Supply Chain Management An International Journal

M.L. Emiliani

2000 Supply Chain Management An International Journal

doi: 10.1108/13598540010319975

Discusses the importance of achieving alignment between buyers and sellers, with specific emphasis on efforts by buyers to improve the performance of their suppliers. Describes common barriers and presents strategies and methods that were successful in educating and developing suppliers’ capabilities in lean production across multiple tiers. Presents supporting activities that can help facilitate implementation and ensure that lean production does not become another “flavour of the month”.

Theodore P. Stank; Thomas J. Goldsby

2000 Supply Chain Management An International Journal

doi: 10.1108/13598540010319984

There has been little conceptual work that comprehensively examines the changing role of the corporate transportation function in the modern business environment. Successful managers today require a broad view of transportation management’s role and responsibilities in an integrated supply chain. This paper clarifies the major transportation decision areas and introduces a framework that positions corporate transportation management within the overall integrated supply chain environment. The framework portrays initial transportation decisions as strategic, long‐term decisions that focus on the overall supply chain transportation system. Once decisions are understood at this level, the decision‐making scope becomes increasingly tactical in nature, focusing on operations that implement the overall system decisions.

Jan C. Fransoo; Marc J.F. Wouters

2000 Supply Chain Management An International Journal

doi: 10.1108/13598540010319993

Increased demand variability in supply chains (the bullwhip effect) has been discussed in the literature. The practical measurement of this effect, however, entails some problems that have not received much attention in the literature and that have to do with the aggregation of data, incompleteness of data, the isolation of demand data for defined supply chains that are part of a greater supply web. This paper discusses these conceptual measurement problems and discusses experiences in dealing with some of these problems in an industrial project. Also presents empirical results of measurements of the bullwhip effect in two supply chains.

Charles A. Weber; John Current; Anand Desai

2000 Supply Chain Management An International Journal

doi: 10.1108/13598540010320009

Presents an approach for evaluating the number of vendors to employ in a procurement situation using multi‐objective programming (MOP) and data envelopment analysis (DEA). The approach advocates developing vendor‐order quantity solutions (referred to as supervendors) using MOP and then evaluating the efficiency of these supervendors on multiple criteria using DEA. Formulations are presented for both the MOP and DEA models. A case study is presented for a Fortune 500 company in a just‐in‐time (JIT) manufacturing environment.

Jeffrey P. Katz; Michael Boland

2000 Supply Chain Management An International Journal

doi: 10.1108/13598540010320018

US Premium Beef Ltd is a cooperative partnership between all segments of the beef industry value chain, affording each segment an interest in the key stages of beef production and processing, as well as an equal share of the financial risks and rewards. This “value‐added” strategy is accomplished through vertical integration and adding a quality‐based pricing structure to more closely link beef producers and consumers. The case study is an example of supply chain management as a strategic response to a mature industry. It also exemplifies how ownership structure of the firm, particularly the emergence of new‐generation cooperatives, is employed as a strategic factor in developing a new competitive approach in an industry characterized by sales decline and aggressive competition from substitute products such as poultry and pork.