Partner selection for reverse logistics centres in green supply chains: a fuzzy artificial immune optimisation approach

Wu, Chong; Barnes, David

doi:10.1080/09537287.2016.1221159

Cited by 30 publications

(12 citation statements)

References 60 publications

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“…Here attention is given to minimising cost (Govindan, Soleimani, & Kannan, 2015) with less focus on value creation (Abdallah, Diabat, & Simchi-Levi, 2012). Although there is an acknowledgement in the extant literature that a reverse logistics strategy could be a potential differentiator for higher customer satisfaction (Hofmann & Locker, 2009;Jayaraman & Luo, 2007;Loomba & Nakashima, 2012;Wells & Seitz, 2005;Wu & Barnes, 2016), product acquisition, disposition, remanufacturing, cannibalisation of new sales and remarketing are still ongoing challenges . (Barber et al, 2012) have argued that the analysis process for CLSC is often fragmented, that it fails to integrate the forward and reverse supply chains or promote an integrated value cycle framework.…”

Section: Value Creation Clsc and The Circular Economymentioning

confidence: 99%

Value creation from circular economy-led closed loop supply chains: a case study of fast-moving consumer goods

Mishra

Hopkinson

Tidridge³

2018

Production Planning & Control

147

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The role of closed loop supply chains (CLSC) for creating and recovering value is widely acknowledged in supply chain management and there are many examples, mainly in the business-to-business sector, of successful OEM remanufacturing. The integration of value creation and recovery activities into retail customer value propositions is, however, under researched and raises many challenges, especially in Fast Moving Consumer Goods (FMCG) retail where few real world examples have been published. The recent emergence of the term 'circular economy' has initiated further debate about closed loop value propositions and closed loop supply chain implications. This paper selects four circular economy-led closed loop product case examples from a major European FMCG company, and assesses, at a high level, how these cases created value, for whom value was created, and key challenges in their implementation. The findings highlight that each case is different. Closing loops and creating successful value propositions is complex and requires simultaneous reconfiguration of key building blocks to ensure customer acceptance and business viability. The paper proposes the term 'circular supply chain' for cases where circular economy principles are explicitly incorporated in CLSC for value creation.

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Section: Value Creation Clsc and The Circular Economymentioning

confidence: 99%

Value creation from circular economy-led closed loop supply chains: a case study of fast-moving consumer goods

Mishra

Hopkinson

Tidridge³

2018

Production Planning & Control

147

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“…However, as the data gets complicated, visual representation by these techniques becomes more difficult. Wu and Barnes [22], [24] and Sari [23] utilize fuzzy set theory for partner selection in agile supply chain considering vague and imprecise information about other partners. These approaches can be used in highly demanding situations, but again, increase in criteria enhances complexity.…”

Section: A One-way Partner Selectionmentioning

confidence: 99%

Collaboration Formation and Profit Sharing Between Software Development Firms: A Shapley Value Based Cooperative Game

2019

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Collaboration formation has been on the increase among software development firms due to rapid advancement in technology, requirements for diverse skills, and fierce competition. By collaborating with a suitable partner, a firm can benefit from its diversified skills, utilize its experience, share costs, and reduce the product completion span. As a result, a better quality product that offers more profits can be developed. However, forming an alliance with an inappropriate partner or an unfair profit and cost distribution mechanism may result in failure. The existing mechanisms offer poor results either due to inappropriate partner selection criteria or due to unfair profit distribution because of the bargaining power advantage to one of the negotiating firms. To address the aforementioned issues in the criteria for partner selection and profit sharing, this paper formulates the strategic interaction between firms for the partner selection and profit sharing as a Shapley value-based cooperative game theoretic model. Our model enables a firm to not only select a suitable partner but also offer a fair profit distribution mechanism. Our cooperative game model takes into account the knowledge investment, stock of knowledge, knowledge absorption capacity, coordination cost, and development cost of firms. The model is analyzed with various scenarios under which collaboration formation occurs and provides different strategies regarding collaboration such as not collaboration (NC) and collaboration (C). The proposed model provides a better joint payoff as well as a higher and fair share of the joint profit for each firm.

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“…The most common combination is that of network design and 3PRLP evaluation and selection. Kafa, Hani and El Mhamedi [149] proposed an integrated sustainable network for the selection of 3PRLPs and closed loop network configuration, specifically in outsourcing reverse logistics; while Wu and Barnes [150] presented a model for partner selection for reverse logistics centres in green supply chains. Govindan, Agarwal, Darbari and Jha [151] also proposed an integrated SC network for the evaluation and selection of forward distribution partners (FDP) and third party reverse logistic providers.…”

Section: Combination Of Issuesmentioning

confidence: 99%

A Systematic Review of 3pls’ Entry Into Reverse Logistics

Tombido

Louw²,

Eeden³

2018

SAJIE

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The concepts of Industry 4.0 and closed loop supply chains are becoming popular as logistics management evolves. Industry 4.0, through its instruments such as cloud manufacturing and the Internet of Things, has been known to improve operations management significantly. At the same time, closed loop supply chains have gained momentum with the increase in environmental sustainability issues. However, closed loop supply chains are often associated with uncertainties in the timing, quality, and quantity of returns. For these and other reasons, most organisations employ third parties to perform most reverse logistics activities. This paper systematically reviews the literature on the entry and use of third parties in reverse logistics with the objective of providing researchers with future research directions for this fast-emerging topic. The results show that there is a need to expand on the literature and on managerial issues such as performance measurement of reverse logistics networks with third parties. The literature also needs to consider how third parties use technological aspects such as Industry 4.0 to manage and operate reverse supply chains successfully.

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Partner selection for reverse logistics centres in green supply chains: a fuzzy artificial immune optimisation approach

Cited by 30 publications

References 60 publications

Value creation from circular economy-led closed loop supply chains: a case study of fast-moving consumer goods

Value creation from circular economy-led closed loop supply chains: a case study of fast-moving consumer goods

Collaboration Formation and Profit Sharing Between Software Development Firms: A Shapley Value Based Cooperative Game

A Systematic Review of 3pls’ Entry Into Reverse Logistics

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