The impact of product life cycle on supply chain strategy

Aitken, James; Childerhouse, Paul; Towill, Denis Royston

doi:10.1016/s0925-5273(03)00105-1

Cited by 183 publications

(140 citation statements)

References 17 publications

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“…In order to develop theory on the integration of purchasing and marketing practices in the context of CSR, as well as on the effects of these practices on reputation, the framework of Sheth, Sharma, and Iyer (2009) is extended and modified to our research scope. The original framework is based on the notion that suppliers benefit if their upstream purchasing strategies align with customer demands (Aitken, Childerhouse, and Towill 2003;Childerhouse, Aitken, and Towill 2002), and that closer buyer-supplier relationships requires a closer integration of the two functions managing the external interface (suppliers and customers) with the internal value chain (see Appendix IV). On the bottom-left side of the framework, Supplieroriented CSR practices (No.…”

mentioning

confidence: 99%

Corporate Social Responsibility in Buyer-Supplier Relationships: Is it Beneficial for Top-Tier Suppliers to Market their Capability to Ensure a Responsible Supply Chain?

Leppelt

Foerstl²,

Hartmann

2013

Bus Res

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mentioning

confidence: 99%

Corporate Social Responsibility in Buyer-Supplier Relationships: Is it Beneficial for Top-Tier Suppliers to Market their Capability to Ensure a Responsible Supply Chain?

Leppelt

Foerstl²,

Hartmann

2013

Bus Res

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“…For almost two decades, the received view of supply chain strategy has used categorization, based on a few types (Fisher, 1997, Lee, 2002, Cigolini et al, 2004, Frohlich and Westbrook, 2001, Aitken et al, 2003, taxa (Narasimhan et al, 2008, McKone-Sweet andLee, 2009) or other predefined configurations (Martinez-Olvera and Shunk, 2006). Although such categorization can be useful for the academic study of several supply chain strategies simultaneously, it is not be particularly useful for practitioners trying to rethink the supply chain strategy of their own firm as it fits its unique context.…”

Section: Capturing An As-is Supply Chain Strategymentioning

confidence: 99%

“…Supply chain strategy can be seen as an umbrella for operations strategy, and has important implications for several aspects of operations strategy. Supply chains, as the producers and conveyors of products, have a close relationship with product design: research shows strong connection of supply chain strategy with product complexity (Novak and Eppinger, 2001), product life cycle Aitken et al (2003), Patil et al (2010), and suggests that products and supply chains should be designed simultaneously Fine1998. Supply chain activities also have strong implications for a company's environmental footprint; Wu et al (2014) show, empirically, that an alignment between supply chain strategy and corporate environment strategy can improve firm performance.…”

Section: Introductionmentioning

confidence: 99%

Rethinking supply chain strategy as a conceptual system

Perez-Franco

Phadnis

Caplice

et al. 2016

International Journal of Production Economics

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Changes to the strategy, context or environment of a business unit may necessitate a revision of its supply chain strategy. However, rethinking a supply chain strategy is not an easy problem, and has no clear answer in the specialized literature. Some fundamental questions about supply chain strategizing -i.e., the process of doing supply chain strategy -have been largely ignored, while others have been answered with overly-simplistic typeand-match approaches of unclear validity. In this paper, we present a holistic approach to supply-chain strategizing, called Conceptual System Assessment and Reformulation (CSAR), we have developed through a series of collaborative management research projects over a decade. This paper presents the key ideas of CSAR, and explains how it can be used to capture, evaluate and reformulate the supply chain strategy of a business unit. We argue that these ideas can serve as a first step towards a theory of supply chain strategy. Finally, we demonstrate the practical merits of CSAR by presenting the case of a large world-class corporation that used the approach as a starting point for an initiative to rethink the supply chain strategy of most of its business units.Keywords: Supply chain strategy, strategizing, capture, evaluation, reformulation Acknowledgements:The authors thank our students Javier Martin, Leonardo Laranjeira, Daniel Mota and Manuel Rippel for the feedback they provided to early versions of this manuscript. AbstractChanges to the strategy, context or environment of a business unit may necessitate a revision of its supply chain strategy. However, rethinking a supply chain strategy is not an easy problem, and has no clear answer in the specialized literature. Some fundamental questions about supply chain strategizing-i.e., the process of doing supply chain strategy-have been largely ignored, while others have been answered with overlysimplistic type-and-match approaches of unclear validity. In this paper, we present a holistic approach to supply-chain strategizing, called Conceptual System Assessment and Reformulation (CSAR), we have developed through a series of collaborative management research projects over a decade. This paper presents the key ideas of CSAR, and explains how it can be used to capture, evaluate and reformulate the supply chain strategy of a business unit. We argue that these ideas can serve as a first step towards a theory of supply chain strategy. Finally, we demonstrate the practical merits of CSAR by presenting the case of a large world-class corporation that used the approach as a starting point for an initiative to rethink the supply chain strategy of most of its business units.

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“…In the recent past, researchers started working with the impact of product life cycle on supply chain (see Aitken et al, 2001) and then gradually entered into the details of it. addressed the forecasting part and worked on forecasting errors and the value of information sharing in a supply chain.…”

Section: Literature Reviewmentioning

confidence: 99%

Integrated model for line balancing with workstation inventory management

Roy¹,

Khan²

2010

IJIEC

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In this paper, we address the optimization of an integrated line balancing process with workstation inventory management. While doing so, we have studied the interconnection between line balancing and its conversion process. Almost each and every moderate to large manufacturing industry depends on a long and integrated supply chain, consisting of inbound logistic, conversion process and outbound logistic. In this sense an approach addresses a very general problem of integrated line balancing. Research works reported in the literature so far mainly deals with minimization of cost for inbound and outbound logistic subsystems. In most of the cases conversion process has been ignored. We suggest a generic approach for linking the balancing of the line of production in the conversion area with the customers' rate of demand in the market and for configuring the related stock chambers. Thus, the main aim of this paper is to translate the underlying problem in the form of mixed nonlinear programming problem and design the optimum supply chain so that the total inventory cost and the cost of balancing loss of the conversion process is jointly minimized and ideal cycle time of the production process is determined along with ideal sizes of the stock chambers. A numerical example has been added to demonstrate the suitability of our approach.

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The impact of product life cycle on supply chain strategy

Cited by 183 publications

References 17 publications

Corporate Social Responsibility in Buyer-Supplier Relationships: Is it Beneficial for Top-Tier Suppliers to Market their Capability to Ensure a Responsible Supply Chain?

Corporate Social Responsibility in Buyer-Supplier Relationships: Is it Beneficial for Top-Tier Suppliers to Market their Capability to Ensure a Responsible Supply Chain?

Rethinking supply chain strategy as a conceptual system

Integrated model for line balancing with workstation inventory management

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