Supply Chain Analysis

Meyr, Herbert; Rohde, Jens; Stadtler, Hartmut; Sürie, Christopher

doi:10.1007/978-3-662-04215-1_3

Cited by 10 publications

(6 citation statements)

References 6 publications

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“…It is determined by number of elements (amount, extent) that make up the supply chain system, variety (differentiated) and uncertainty (predictability of changes) (Hsiao et al , 2006; Milgate, 2001). There are four main sources of logistics complexity that can plague a firm in a supply chain (see Table III):upstream sources such as number of suppliers, volume, time and material quality and uncertainty about number of suppliers, volume, time and quality (Bozarth et al , 2009; Choi and Krause, 2006; Meyr and Stadtler, 2005; Rao and Young, 1994; Van der Spiegel et al , 2005; Van der Vorst and Beulens, 2002);internal sources related to manufacturing such as volume of throughput, output, product quality and uncertainty about volume, output, and quality (Meyr and Stadtler, 2005; Rao and Young, 1994; Van der Spiegel et al , 2005);internal sources related to distribution such as volume of distribution, and uncertainty about volumes (Bozarth et al , 2009; Van der Spiegel et al , 2005; Van der Vorst and Beulens, 2002); anddownstream sources related to customers and distribution, such as demand volume, and uncertainty(Chen et al , 2000; Leeuw et al , 1999; Meyr and Stadtler, 2005; Rao and Young, 1994; Van Damme and Van Amstel, 1996; Van der Vorst and Beulens, 2002; Wanke and Zinn, 2004). A number of authors mention that the logistics outsourcing decision is positively related to supply chain complexity (Hsiao et al , 2006; Milgate, 2001; Rao and Young, 1994).…”

Section: Methodsmentioning

confidence: 99%

“…upstream sources such as number of suppliers, volume, time and material quality and uncertainty about number of suppliers, volume, time and quality (Bozarth et al , 2009; Choi and Krause, 2006; Meyr and Stadtler, 2005; Rao and Young, 1994; Van der Spiegel et al , 2005; Van der Vorst and Beulens, 2002);…”

Section: Methodsmentioning

confidence: 99%

“…internal sources related to manufacturing such as volume of throughput, output, product quality and uncertainty about volume, output, and quality (Meyr and Stadtler, 2005; Rao and Young, 1994; Van der Spiegel et al , 2005);…”

Section: Methodsmentioning

confidence: 99%

“…downstream sources related to customers and distribution, such as demand volume, and uncertainty(Chen et al , 2000; Leeuw et al , 1999; Meyr and Stadtler, 2005; Rao and Young, 1994; Van Damme and Van Amstel, 1996; Van der Vorst and Beulens, 2002; Wanke and Zinn, 2004).…”

Section: Methodsmentioning

confidence: 99%

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Logistics outsourcing by Taiwanese and Dutch food processing industries

Hsiao

Kemp

Vorst

et al. 2011

British Food Journal

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PurposeThis paper aims to investigate outsourcing of different types of logistics activities in Taiwanese food industry, and benchmark with practices in The Netherlands.Design/methodology/approachThe outsourcing of four levels of logistics activities is investigated: transportation (level 1), packaging (level 2), transportation management (level 3), and distribution network management (level 4). A structured questionnaire was designed and sent to logistics managers in The Netherlands and Taiwan to evaluate the most commonly outsourced activities and identify specific outsourcing firm's characteristics.FindingsAbout 69 per cent of the companies, in both countries outsource level 1 activities, 16 per cent level 2, and 37 per cent level 3 activities. Only few companies (about 10 per cent) outsource the highest level of activities. In particular, The Netherlands has higher percentages for levels 1 and 3. This might be caused by the fact that most Taiwanese companies emphasise low cost whereas the Dutch companies focus on flexibility in order to deal with higher complexities. When intentions for the future are included, Taiwan is planning to outsource level 2 (40 per cent) and level 4 activities (36 per cent) much more than The Netherlands (respectively 13 and 17 per cent). When zooming in, it was found that outsourcing strategies of companies in the subsectors differ. For instance, the dairy sector outsources more frequently than the meat sector on the first three levels. This might be caused by the fact that meat companies emphasise food quality, whereas dairy companies emphasise flexibility and reliability.Research limitations/implicationsThis study investigated only food processors. The paper suggests further research should include other types of food organisations.Originality/valueThe paper provides valuable insights in outsourcing strategies of food processing companies in Taiwan and The Netherlands for advanced logistics service providers who are looking at the market potential of Taiwan.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

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Logistics outsourcing by Taiwanese and Dutch food processing industries

Hsiao

Kemp

Vorst

et al. 2011

British Food Journal

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“…First of all they can be used as a good description for the as is situation. Secondly, they can be used to set performance goals (Myer et al , 2000). The firm must have a comprehensive set of measures to assess progress towards achieving company wide goals, improving core business processes, and aligning the firm with the needs of the market (Lockamy et al , 2000).…”

Section: Step Iv: Performance Evaluation Of the Supply Chainmentioning

confidence: 99%

Implementing supply chain management in a firm: issues and remedies

Varma

Wadhwa

Deshmukh

2006

Asia Pacific Journal of Marketing and Logistics

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PurposeWhen a supply chain initiative is taken up by a firm a number of issues come up during implementation. The purpose of this paper is to identify some of the major issues related to such implementation and draw out practices from literature to serve as remedies for these issues.Design/methodology/approachThe paper starts by suggesting a broad framework for implementing supply chain management (SCM) in a firm. This consists of strategy formulation, identification of areas for improving material flow, identifying issues in these areas, and finally performance evaluation in order to determine how well the supply chain initiative has been implemented. Subsequently, the paper follows this framework step by step and in the process identifies the issues likely to arise in the process of SCM implementation. By reviewing current literature it suggests how these issues can be handled effectively.FindingsThe major issues related to SCM implementation are in the areas of logistics, outsourcing/partnerships, and environment. Apart from these issues the prerequisite for implementation is formulation of strategy while the final step in the exercise is performance evaluation. These two activities need to be handled carefully also.Practical implicationsThe paper has important implications for the industry since it tries to bring out practices which would help in successful implementation of SCM in a firm. This is more so for the process industry which has lagged behind its counterparts in other industries with respect to implementation of SCM.Originality/valueThe value of this paper which is based on extensive literature review lies in: suggesting a framework to implement SCM, identifying likely issues, and suggesting ways to handle them. The summary diagrams would definitely facilitate understanding. This can be of interest to SCM personnel in the industry. Major contributions by researchers relevant to handling the issues have been tabulated at the end which can be useful for academicians.

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An Ontological Approach for Semantic Annotation of Supply Chain Process Models

Wang

Cai

et al. 2010

On the Move to Meaningful Internet Systems: OTM 2010

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Supply Chain Analysis

Cited by 10 publications

References 6 publications

Logistics outsourcing by Taiwanese and Dutch food processing industries

Logistics outsourcing by Taiwanese and Dutch food processing industries

Implementing supply chain management in a firm: issues and remedies

An Ontological Approach for Semantic Annotation of Supply Chain Process Models

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