Information sharing in supply chains

Fiala, Petr

doi:10.1016/j.omega.2004.07.006

Cited by 354 publications

(213 citation statements)

References 4 publications

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“…Mourtzis, 2011; Lee et al, 2000;Lau et al, 2002;Lee & Whang, 2004;Gupta et al, 2001;Attaran, 2004;2005;Ferdows et al, 2004;Leonard & Cronan, 2002;Min & Mentzer, 2000;Zahedirad & Shivaraj, 2011;Kim et al, 2005;Li et al, 2006;Lau et al, 2008;Flynn et al, 2010;Nyaga et al 2010 3 Elimination of bullwhip effect…”

Section: Sr No Benefits Description Sourceunclassified

Investigating the interactions among benefits of information sharing in manufacturing supply chain

Singh¹,

Garg²,

Sachdeva³

2018

10.5267/j.uscm

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Manufacturing organizations are under the pressure to give quality products at least cost within the possible minimum delivery time, even during unpredictable economic conditions. Due to competition like improved customer service and cost reduction, organizations are looking for innovative ways for creating competitive advantage. One such way is the effective information sharing among all the members of supply chain. To understand information sharing, we have to know the benefits of information sharing within the supply chain. In this study, on the basis of the relevant available literature and the suggestions of an expert team composed of managerial and technical experts of the manufacturing organization and academicians, eleven information sharing benefits have been diagnosed. An ISM-based model has been formed to study the understanding of the information sharing benefits in adopting the right information sharing within a manufacturing industry. We propose the ISM model, and a MICMAC investigation is applied. Its practical significance is to make use of the decision makers' knowledge to give a fundamental understanding of a complicated situation, followed by a course of actions for problem-solving.

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Section: Sr No Benefits Description Sourceunclassified

Investigating the interactions among benefits of information sharing in manufacturing supply chain

Singh¹,

Garg²,

Sachdeva³

2018

10.5267/j.uscm

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“…It is well known that information sharing between the partners is beneficial to a supply chain [49]. It is also generally acknowledged that providing additional information to suppliers would offer some benefits to the suppliers [50].…”

Section: The Optimal Decisions In Case 2: the Retailer Shares Informamentioning

confidence: 99%

Risk Analysis of a Two-Level Supply Chain Subject to Misplaced Inventory

Zhu

Lee

2017

Applied Sciences

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Abstract:Misplaced inventory is prevalent in retail stores and may lead to the overall poor performance of the supply chain. We explore the impact of misplaced inventory on a two-level supply chain, which consists of a risk-neutral supplier and a risk-averse retailer. The supplier decides the wholesale price to maximize her profit, whereas the retailer decides the order quantity to maximize his utility. Under the Conditional Value-at-Risk (CVaR) criterion, we formulate the problem as a Stackelberg game model and obtain the equilibrium solutions in three cases: (i) information asymmetry about inventory errors exists; (ii) the retailer shares information about inventory errors with the supplier; and (iii) in order to reduce misplaced inventory, the supply chain deploys Radio-Frequency Identification (RFID) technology. The benefits of information sharing and RFID implementation are explored. A revenue and cost sharing contract is proposed to coordinate the supply chain and to allocate the cost savings from RFID implementation among supply chain participants. Finally, we provide managerial insights for risk-averse decision makers that are considering investing in the RFID technology.

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“…Since the 1990s, a large body of literature has documented the roles of information sharing and supply chain coordination to reduce the bullwhip effect (Moyaux et al, 2007;Fiala, 2005;Paik and Bagchi, 2007;Sahin and Robinson, 2002;Kok et al, 2005). More recently, many researchers attempt various approaches to identify causes, measures and remedies of the bullwhip effect (Wang and Disney, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Impacts of Order Cycle Time on the Bullwhip Effect: A Numerical Study

Li¹,

Choi²

2017

JMPP

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The bullwhip effect phenomenon refers to the amplification of demand variability as movingaway from the end customers to the suppliers in a supply chain. This research is concerned with the impacts of order cycle time on the bullwhip effect by considering its four major causes, i.e., demand forecast, price fluctuation, anticipation of shortages, andorder batching. Considering a two-echelon supply chain, fournumerical examples are developed where a multi-period inventory system with a periodic review policy is used.In each order cycle, a replenishment is initiated to raise the inventory to the order-up-to level, and the variance ratio of the manufacturer order to the market demand is calculated. Our results show that order cycle time reduction could counterattack four major causes of the bullwhip effect at the same time.

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Information sharing in supply chains

Cited by 354 publications

References 4 publications

Investigating the interactions among benefits of information sharing in manufacturing supply chain

Investigating the interactions among benefits of information sharing in manufacturing supply chain

Risk Analysis of a Two-Level Supply Chain Subject to Misplaced Inventory

Impacts of Order Cycle Time on the Bullwhip Effect: A Numerical Study

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