The impact of information sharing in a multiple-echelon supply chain

Wu, Yi; Cheng, T.C.E.

doi:10.1016/j.ijpe.2008.02.016

Cited by 98 publications

(45 citation statements)

References 16 publications

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“…The virtual enterprise concept addresses organizational and operational aspects of e-market structure to support coordinated procurement [84,88,99]. These theoretical foundations can be linked together for addressing issues related to the change management and building an e-procurement framework for SSC [119,143]. Basing on the above observations, the present work proposes a schematic base of the number of operational variables for members in the SSC operating in e-market for improved customer service [8,14,30,36,66,117,120,121], which is depicted in the Table 2.…”

Section: Factors Affecting E-market Adoption By Participants Of Supplmentioning

confidence: 99%

E-markets and supply chain collaboration: a literature-based review of contributions with specific reference to the semiconductor industries

Bahinipati

Deshmukh

2012

Logist. Res.

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While exploring buyer-supplier collaborative relationships and new procurement opportunities through optimized use of the available resources, the present work proposes a framework depicting an appropriate policy. The proposed framework captures the technological and business basis for the integration of various elements for e-market characterization with expected outcomes. E-markets as coordination structures interact between various enterprises of the semiconductor industry supply chain (SSC) through the process of bidding and pricing system. In this regard, the factors affecting e-market adoption by the participants and the impact of e-market on customer service in the SSC are explored with the objective to develop strategies for collaborative relationships between buyer(s) and supplier(s) in e-market.Keywords Characterizing e-markets Á Classification of e-markets Á Semiconductor industry supply chain Á Supply chain coordination Á Collaboration Á E-market models The promise of E-market transactions for semiconductor industriesThis paper is concerned with the analysis of supply chains of industries dealing with high-tech products, semiconductors, electronic products, personal computers and short lifecycle products. The semiconductor manufacturing environment is primarily driven by time-based competition to provide responsive and flexible supply to a customer [42,46,101,108]. Shortened product life cycles and the emergence of contract manufacturing reflect trends towards rapid product innovation cycles, an exceptionally volatile nature of product demands and increasingly complex manufacturing and supply chain (SC) partnerships [20,99,124]. In order to retain their customer base and to gain new revenue opportunities, manufacturers in the semiconductor industry must structure their procurement process to respond to upstream-side demand and to absorb downstream-side risks without creating excessive inventory or capacity [119]. As a consequence, decision-making is done primarily at tactical and operational levels while negotiating with the suppliers during procurement planning. Collaborative efforts related to investment, knowledge and information sharing, resource sharing and R&D for technology development are project specific [12,31] and hence short term. The members in the supply network are assumed to possess operational competencies to sustain the relationships [44]. But the management of capacity in the semiconductor industry requires long lead-time for expansion, because of its capital intensity. Buyers need to maintain vertical collaborative relationships with the contract manufacturers and component suppliers to increase the responsiveness of the SC [5]. In order to tackle the demand uncertainties and time compression, competing suppliers and/or contract manufacturers need to build horizontal collaborative relationships for effective capacity utilization [25]. This necessitates the use of compatible information systems and technology and of market intermediaries for the procurement process [111].

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Section: Factors Affecting E-market Adoption By Participants Of Supplmentioning

confidence: 99%

E-markets and supply chain collaboration: a literature-based review of contributions with specific reference to the semiconductor industries

Bahinipati

Deshmukh

2012

Logist. Res.

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“…Unit retail price of the nth recyclable and reusable waste (decision variable) (dollars) Xn(t) The collecting amount of nth waste at the t period (the decision variable) (ton) Mn(t) The treatment amount of the waste n at the period t [4], [11], [13], assuming that the waste production amount at a specific area Q n (t) is equal to the total collecting amount in waste collecting center X n (t), and untreated or treated waste inventories are equal to zero. The waste amount which can be recycled and reused D n (t) and the production amount of waste n Q n (t) is the market recycling ratio p following all processing activities.…”

Section: Notation θ Nmentioning

confidence: 99%

A Waste Reverse Logistics Model Importing Full Information Sharing

Chiu¹,

Dai²

2013

IJET

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Abstract-In order to reduce environmental pollution, waste returns and recycling has become a trend. But the process of waste management such as waste collection, treatment and distribution between supply and demand that lacking of information often leads to more wastes. This study took the full information sharing into account, reducing wastes between the members of the supply chain. In addition, because all the process of waste treatment will deal with the cost and risk, this study thus discussed waste management system under uncertainties.Providing information to business decision-makers, the purpose of this study is to discuss the retail price of reusable waste which returned to the market and the amount of waste collection that affects the profit. The result shows that demand quantity and price factors would affect the amount of waste collection and the profit; where the waste collection risk is a significant factor, thus this study indicated that the management needs to consider risk factors in the waste collection system.

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“…Digitization in logistics management would enable partner firms to develop external relationships (Bowersox & Daugherty, 1995;Clemons & Row, 1993;Yang et al, 2009) and facilitate the development of long-term partner relationships. Viewed from this perspective, bundling digitized logistics activities contributes to reducing logistics costs via better information sharing for logistics coordination, as well as improving logistics services through enhanced organizational responsiveness to customer needs (Kojima, Nakashima, & Ohno, 2007;Wu & Cheng, 2008). The former refers to the costs of managing logistics activities, e.g., inventory control and warehousing, order processing, reflecting efficiency-related logistics performance (Whicker, Bernon, Templar, & Mena, 2006;van Zelst, van Donselaar, van Woensel, Broekmeulen, & Fransoo, 2006), while the latter is about effectiveness-related logistics performance concerning the responsiveness and reliability of firms in managing their logistics activities (Bienstock, Royne, Sherrell, & Stafford, 2008;Lai, Ngai, & Cheng, 2002).…”

Section: Digitized Logistics Activities Bundles and Logistics Performmentioning

confidence: 99%