Strategic supply chain

Melo et al. (2005) propose a multi-period, deterministic, multiple-product MILP model for strategic supply chain planning. The model does not impose any restrictions on the number and type of facilities and the transportation links between facilities. The basic model explicitly covers relocation of capacity to new facilities. It can be extended to include capacity expansions and reductions. To this end, two fictitious, non-selectable facilities are introduced that provide additional or absorb excessive capacities. Capacity is assumed to be adjustable on a continuous scale but an extension to modular capacity is also provided. The model is very... [Pg.61]

Fandel G, Stammen M (2004) A general model for extended strategic supply chain management with emphasis on product life cycles including development and recycling. International Journal of Production Economics 89 293-308... [Pg.218]

Melo MT, Nickel S, Saldanha da Gama F (2005) Dynamic multi-commodity capacitated facility location a mathematical modeling framework for strategic supply chain planning. Computers Operations Research 33 181-208... [Pg.230]

Papageorgiou LG, Rostein GE, Shah N (2001) Strategic Supply Chain Optimization for the Pharmaceutical Industries. Industrial Engineering Chemistry Research 40 275-286... [Pg.232]

Vol. 594 R. Hiibner, Strategic Supply Chain Management in Process Industries An Application to Specialty Chemicals Production Network Design. XII, 243 pages, 2007... [Pg.245]

Strategic Supply Chain Management in Process Industries... [Pg.248]

Figure 1 Supply-Demand Misalignment. (From J. Gattoma, Ed., Strategic Supply Chain Alignment Best Practice in Supply Chain Management. Reprinted by permission of the publisher, Gower Publishing, UK.)...

Gattoma, J., Ed. (1998), Strategic Supply Chain Management, Gower, Hampshire. [Pg.786]

Abstract Transportation and facility location decisions are crucial in strategic supply chain design. Optimization models guide location decisions giving the optimal site selection under certain assumptions and constraints. It is an art to decide which model to use and how to modify the results based on the needs of a company. This chapter presents some of the important optimization models in supply chain. Mathematical formulations and solution procedures are also given. The models can be expanded for multi-echelon supply chains and/or include multiple products. [Pg.43]

Cohen and Roussel (2005) define strategic supply chain as a process to create a unique supply chain configuration that will drive the company s strategic objectives, and should consider five critical configuration components ... [Pg.167]

Three-Year Strategic Supply Chain Plan... [Pg.175]

Cohen S, Roussel J (2005) Strategic supply chain management the five disciplines for top performance. McGraw Hill, New York... [Pg.177]

Lim, D., Palvia, P.C. (2001). EDI in strategic supply chain Impact on customer service. International Journal of Information Management, 27(3), 193-211. [Pg.52]

Of greater value is the ability to discover strategic supply chain opportunities. The questionnaire will not tell how but can point to the what, the output of the QFD matrix. These could be needs that no current supplier does a good job of satisfying. The strategic initiatives described in Chapter 10 are examples of responses to needs like these. In many cases, the strategic projects may also reinforce needs to improve in customer-critical performance measures. [Pg.153]

Gould, Stephen A., How to source logistics services strategically. Supply Chain Management Review, September/October 2003, pp- 48-54. [Pg.564]

Nasiii GR, Davoudpour H, Karimi B (2010) A lagiangian-based solution algorithm for strategic supply chain distribution design in uncertain environment. Int J Inform Tech Decis Making 09 393-118... [Pg.66]

Shared business with certain suppliers/ purchasers Interest in collaboration with strategic supply chain links... [Pg.71]

The customer area contains dimensions such as the strategic supply chain orientation of a company in order to decide whether the supply chain is agile or leagile . Furthermore, it is determined which competitive priorities are essential and if the product shall be delivered as a stocked product, make-to-order product, or engineer-to-order product. [Pg.29]

Case 4 Establishing a supply chain performance measurement system An SME is trying to impiement a suppiy chain performance measurement system to assess the performance of its supply chain. The company wants to measure the efficiency of its operations and the atteiinment of its objectives with the given resources. In case a strategic supply chain orientation is not yet in place, the company can implement SCD Phase 1 CM1 before starting to implement the 1 ... [Pg.31]

Are there regions where the customers should be served mainly by means of an agile strategic supply chain orientation and at least one other region where the customers should be served mainly utilizing a lean strategic supply chain orientation ... [Pg.131]

Table 6.3 shows manufacturing strategies in combination with both the make decision and the time frame in which a product is completed and produced. Lean strategic supply chain orientation show more make-to-stock product processes, whereas the agile strategic supply chain shows more make-to-order product processes. [Pg.134]

Table 6.4 shows the manufacturing strategy combined with the sourcing procedure in a table. The analysis of the table shows the impact that the strategy has on procurement and the product itself. Lean strategic supply chain orientation shows more... [Pg.134]

Stocked product processes, whereas agile strategic supply chain orientation favors more source make-to-order product processes or engineer-to-order product processes. [Pg.135]

Analyzing the supply chain strategy Determination and ranking of the characteristics describing the supply chain strategy Validation of the strategic supply chain orientation... [Pg.181]

This section aims at evaluating the current strategic supply chain orientation for a customer segment and, in a first step, some basic questions are presented to prepare the reader for the actual determination of the supply chain strategy. In a second step, the concept of competitive priorities is explained in order to describe the current supply chain strategy of a company. Finally, the strategic supply chain orientation is evaluated. [Pg.187]

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