall company performance. This suggests a positive Knock-on Effect, but that it takes more than inventory management to achieve high levels of performance. Having established the Knock-on relationship adds more evidence to the notion that management excellence in one area begets management excellence in others. (C) 2004 Elsevier B.V. All rights reserved
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Inventory management: Is there a Knock-on Effect?
International Journal of Production Economics, 2004Co-Authors: Gyula Vastag, D. Clay WhybarkAbstract:Abstract Over the last several years a number of independent empirical studies have shown that organizational performance is related to a portfolio of management techniques, clearly demonstrating that there is no single “silver bullet.” In fact, these studies indicate that performance is positively correlated with the number of techniques employed and the depth of their implementation. Operational outcomes in areas like product quality, on-time delivery and productivity, as well as market measures like margins and export sales are both positively related to the implementation of a variety of techniques. This paper explores the relationship between the use of Effective inventory management practices (as reflected in inventory turnover) and the implementation of other manufacturing practices. The hypothesis is that Effective inventory management practices have a positive Knock-on Effect on the implementation of other practices. Since organizational performance is related to the implementation of multiple practices, the Knock-on Effect should have a positive Effect on performance as well. The results show that inventory turnover is significantly related to the implementation of other techniques and weakly related to an index of overall company performance. This suggests a positive Knock-on Effect, but that it takes more than inventory management to achieve high levels of performance. Having established the Knock-on relationship adds more evidence to the notion that management excellence in one area begets management excellence in others.
Anming Zhang - One of the best experts on this subject based on the ideXlab platform.
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Internalization of port congestion: strategic Effect behind shipping line delays and implications for terminal charges and investment
Maritime Policy & Management, 2016Co-Authors: Changmin Jiang, Yulai Wan, Anming ZhangAbstract:ABSTRACTThis paper develops a theoretical model to analyze the congestion internalization of the shipping lines, taking into account the ‘knock on’ Effect (i.e. the congestion delay passed on from one port-of-call to the next port-of-call). We find that with the presence of the Knock-on Effect, liners will operate less in terminals, and an increase of a liner’s operation in one terminal will decrease its operation in the other. If the liners are involved in a Stackelberg competition, whether they operate more or less in a terminal under the Knock-on Effect depends on the comparison between the marginal congestion costs of terminals. Furthermore, we find that the coordinated profit-maximizing terminal charges are higher than both the socially optimal terminal charges and the independent profit-maximizing terminal charges. When the Knock-on Effect is small, the independent profit-maximizing terminal charges are set at higher levels than the socially optimal terminal charges; but when the Knock-on Effect is ...
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Internalization of Port Congestion: Strategic Effect Behind Shipping Line Delays and Implications for Terminal Charges and Investment
SSRN Electronic Journal, 2016Co-Authors: Changmin Jiang, Yulai Wan, Anming ZhangAbstract:This paper develops a theoretical model to analyze the congestion internalization of the shipping lines, taking into account the “knock on” Effect (i.e. the congestion delay passed on from one port-of-call to the next port-of-call). We find that with the presence of the Knock-on Effect, liners will operate less in terminals, and an increase of a liner’s operation in one terminal will decrease its operation in the other. If the liners are involved in a Stackelberg competition, whether they operate more or less in a terminal under the Knock-on Effect depends on the comparison between the marginal congestion costs of terminals. Furthermore, we find that the coordinated profit-maximizing terminal charges are higher than both the socially optimal terminal charges and the independent profit-maximizing terminal charges. When the Knock-on Effect is small, the independent profit-maximizing terminal charges are set at higher levels than the socially optimal terminal charges; but when the Knock-on Effect is sufficiently large, this relationship may reverse. Finally, the capacity investment rules are the same for welfare-maximizing terminal operator and coordinated profit-maximizing terminal operator, while independent profit-maximizing terminal operators invest less in capacity. The larger the Knock-on Effect, the larger this discrepancy.
Changmin Jiang - One of the best experts on this subject based on the ideXlab platform.
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Congestion in Transport Nodes and Nodal Systems
Transport Nodal System, 2018Co-Authors: Changmin Jiang, Paul D. Larson, Barry Prentice, David DuvalAbstract:In this chapter, we present two recent developments regarding congestion in transport nodes and nodal systems. The first development focuses on the congestion that is related to airlines’ baggage policies, and its implications on the relationship between airport congestion internalization and airlines’ market power. We find that irrespective of the market structure of airlines, airlines will always offer fewer checked bags than the socially optimal level. However, the oligopoly equilibrium checked bag volume might be higher or lower than the monopoly volume. The second development focuses on two transport nodes that are linked together by the congestion “Knock-on” Effect. We find that with the presence of the Knock-on Effect, liners will operate less in terminals, and an increase in a liner's operation in one terminal will decrease its operation in another. Furthermore, whether the profit-maximizing terminal charges are set at higher or lower levels than the overall optimal terminal charges depends on the magnitude of the Knock-on Effect.
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Internalization of port congestion: strategic Effect behind shipping line delays and implications for terminal charges and investment
Maritime Policy & Management, 2016Co-Authors: Changmin Jiang, Yulai Wan, Anming ZhangAbstract:ABSTRACTThis paper develops a theoretical model to analyze the congestion internalization of the shipping lines, taking into account the ‘knock on’ Effect (i.e. the congestion delay passed on from one port-of-call to the next port-of-call). We find that with the presence of the Knock-on Effect, liners will operate less in terminals, and an increase of a liner’s operation in one terminal will decrease its operation in the other. If the liners are involved in a Stackelberg competition, whether they operate more or less in a terminal under the Knock-on Effect depends on the comparison between the marginal congestion costs of terminals. Furthermore, we find that the coordinated profit-maximizing terminal charges are higher than both the socially optimal terminal charges and the independent profit-maximizing terminal charges. When the Knock-on Effect is small, the independent profit-maximizing terminal charges are set at higher levels than the socially optimal terminal charges; but when the Knock-on Effect is ...
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Internalization of Port Congestion: Strategic Effect Behind Shipping Line Delays and Implications for Terminal Charges and Investment
SSRN Electronic Journal, 2016Co-Authors: Changmin Jiang, Yulai Wan, Anming ZhangAbstract:This paper develops a theoretical model to analyze the congestion internalization of the shipping lines, taking into account the “knock on” Effect (i.e. the congestion delay passed on from one port-of-call to the next port-of-call). We find that with the presence of the Knock-on Effect, liners will operate less in terminals, and an increase of a liner’s operation in one terminal will decrease its operation in the other. If the liners are involved in a Stackelberg competition, whether they operate more or less in a terminal under the Knock-on Effect depends on the comparison between the marginal congestion costs of terminals. Furthermore, we find that the coordinated profit-maximizing terminal charges are higher than both the socially optimal terminal charges and the independent profit-maximizing terminal charges. When the Knock-on Effect is small, the independent profit-maximizing terminal charges are set at higher levels than the socially optimal terminal charges; but when the Knock-on Effect is sufficiently large, this relationship may reverse. Finally, the capacity investment rules are the same for welfare-maximizing terminal operator and coordinated profit-maximizing terminal operator, while independent profit-maximizing terminal operators invest less in capacity. The larger the Knock-on Effect, the larger this discrepancy.
Jordi Viñas - One of the best experts on this subject based on the ideXlab platform.
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Tuna Species Substitution in the Spanish Commercial Chain: A Knock-on Effect
PloS one, 2017Co-Authors: Ana Gordoa, Gustavo Carreras, Nuria Sanz, Jordi ViñasAbstract:Intentional mislabelling of seafood is a widespread problem, particularly with high-value species like tuna. In this study we examine tuna mislabelling, deliberate species substitution, types of substitution and its impact on prices. The survey covered the commercial chain, from Merca-Barna to fishmongers and restaurants in the Spanish Autonomous Community of Catalonia. To understand the geographic extent of the problem we also sampled Merca-Madrid, Europe’s biggest fish market, and Merca-Malaga for its proximity to the bluefin tuna migratory route and trap fishery. Monthly surveys were carried out over one year. The results showed a high deficiency in labelling: 75% of points of sale and 83% of restaurants did not specify the species, and in those cases the name of the species had to be asked. A total of 375 samples were analysed genetically, the largest dataset gathered in Europe so far. The identified species were Thunnus albacares, Thunnus thynnus and Thunnus obesus. Species substitution began at suppliers, with 40% of observed cases, increasing to 58% at fishmongers and 62% at restaurants. The substitution was mainly on bluefin tuna (T. thynnus), 73% of cases. At restaurants, only during the bluefin fishing season, we observed a decrease of Bluefin tuna substitution and an increase of reverse substitution revealing some illegal fishing. The Effect of species substitution on species prices was relevant: T. obesus increased its price by around €12 kg-1 when it was sold as bluefin. In view of the deficiency of labelling, the abuse of generic names and the lack of the bluefin catch document, we conclude that the Spanish regulations are inEffective, highlighting the need for policy execution, and the urgent need for information campaigns to Spanish consumers.
D. Clay Whybark - One of the best experts on this subject based on the ideXlab platform.
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Inventory management: Is there a Knock-on Effect?
International Journal of Production Economics, 2004Co-Authors: Gyula Vastag, D. Clay WhybarkAbstract:Abstract Over the last several years a number of independent empirical studies have shown that organizational performance is related to a portfolio of management techniques, clearly demonstrating that there is no single “silver bullet.” In fact, these studies indicate that performance is positively correlated with the number of techniques employed and the depth of their implementation. Operational outcomes in areas like product quality, on-time delivery and productivity, as well as market measures like margins and export sales are both positively related to the implementation of a variety of techniques. This paper explores the relationship between the use of Effective inventory management practices (as reflected in inventory turnover) and the implementation of other manufacturing practices. The hypothesis is that Effective inventory management practices have a positive Knock-on Effect on the implementation of other practices. Since organizational performance is related to the implementation of multiple practices, the Knock-on Effect should have a positive Effect on performance as well. The results show that inventory turnover is significantly related to the implementation of other techniques and weakly related to an index of overall company performance. This suggests a positive Knock-on Effect, but that it takes more than inventory management to achieve high levels of performance. Having established the Knock-on relationship adds more evidence to the notion that management excellence in one area begets management excellence in others.