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...

Real world supply chains differ not only in their current standard of performance, but also in the most effective actions required to move each towards world class supply. A generic approach for the identification of the appropriate re‐engineering programmes based on the uncertainty circle...

The Law of Industrial Dynamics ensures that if a production control system can amplify then it will surely find a way of doing so despite the best efforts of production schedulers to take corrective action. In fact, practical studies show that such human intervention frequently aggravates the...

Considers the dynamical effect of lateral emergency transhipments within a supply chain. It tests various different strategies for improving customer service via the MIT Beer Game. Four distinct strategies are considered. “Electronic point of sales (EPOS)”, where marketplace information is...

Purpose – The design of distribution networks is prone to risks due to the uncertainties associated with factors that change over time. The purpose of this paper is to present a new method to identify those factors that the structure of a distribution network is most sensitive to....

Describes the use of a decision support system (DSS) in part of a strategic supply chain initiative of an international automotive aftermarket organisation undertaken in 1996‐97. The strategic initiative consisted of four distinct stages; a review of the current state, definition of the future...

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...

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...

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...