Bullwhip and anti-bullwhip effects in a supply chain

Abstract

The anti-bullwhip effect, coined by Li et al. in 2005 based on the findings in a simulation study, is the contrary effect of the well-known bullwhip effect. Although there is ample empirical evidence that suggests both effects exist, current literature has not yet provided an integrated framework to address how the two effects are related with each other. By extending the classic work of Lee, Padmanabhan, and Whang of 1997 to a multi-stage supply chain, we derive closed-form formula to analytically describe how the two effects originate initially and then evolve over time and space in the supply chain. Our results show both the bullwhip effect and the anti-bullwhip effect can occur when facing different end-customer demands. However, the magnitude of these effects gradually decreases when moving upstream. We also show the impact of long lead-time on increasing the magnitude of information transformation at the next stage and simultaneously decreasing the magnitude at higher stages. These analytical results provide a theoretical explanation to most simulation findings of Li et al.'s 2005 work and can be used by researchers and practitioners to examine the empirical data and design innovate marketing strategies to convert the unwelcome bullwhip effect into the anti-bullwhip effect.

Lean versus agile production: flexibility trade-offs within the automotive supply chain

“…Thus, our findings also align with traditional thinking within SCM, namely the 'Bullwhip Effect'. As the findings from this study highlight a clear increase in flexibility levels upstream in the ASC, in line with Li et al's (2017) Hanna, 2009;Purvis et al, 2014), this study proposes Figure 5 as a starting point when identifying lean and agile differences within both SCF and EF. The rectangular shape in Figure 5 is to emphasise that there are large differences between lean and agile EF levels, but 'smaller' differences concerning SCF levels.…”

Supply Chain Impact from Production Capacity Constraints: A Computer-based Simulation Approach

“…Prior research has identi ed in uencing such factors, but mainly from a qualitative and analytical perspective. Interestingly, also an "inverse" bullwhip effect has also been discovered and investigated in the past (Li, et al, 2017).…”

Application of supplier collaborative management in a Cuban commercial chain

“…In previous studies carried out on the management of suppliers within the development of the chains, the following limitations have been identified: the low correspondence between the clients´ needs and requests, the absence of suppliers´ evaluation, little integration among suppliers, the whip effect increase (Li et al, 2017), insufficient information to make decisions in the field of supplies, division among suppliers and companies within the same chain. These elements do not stray from the chain, which is the object of study.…”