How do financial constraints and financing costs affect inventories? An empirical supply chain perspective

Hoberg, Kai; Protopappa‐Sieke, Margarita; Steinker, Sebastian

doi:10.1108/ijpdlm-05-2016-0142

Cited by 18 publications

(12 citation statements)

References 40 publications

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“…Similarly to supply lead time, the average factor score for these practices is higher in LP 2 companies, indicating that their implementation may be shallower in companies that claim significant improvements on costs but inefficiently address those throughout CSRM. Hoberg et al (2017) argue that sometimes a closer relationship between customers and suppliers may imply maintaining business regardless of practiced prices. In fact, companies that highly adopt these practices shift their approach with customers and suppliers from the usual trading mentality to a collaborative partnership, in which additional aspects are taken into consideration besides costs, such as efforts on concurrent product development, reinforcement of communication and information sharing, long-term cooperation and commitment, etc.…”

Section: Resultsmentioning

confidence: 99%

Supply chain performance: how lean practices efficiently drive improvements

Tortorella

Giglio

Limón-Romero

2018

JMTM

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Purpose The purpose of this paper aims at investigating which lean supply chain management (LSCM) practices efficiently improve the supply chain performance. Design/methodology/approach To achieve that, a cross-sectional survey was carried out with 113 manufacturing companies undergoing a lean implementation. The proposed method combines complementary methods of multivariate data analysis in order to determine which bundles of LSCM practices more efficiently entail improvements on supply chain performance. Findings The findings justify why some LSCM initiatives may find larger barriers than others, compromising their success due to misguided implementation efforts according to the desired performance improvement. Originality/value The empirical examination on the efficiency of LSCM practices with regards to a certain set of performance indicators provides guidelines with respect to LSCM implementation depending on which performance indicators are envisioned for improvement.

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Section: Resultsmentioning

confidence: 99%

Supply chain performance: how lean practices efficiently drive improvements

Tortorella

Giglio

Limón-Romero

2018

JMTM

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“…Lainez, Puigjaner and Reklaitis presented a model with a focus on the process operations and the product development pipeline management problem in which financial aspects, i.e. tax rate, debts, working capital, the accounts payable and the accounts receivable, are also considered (Hoberg et al, 2017). Sodhi and Tang (2009) extended the existing modeling by regarding the financial considerations through ALM.…”

Section: Literature Reviewmentioning

confidence: 99%

“…banks), suppliers and customers (Wuttke et al, 2013). Now some companies such as Intel, General Electric and Deutz have considered the financial aspects and have integrated financial and physical flows (Hoberg et al, 2017). Intel asserts integration of physical goods flows and financial issues through a clear system of information.…”

Section: Introductionmentioning

confidence: 99%

A model for financial supply chain management with two different financial approaches

Yazdimoghaddam

2020

JM2

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Purpose The more common approaches used in supply chain management (SCM) consider only the physical logistic operations and ignore the financial aspects of the supply chain (SC). The main objective to incorporate financial aspects in SCM is to strengthen managerial decisions concerning financial flows in SCs. This paper aims to present a model for financial supply chain management (FSCM) in which financial planning in addition to operation planning is decided. Design/methodology/approach Approaches for FSCM are traditional financial approach and new financial approach. The traditional financial approach integrates physical goods flows and financial flows. The new financial approach considers in making decisions other financial indicators such as market to book value, liquidity ratios, capital structure ratios, stock security ratios, sales margin and return on equity. Moreover, the new approach applies the change in equity instead of the traditional approach measures of profit as the objective function to be maximized in the presented model. To show the attributes of the presented approaches, the results of the new approach and the traditional approach are compared. Findings The findings of this paper indicate that the traditional approach leads to a lower change in equity compared to the new approach. Also, the results reveal the better improvement of using the new approach over the traditional approach and convince the decision-makers to take advantage of the new approach. Research limitations/implications Empirical knowledge about FSCM is in its early stages. Originality/value The main contribution of this paper is to define two approaches for FSCM and to compare them.

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“…This inconclusiveness joins the finding of Lai (2006) which indicates the need of finding new calculation of the cost of capital for operations models will be helpful in the future research. Recent effort of Hoberg et al (2017) reveals the interplay between a firm's financial situation and its inventory ownership from single-and two-firm perspectives. In their empirical study, the authors propose a refined formulation of the cost of capital and points out that higher costs of capital are weakly associated with lower inventories.…”

Section: Positioning the Work Of This Chaptermentioning

confidence: 99%

Tactical production planning for physical and financial flows of supply chain in a multi-site context

Bian¹

2018

4OR-Q J Oper Res

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AcknowledgementFirst and foremost, I would like to express my sincere gratitude to my supervisors, Prof. Nathalie BOSTEL, David LEMOINE and Thomas YEUNG for all their contributions of time, ideas, and funding to make my Ph.D. experience productive and stimulating. Their continuous support, advice, caring, and trust throughout the past three and a half years was contagious and motivational for me, even during tough times in the Ph.D. pursuit. During my master internship and my Ph.D. program, I have benefited enormously from their valuable comments, their innovative approaches and serious attitude regarding research. I am also thankful for the excellent example they have provided as a researcher in Operations recherches that will guide and encourage me for my future career.Special thanks goes to Prof. Safia KEDAD-SIDHOUM (Université Pierre Marie CURIE (Paris 6)), who teached me during my master program, supervised my master internship and whom became one of my thesis reviewers. Also a thank-you to Prof. Stefan HELBER (Leibniz Universität Hannover) for being part of my Generals committee, a thesis reviewer, and who provides many profound advises during an international workshop. And thank you to Prof. Pierre FENIES (Université Paris Ouest Nanterre La Défense) for his insightful comments from a financial point of view after reviewing my thesis. I am also grateful to other members of the defense committee, Prof. Alexandre DOLGUI (IMT Atlantique) and Prof. Jean-Laurent VIVIANI (Université de Rennes 1) for letting my defense be an enjoyable moment, and for your brilliant comments and suggestions that inspired me in many ways.Our research works took part of the project RCSM which is financed by the French Competitiveness Cluster. In the context of this project, the collaboration with Prof. Jean-Laurent VIVIANI and Prof. Vincent HOVELAQUE (IGR-IAE of Rennes I) made our works possible and ensured its financial coherence with their knowledge and expertise in finance. I am grateful for all comments, advises and suggestions that I received for this thesis and I hope many success for the following project on this topic.During the stay at IMT Altantique, the members of the team SLP of LS2N have contributed immensely to my personal and professional time. The team has been a source of friendships as well as good advice and collaboration. I would like to thank Fabien LEHUEDE, Prof. Olivier PETON, Odile MORINEAU, Naly RAKOTO, Guillaume MASSONNET, Laurent TRUFFET, Chams LAHLOU, Nadjib BRAHIMI for their helps, constructive discussions and considerations for the conviviality in the laboratory and to improve my research works. I am especially grateful to Axel GRIMAULT and Fabrice GAYRAUD who were always willing to provide their kind helps with my research and with my daily life. My gratitude also goes to

show abstract

How do financial constraints and financing costs affect inventories? An empirical supply chain perspective

Cited by 18 publications

References 40 publications

Supply chain performance: how lean practices efficiently drive improvements

Supply chain performance: how lean practices efficiently drive improvements

A model for financial supply chain management with two different financial approaches

Tactical production planning for physical and financial flows of supply chain in a multi-site context

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