Traditional supply chains can greatly amplify changes in end‐customer demand and thereby produce their own internally generated boom‐and‐bust scenarios. Improvement in supply chain performance is often greatly separated by time (many months) and distance (many miles) from the action taken...

Successful re‐engineering programs to improve supply chain performance possess three important attributes: a vision which clearly identifies future goals; a framework with clearly defined stages forming a route map; and, a toolkit which provides a means for enhancing the individual processes...

Traditionally, the decoupling point methodology has been associated with the material flow pipeline. However, to maximize improvement in supply chain dynamics, information flow is equally important. Many of the problems exhibited in the material flow pipeline are the result of the distortion of...