Direct supply chain

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... 

Beamon [51] reviewed the relevant research on supply chain design and analysis, and proposed some future research directions. Supply chain model is divided into deterministic models, stochastic analytical models, economic models, and simulation models. The future directions of the research include supply chain performance measurement methods, the establishment of the decision-making model and developing standards and technology of supply chain design and analysis. 

The oxidation products of an even-numbered fatty acid are acetyl-CoA, FAD H2 and NAD H2. Subsequently, acetyl-CoA enters the Krebs cycle, and FAD H2 and NAD H2 are directly supplied to the respiratory chain. 

In 1958, Forrester started studies on an effect which is nowadays often referred to as the bullwhip effect. The bullwhip effect describes the amplification of temporal variations of the orders in a supply chain the more one moves away from the retail customer. Forrester showed that small changes in consumer demand result in large variations of orders placed upstream [4, 5]. It is interesting that this effect occurs even if the demand of final products is almost stable. For his studies, he assumed that some time delay exists between placing an order and the realization of this order (production). Furthermore, he assumed that each part of the supply chain plans its production and places its orders upstream taking into account only the information about the demands of its direct customer. 

Such a supply chain network easily adds up to tens of thousands of nodes and edges with which the product relations are described, whereby a node can represent raw material, an intermediary product or a final product. An edge represents the relationship between two products. As there are usually predecessor/successor relations, the relation network can be interpreted as a directed graph. The material flow is modelled in form of an edge, material factors and offset times are stored as attributes [3,10, 23, 25, 33]. 

Chopra and Meindl support the aspect of many-to-many relations and a supply chain network. Additionally, they add the aspect of direct relations between partners in the supply chain across several supply chain steps. The primary purpose of the supply chain is to satisfy customer needs, in the process generating profit for itself (Chopra/Meindl 2004, p. 5). 

The review of Knolmayer supports the cross-node communication to ensure collaboration across the chain. Additionally, communication is not only one-directional but bi-directional as well as supply chain does not only cover material and information but also monetary flows (Knol-mayer/Mertens et al. 2000, p. 2). 

Distribution locations are included in the company-internal value chain network, if distribution volumes and values are under the control and in the books of the company independent if the warehousing and transportation is outsourced to 3PL distribution companies or not. Therefore, a company value chain network is enclosed with a central control of all volume and value information for the respective network and clear interfaces to customers and suppliers out of the network. While the internal value chain network is focused on material flows evaluated with respective internal costs, dedicated interfaces to multiple suppliers and multiple customers are characterized by material flows, financial flows and mutual instead of one-directional exchange of information as proposed for supply chains by several authors. 

Here, it can bee seen that system modules are not directly matched to process structures defined in the Supply Chain Planning Matrix. Also, the asymmetry between market facing parts of procurement and sales are not intuitive. However, APS extend the perspective on business applications extending the classical tasks of ERP and transactional systems to a management and planning level. With APS implemented in multiple industries and validated specifically in the process industry (Schaub/Zeier 2003) or also for Small and Medium Enterprises (SME) (Friedrich 2000), importance will further grow. 

Conclusion with regard to stock of hypotheses and model Two important actors of the supply chain (auxiliary producers and textile finishers) have been involved in the ARS-system. The clothing industry and the commercial enterprises (bulk good) did not participate. Although the latter supply directly to the customers, assessment systems concerning process related emissions (ARS or OKOTEX 1000) have not yet been of interest (hypotheses 8). The ARS-system and its environmental requirements for waste water motivated the commercial actors in the supply chain to apply to (to strive for ) more transparency and for an environmentally friendly (orientation in the choice of products (hypotheses 7). In addition, (at the) auxihaty producers research activities have been activated, (hypotheses 2). 

The large number of industrial chemicals and their applications, the global nature of supply chains as well as the fundamentally limited knowledge about the direct and indirect effects of industrial chemicals on ecosystems and the human organism, all call for pragmatic restrictions for risk assessment and risk management. The risks of chemical products in each of their applications can neither be predicted exactly nor can they be reduced to zero in real-life situations. 

In the framework of Europe s future Chemicals Policy and due to the obligation to document environmental and health hazards associated with chemical substances, the supplier-customer relationship will be compelled to acquire an entirely new quality. The REACH system is in a way going to mandate an intensified dialogue between producers and users of chemicals in both directions of the supply chain ... 

Zeng AZ (2002) An optimization framework for evaluating logistics costs in a global supply chain an application to the commercial aviation industry. In Geunes J, Pardalos PM, Romeijn HE (eds) Supply Chain Management Models, Applications, and Research Directions. Kluwer Academic Publishers, Boston et al., pp 317-339... 

Directly or indirectly, it can influence as much as approximately 20 percent of total costs1 , and a 20 to 30 percent reduction of total supply chain costs can be tremendous for companies that, in some cases, are operating on profit margins of around five percent. 

Finally, SCM has a direct impact on production and logistics assets utilization and on the entire inventory level, which represents on average around ten to 20 percent of sales. An improved supply chain performance, such as a potential ten to 20 percent increase in production asset utilization and/or a ten to 15 percent reduction in inventory levels, enables companies to postpone or even cancel planned capital expenditure. 

A similar solution but deriving from a business environment is offered by SAP, a leader in business software. The business software mySAP permits a transparent and synchronized supply chain with direct access of the production management to yield, personal costs, maintenance, raw material and energy consumption [105],... 

---