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  • 1
    Electronic Resource
    Electronic Resource
    The Supply Chain Management Processes (2001)
    Bradford : Emerald
    The @international journal of logistics management 12 (2001), S. 13-36 
    Details
    ISSN: 0957-4093
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Increasingly, supply chain management is being recognized as the management of key business processes across the network of organizations that comprise the supply chain. While many have recognized the benefits of a process approach to managing the business and the supply chain, most are vague about what processes are to be considered, what sub-processes and activities are contained in each process, and how the processes interact with each other and with the traditional functional silos. In this paper, we provide strategic and operational descriptions of each of the eight supply chain processes identified by members of The Global Supply Chain Forum, as well as illustrations of the interfaces among the processes and an example of how a process approach can be implemented within an organization. Our aim is to provide managers with a framework to be used in implementing supply chain management, instructors with material useful in structuring a supply chain management course, and researchers with a set of opportunities for further development of the field.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09574090110806271
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    Paper (German National Licenses)
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  • 2
    Electronic Resource
    Electronic Resource
    The Demand Management Process (2002)
    Bradford : Emerald
    The @international journal of logistics management 13 (2002), S. 51-66 
    Details
    ISSN: 0957-4093
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Demand management is the supply chain management process that balances the customers' requirements with the capabilities of the supply chain. With the right process in place, management can match supply with demand proactively and execute the plan with minimal disruptions. The process is not limited to forecasting. It includes synchronizing supply and demand, increasing flexibility, and reducing variability. In this paper, we describe the demand management process in detail to show how it can be implemented within a company and managed across firms in the supply chain. We examine the activities of each sub-process; evaluate the interfaces with corporate functions, processes and firms; and provide examples of successful implementation.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09574090210806423
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    Paper (German National Licenses)
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  • 3
    Electronic Resource
    Electronic Resource
    The Impact of Formalization on Warehousing Firms (1992)
    Bradford : Emerald
    The @international journal of logistics management 3 (1992), S. 49-62 
    Details
    ISSN: 0957-4093
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Many of today's most successful companies have decided to focus on their core business and purchase other functional needs from outside vendors. Time and resource constraints make utilization of public or contract warehousing providers an attractive option. Because of their specialized expertise, external warehousing firms are often able to deliver services in a more cost-effective and efficient manner. The researchers examined differential capabilities among warehousing service providers based upon the degree of formalized internal processes developed. Formalization was shown to impact: 1) the average number of services provided; 2) the average number of computer applications used in providing services to customers; and 3) the average number of installed technologies within the respondent firms. More highly formalized firms are positioned to be able to "offer more".
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09574099210804859
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    Paper (German National Licenses)
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  • 4
    Electronic Resource
    Electronic Resource
    Information accessibility: Customer responsiveness and enhanced performance (1995)
    Bingley : Emerald
    International journal of physical distribution and logistics management 25 (1995), S. 4-17 
    Details
    ISSN: 0960-0035
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Information is generally believed to be a key component in creatingcorporate responsiveness, i.e. being able to anticipate or respondquickly to customer requests. Most firms are well aware of the need tobecome more responsive to customers in order to develop and maintainlong-term close relation-ships. A recent survey of the warehouseindustry confirms the hypothesized relationship between information andresponsiveness. Firms that formally collect customer-related informationand internal service/quality information were found to be moreresponsive as evidenced by enhanced ability to accommodate selectedevents/ requests. The research also supported a link betweenresponsiveness and improved operating performance. Responsive firmsindicated greater success in achieving specific operating performanceimprovements - improved reliability service, improved customerservice/satisfaction, quality improvements, cycle time reductions,productivity improvements, reduced costs, improved organizationalstructure, and enhanced goal setting - than less responsive firms.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09600039510080117
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    Paper (German National Licenses)
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  • 5
    Electronic Resource
    Electronic Resource
    The Returns Management Process (2002)
    Bradford : Emerald
    The @international journal of logistics management 13 (2002), S. 1-18 
    Details
    ISSN: 0957-4093
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Returns management is the supply chain management process by which activities associated with returns, reverse logistics, gatekeeping, and avoidance are managed within the firm and across key members of the supply chain. The correct implementation of this process enables management not only to manage the reverse product flow efficiently, but to identify opportunities to reduce unwanted returns and to control reusable assets such as containers. In this paper, we describe how the returns management process can be implemented within a firm and across the supply chain. The process is described in terms of its sub-processes and associated activities, and the interfaces with corporate functions, other supply chain management processes and other firms. Examples of successful implementation are provided.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09574090210806397
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    Paper (German National Licenses)
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  • 6
    Electronic Resource
    Electronic Resource
    The Product Development and Commercialization Process (2004)
    Bradford : Emerald
    The @international journal of logistics management 15 (2004), S. 43-56 
    Details
    ISSN: 0957-4093
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Product development and commercialization is the supply chain management process that provides structure for developing and bringing to market new products jointly with customers and suppliers. Effective implementation of the process not only enables management to coordinate the efficient flow of new products across the supply chain, but also assists supply chain members with the ramp-up of manufacturing, logistics, marketing and other related activities to support the commercialization of the product In this paper, the product development and commercialization process is described in detail to show how it can be implemented. To do this, the process is described in terms of its sub-processes and associated activities, and the interfaces with business functions, other supply chain processes and other firms. Examples of successful implementation are provided.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09574090410700220
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    Paper (German National Licenses)
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  • 7
    Electronic Resource
    Electronic Resource
    Just-in-time Functional Model: Empirical Test and Validation (1994)
    Bingley : Emerald
    International journal of physical distribution and logistics management 24 (1994), S. 20-26 
    Details
    ISSN: 0960-0035
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: It has been proposed that the just-in-time (JIT) philosophy can beeffectively integrated systemwide to yield increased efficiencies andexcellence throughout an organization. Greater understanding is neededas to what this entails. The researchers empirically test and attemptto validate a previously developed basic functional model of JITcomprising three components - respect for people in the system, theexecution system and planning process prerequisites - needed to supportJIT's goal of elimination of waste through a process of continualimprovement. Regression model results support the hypothesizedrelationships between the model components and the JIT waste-eliminationgoal.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09600039410066150
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    Paper (German National Licenses)
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  • 8
    Electronic Resource
    Electronic Resource
    JIT Systems and External Logistics Suppliers (1994)
    Bingley : Emerald
    International journal of operations & production management 14 (1994), S. 60-74 
    Details
    ISSN: 0144-3577
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Just-in-time (JIT) systems have evolved from a few selectedimplementations in the automobile industry into a widespread businesspractice. Early understanding of JIT models indicated that JIT canreduce inventory in the production system through the elimination ofwasteful activities. This understanding led some researchers to suggestthat JIT warehousing or JIT logistics are contradictions in terms sinceJIT's purpose is to eliminate warehousing by delivering components justas they are needed. However, more recent studies of JIT practicesindicate that an opportunity exists to use JIT benefits. Discusses thebenefits of outsourcing logistics functions to external suppliers inorder to enhance JIT performance. Additionally, a survey of servicesprovided by JIT logistics suppliers is presented as well as criteria forselecting the "best" logistics supplier.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01443579410062095
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    Paper (German National Licenses)
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  • 9
    Electronic Resource
    Electronic Resource
    Differences between forward and reverse logistics in a retail environment (2002)
    Bingley : Emerald
    Supply chain management 7 (2002), S. 271-282 
    Details
    ISSN: 1359-8546
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper compares and contrasts forward and reverse logistics in a retail environment, with the focus on the reverse flow of product. Many differences between forward and reverse flows of logistics systems are presented. The impact of these factors depends to some extent on the supply chain position of a firm. Unlike much reverse logistics research, which is written from the perspective of the firm which will remanufacture or refurbish the product in the reverse flow, we consider the issues from the perspective of the firm generating the reverse flow.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13598540210447719
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    Paper (German National Licenses)
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