Supply Chain Member

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Jun Zhang - One of the best experts on this subject based on the ideXlab platform.

  • when does a Supply Chain Member benefit from vendor managed inventory
    Production and Operations Management, 2018
    Co-Authors: Ruixia Shi, Jun Zhang
    Abstract:

    Enabled by the advances in information technology (IT), many Supply Chain partners have adopted the practice of vendor†managed inventory (VMI) to improve operations efficiency. While the IT investment for VMI implementation can be significant, the benefits of VMI to different Supply Chain Members are not obvious based on anecdotal evidences and empirical studies. This paper studies the effects of VMI on a Supply Chain consisting of one manufacturer and one retailer to shed light on when an IT investment for VMI adoption can be justified. We show that whether the two Supply Chain Members benefit from VMI depends on how the holding or shortage cost increment from the manufacturer to retailer compares with two corresponding critical values. We then develop comparative statics results on how these critical values change with respect to different parameters. Interestingly, the retailer is more likely to benefit from the adoption of VMI when its inventory holding cost is low, and the manufacturer is more likely to benefit from VMI adoption when its inventory holding cost is high, contradicting what our intuitions would suggest and what has been prescribed in the literature.

  • When Does A Supply Chain Member Benefit from Vendor‐Managed Inventory?
    Production and Operations Management, 2018
    Co-Authors: Ruixia Shi, Jun Zhang
    Abstract:

    Enabled by the advances in information technology (IT), many Supply Chain partners have adopted the practice of vendor†managed inventory (VMI) to improve operations efficiency. While the IT investment for VMI implementation can be significant, the benefits of VMI to different Supply Chain Members are not obvious based on anecdotal evidences and empirical studies. This paper studies the effects of VMI on a Supply Chain consisting of one manufacturer and one retailer to shed light on when an IT investment for VMI adoption can be justified. We show that whether the two Supply Chain Members benefit from VMI depends on how the holding or shortage cost increment from the manufacturer to retailer compares with two corresponding critical values. We then develop comparative statics results on how these critical values change with respect to different parameters. Interestingly, the retailer is more likely to benefit from the adoption of VMI when its inventory holding cost is low, and the manufacturer is more likely to benefit from VMI adoption when its inventory holding cost is high, contradicting what our intuitions would suggest and what has been prescribed in the literature.

Ruixia Shi - One of the best experts on this subject based on the ideXlab platform.

  • when does a Supply Chain Member benefit from vendor managed inventory
    Production and Operations Management, 2018
    Co-Authors: Ruixia Shi, Jun Zhang
    Abstract:

    Enabled by the advances in information technology (IT), many Supply Chain partners have adopted the practice of vendor†managed inventory (VMI) to improve operations efficiency. While the IT investment for VMI implementation can be significant, the benefits of VMI to different Supply Chain Members are not obvious based on anecdotal evidences and empirical studies. This paper studies the effects of VMI on a Supply Chain consisting of one manufacturer and one retailer to shed light on when an IT investment for VMI adoption can be justified. We show that whether the two Supply Chain Members benefit from VMI depends on how the holding or shortage cost increment from the manufacturer to retailer compares with two corresponding critical values. We then develop comparative statics results on how these critical values change with respect to different parameters. Interestingly, the retailer is more likely to benefit from the adoption of VMI when its inventory holding cost is low, and the manufacturer is more likely to benefit from VMI adoption when its inventory holding cost is high, contradicting what our intuitions would suggest and what has been prescribed in the literature.

  • When Does A Supply Chain Member Benefit from Vendor‐Managed Inventory?
    Production and Operations Management, 2018
    Co-Authors: Ruixia Shi, Jun Zhang
    Abstract:

    Enabled by the advances in information technology (IT), many Supply Chain partners have adopted the practice of vendor†managed inventory (VMI) to improve operations efficiency. While the IT investment for VMI implementation can be significant, the benefits of VMI to different Supply Chain Members are not obvious based on anecdotal evidences and empirical studies. This paper studies the effects of VMI on a Supply Chain consisting of one manufacturer and one retailer to shed light on when an IT investment for VMI adoption can be justified. We show that whether the two Supply Chain Members benefit from VMI depends on how the holding or shortage cost increment from the manufacturer to retailer compares with two corresponding critical values. We then develop comparative statics results on how these critical values change with respect to different parameters. Interestingly, the retailer is more likely to benefit from the adoption of VMI when its inventory holding cost is low, and the manufacturer is more likely to benefit from VMI adoption when its inventory holding cost is high, contradicting what our intuitions would suggest and what has been prescribed in the literature.

Alp Ustundag - One of the best experts on this subject based on the ideXlab platform.

  • RFID in Supply Chain: The Tagging Cost Sharing Approach
    The Value of RFID, 2012
    Co-Authors: Alp Ustundag, Mehmet Serdar Kilinc
    Abstract:

    Sharing the tagging cost among Supply Chain Members is an important issue for item-level implementation of RFID in an open-loop where the tags can only be used once. In this chapter, an economic analysis by calculating the net present value (NPV) of an RFID investment on a three-echelon Supply Chain is presented and the effects of sharing the tagging cost among Supply Chain Members on the NPV at the echelon level are examined. In the proposed model, NPVs for the retailer, distributor, and manufacturer are calculated for two cases. In the first case, the tagging cost is shared equally between Supply Chain Members while in the second case the tagging cost is shared according to the expected benefit of each Supply Chain Member using the tagging cost sharing factor.

  • Evaluating RFID investment on a Supply Chain using tagging cost sharing factor
    International Journal of Production Research, 2010
    Co-Authors: Alp Ustundag
    Abstract:

    Radio frequency identification (RFID) is a promising technology for optimising Supply Chain processes, as it improves manufacturing and retail operations from forecasting demand to planning, managing inventory, and distribution. In this study, a simulation model is used to calculate the net present value (NPV) of an RFID investment on a three-echelon Supply Chain and to examine the effects of sharing the tagging cost between Supply Chain Members on the NPV at the echelon level. In the proposed model, NPVs for the retailer, distributor, and manufacturer are calculated for two cases. In the first case, the tagging cost is shared according to the expected benefit of each Supply Chain Member using the tagging cost sharing factor. In the second case, the tagging cost is shared equally between Supply Chain Members. Furthermore, we investigate the difference in the NPVs for a Supply Chain Member change as the end-customer demand value increases.

Kenji Matsui - One of the best experts on this subject based on the ideXlab platform.

  • A Supply Chain Member should set its margin later if another Member's cost is highly uncertain
    European Journal of Operational Research, 2019
    Co-Authors: Kenji Matsui
    Abstract:

    Abstract Recently, there have been several cases in which a large-scale retailer has demanded a margin for a consumer product from a supplier before the supplier has determined the margin or the wholesale price, reflecting a power shift from upstream suppliers to downstream retailers in Supply Chains. Given the recent change of power structures in Supply Chains, we investigate a practical decision-making problem of when a Supply Chain Member should set its margin in the presence of uncertainty based on a stochastic game-theoretic Supply Chain model. We assume a typical two-echelon Supply Chain that consists of a manufacturer and a retailer, each of which determines the margin of a product based on private information of its marginal cost. Hence, the cost structure of a firm is uncertain and is known only to the firm. We construct an incomplete information game model with this setting, drawing the following clear-cut managerial implication: a Supply Chain Member should set its margin later if the other Member's cost is highly uncertain. By delaying decision-making, the late-moving Member can make a more precise inference on the cost of the early-moving Member by observing the margin demanded by the early-mover, thereby choosing a more desirable margin. Despite the current power shift from manufacturers to large-scale retailers in various consumer product categories, our result warns a retailer that if it assumes leadership to demand a margin from a manufacturer in an uncertain environment simply because it has power, it may cut its own throat.

Vinita Sahay - One of the best experts on this subject based on the ideXlab platform.

  • Supply Chain partners' trust building process through risk evaluation: the perspectives of UAE packaged food industry
    Supply Chain Management: An International Journal, 2009
    Co-Authors: Mohammed Laeequddin, G.d. Sardana, B.s. Sahay, K. Abdul Waheed, Vinita Sahay
    Abstract:

    Purpose – This paper seeks to identify the up‐stream Supply Chain Member's (manufacturers, suppliers, supplier's service providers) characteristics, economics, dynamic capabilities, technology and institutional perspectives of risk in relationship to develop a trust building model through risk evaluation and to address the issue: should a Supply Chain Member strive to build the trust or strive to reduce the risk with its Members and from which perspectives?Design/methodology/approach – A conceptual framework was developed considering five key perspectives (characteristics, economics, dynamic capabilities, technology and institutions) to evaluate the Member's risk in relationship and derived the hypothesis from the framework. A survey was conducted in UAE packaged food industry upstream Supply Chain covering senior managers of 102 companies. Data were analysed using multiple regression analyses through SPSS. The selected Supply Chain Members of this industry include packaged food products companies as manu...