Demand chains

Heikkila J (2002) Form supply to demand chain management efficiency and customer satisfaction. Journal of Operations Management 20 747-767... 

Williams T, Maull R, Ellis B (2002) Demand chain management theory constraints and development from global aerospace supply webs. Journal of Operations Management 20 (6) 691-706... 

Demand Chain A similar concept to a supply chain, but with an emphasis on the end user. 

Childerhouse et al. (2002) proposed a methodological framework to develop focused demand chain strategy for each cluster of products commercialized by a company. The methodology consists of six steps described below and has the objective to define the best facility, production layout requirements and control mechanisms for each specific product/service offered by the company. 

Step 1 Develop holistic demand chain strategy. This leads from highlighting of core competencies and resources, and its primary purpose is the identification of specific markets to be targeted plus the overall corporate strategy. 

Step 3 Categorize demand chain types. Given the specific products and their related service criteria, the DWV3 classification variables (duration of lifecycle, time window for delivery, volume, variety and variability) are used to categorize the products into clusters with similar characteristics. Output is a clear definition of the requirements for each demand channel. 

Developed a five level maturity model to measure safety culture in the Brazilian oil and gas companies Reviews the effect of demand amplification in the supply chain and also proposes a seven step process to eliminate it Proposed methodological framework to develop focused demand chain strategy for each cluster of product commercialized by a company... 

Childerhouse P, Aitken J, Towill D (2002) Analysis and design of focused demand chains. J Oper... 

The demand chain has been a near mirror image of the supply chain. It has been driven by a business competitive imperative aiming to constantly improve its supply chain efficiencies. The demand chain must balance aglobally diverse mix of new customers (each with different needs and expectations), and it must also offer a degree of uniqueness to the business (Bariow-Hills Sarin, 2003). 

Beech (1998) argued for an integration of the supply and demand chains ... 

The core processes ofthe supply and demand chains, as viewed from a broad cross-enterprise vantage point, rather than as discrete functions... 

Beech s model, displayed in Figure 5, portrayed the demand chain as a sequence of backward-reaching processes, initiated by the end-customer, and enabling the business to anticipate customer demand characteristics. The supply chain structure, responsible for moving products and services upstream to the customer, remained inexorably linked to the demand chain. 

However, across the virtual divide ofthe Internet, fundamental questions remained. Determining what the customer really wanted, and what services product variations the business eould modify and/or deliver, remained as ehallenges. The demand chain was really about the informed customer, customers dictating what they wanted, where and why (Selen Soliman, 2002). 

Figure 6. Demand chain selling and ordering model (Source Comergent, 2003)...

Comergentthen applied specific, demand chain management applications to some, or all, of the processes in these five key areas. 

Beech s (1998) demand-supply chain model, along with Comergent s (2003) demand chain model, have each progressed towards a value chain management model (Mudimigha, Zairi, Ahmed, 2004). Sampson (2000) demonstrated that service supply chains were bi-directional, and that communication between customers and suppliers, and vice versa, must occur. Thus, a partnering between participants occurred (Vokurka, 1998). Sampson also indicated bi-directional supply chains were typically short lived, but had just-in-time implications with inherent value-added expectations. To measure such information, new metrics tools have been devised. New methods to capture online measurement data (or Web... 

The modern value chain management model has remained demand chain customer focused. Slywotzky and Morrison (1997) presented the progression of the value chain model from its traditional form into amodern form. Their model is displayed in Figure 8. This model commenced with the customer, and linked the customer back to management core competencies. 

Comergent. (2003). Demand chain management. Retrieved May 20, 2004, from www.comergent. com/elibrary.cfm http //www.comergent.com/ products/architecture. cfm... 

Fiohlich, M., Westbrook, R. (2002). Demand chain management in manufacturing and services Web-based integration, drivers and performance. Jowwa/ of Operations Management, 20, 729-745. 

Hamilton, J., Selen, W. (2002b). Learning in a demand chain management framework Directions for business education. In Proceedings of the 33 Decision Sciences Institute Conference, San Diego, CA (pp. 1-16). 

Selen, W., Soliman, F. (2002). Operations in today s demand chain management framework. Journal of Operations Management, 20(6), 667-673. 

The internal services component delivers the integrated demand chain/supply chain, where value chain partners work together to deliver maximum customer value in the most effieient and effective manner. Here, partners aim to deliver service quality and the serviee as a quality, financially accountable paekage. 

The third strategy (service demand chain integration) further ties the virtual service business with customer-generated requests, delivering a... 

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