There are three possible outcomes following the undertaking of BPR projects. First, a BPR programme may fail in the short or long term either because it is improperly implemented or because there is no effective follow‐up. Second, a BPR programme may be deemed satisfactory in outcome yet still...

There are three possible outcomes following the undertaking of BPR projects. First, a BPR programme may fail either in the short or in the long term because it is improperly implemented or because there is no effective follow‐up. Second, a BPR programme may be deemed satisfactory but does not...

Purpose – The aim of this article is to provide a concise methodology for the design of a widely used class of decision supply systems (DSS) which will enable precise control of bullwhip variance and inventory variance induced within a supply chain echelon. Design/methodology/approach – The...

Purpose – This paper aims to provide an answer to the important question of how can accurate assessment of supply chain practice and performance be conducted? By conducting audits across a sample of value streams it is thereby possible to identify the components of “good practice” via...

Speed of response to customer demand has long been recognized as a key attribute to business success since customer loyalty can be won or lost on product availability. With everyone implementing lean manufacturing philosophies, companies additionally need to become smart chain managers and...

Purpose – The purpose of this paper is to provide a comprehensive description, justification and modus operandi for implementation of cellular operations within healthcare delivery supply chains. The methodology outlined has a sound theoretical basis, has been proven in a wide range of market...

Compares the bullwhip properties of a vendor managed inventory (VMI) supply chain with those of a traditional “serially‐linked” supply chain. The emphasis of this investigation is the comparative impact the two structures have on the “bullwhip effect” generated. Particular attention is...

The learning effect is well established in the repetitive performance of industrial tasks and it is essential that production management be aware of the potential for improved performance (measured by dynamic gain) and the rate at which this may be achieved/measured by the time constraint....