Rhonda R. Lummus

A conceptual model of supply chain flexibility

This paper presents an integrated conceptual model of supply chain flexibility. It examines flexibility classification schemes and the commonalities of flexibility typologies published in the literature to create a theoretical foundation for analyzing the components of supply chain flexibility. Even though there has been a tremendous amount of research on the topic of flexibility, most of it has been confined to intra‐firm flexibility concerns. As supply chain management goes beyond a firm’s boundaries, the flexibility strategies must also extend beyond the firm. This paper identifies the cross‐enterprise nature of supply chain flexibility and the need to improve flexibility measures across firms. Opportunities are identified for future cross‐functional research that builds on this theoretical foundation and leads to more effective formulation of supply chain strategies.

The relationship of logistics to supply chain management: developing a common industry definition

Over the past few years there has been confusion and disagreement among general business practitioners and operations professionals concerning the terms “logistics” and “supply chain management”. Various formal definitions have been offered for both terms. In addition, the common usage of each term in industry varies. Business terms are often defined over time, by the common use or application of the term. Examines the historical definitions of both terms, looks at current practitioner views of the terms, and proposes a hierarchy for the relationship between logistics and supply chain management.

Delphi study on supply chain flexibility

The flexibility literature is dominated by research on manufacturing flexibility. More recently, supply chain flexibility has been recognized as an important flexibility construct for meeting customer demand. An Internet-based Delphi study involving a group of expert practitioners is used to enumerate the characteristics, and the importance of those characteristics, in making a supply chain flexible. Expert opinion is one method for gathering information that can be used to develop a model of supply chain flexibility and provide a framework for future research.

Mapping the future of supply chain management: a Delphi study

Supply chain management, a field that developed from business practice and research, is undergoing a major transformation. It is changing from tactical in nature (where the major focus is on cost and delivery) to a field that is strategic in nature. However, the future issues and challenges facing managers and executives are just now becoming understood. This paper reports these issues by drawing on the findings generated by a three-phase study consisting of a literature review, a two-round Delphi study, and a workshop. Unique in this Delphi study is that it brings together leading practitioners in supply chain management with leading supply chain management researchers. The findings show that while the focus of the current tactical supply chain view is relatively limited to issues of delivery, risk, and leadership, the supply chain view of the future (i.e., five years from now) is more complex and demanding. The findings also show that there is generally no difference between researchers and practitioners in terms of how they view the issues. Finally, the study uncovers major obstacles that must be resolved before the strategic potential of future-state supply chains can be realised.

Improving Quality through Value Stream Mapping: A Case Study of a Physician's Clinic

Abstract As organizations look to improve overall systems to reduce costs and improve throughput, lean principles are being more widely implemented. These lean initiatives began in manufacturing, but have spread through other parts of the economy, including health care. This paper reports on a value stream mapping project in a small medical clinic that resulted in recommendations that would significantly lower patient wait time and increase patient throughput. The new system can increase the capacity of the office without adding people or equipment, lower waiting times for people with scheduled appointments, increase the opportunity for patients without appointments to be seen at the last minute, and lower the stress levels for the clinics staff.

THE ROLE OF JUST-IN-TIME IN SUPPLY CHAIN MANAGEMENT

In todays competitive environment, markets are becoming more international, dynamic, and customer‐driven. Customers are demanding more variety, better quality and service, including both reliability and faster delivery. Technological developments are occurring at a faster pace, resulting in new product innovations and improvements in manufacturing processes. The resulting competitive environment requires low cost, high quality products in increasing varieties. These changes have instigated changes in business and manufacturing strategies.

Sales forecasting for strategic resource planning

The purpose of this article is twofold. First, the article examines how managers can make more effective use of sales forecasts for strategic resource allocation decisions. Second, the article identifies those research issues in forecasting that must be addressed to better understand the managerial side of forecasting. Managers can improve resource planning by understanding the limitations of forecasts. These limitations are exemplified through several strategic forecasting paradoxes that managers must recognize. The paradoxes suggested here are: first, the most important managerial decisions a company can make are based on the least accurate forecasts; second, the most useful forecast information for resource planning is the least accurate; and, third, the organizations that need the most accurate forecast have the largest forecast error. By recognizing these paradoxes managers can devote their attention to improving the use and implementation of the forecast for better resource decisions. At the same time, future research should focus on broadening the understanding of the role of forecasts in strategic decision making.

The impact of marketing initiatives on the supply chain

Effective supply chain management requires sharing information between nodes of the chain. In consumer chains, this demand communication often results in a bullwhip effect as demand information becomes distorted back through the chain. Building on the work of Towill et al. and Towill and McCullen, this study evaluates the impact of consumer promotions and wholesale trade deals on the performance of a supply chain. Marketing actions alone are shown to have a significant impact on supply chains.