Understanding Supply Chains

Hwamg HB, Chong CSP, Xie N, Burgess TF (2005), Modelhng a complex supply chain understanding the effect of simplified assumptions. International Journal of Production Research 43 (13) 2829-2872... 

It is this detailed level of supply chain understanding that is necessary if risk is to be mitigated and managed. For complex supply chains or where complete mapping of the entire network is not practical it would be appropriate only to look in detail at the critical paths - how these are identified is dealt with later. 

Klassen, R. D., Johnson, P. F. (2004). The Green Supply Chain. Understanding supply chains Concepts, critiques futures (pp. 229-251). Oxford Oxford University Press. 

Chemical companies are also weak at looking for opportunities downstream of their own operations. Whilst most would recognise the need to understand the business of their customers, few look further downstream and try and understand their customer s customer. However, if your materials can reduce energy consumption or waste production in a final product, you reduce the costs further downstream and potentially change the value distribution across the entire supply chain. If you understand how your products are used downstream, you can share that value with your customers. 

The goal of the LCA is to understand the impact of the existing fluid milk supply chain on energy usage and GHG emissions, as well as the other impact categories provided that data are available, and to use the information as a roadmap for improvements to the process. The LCA also provides an environmental benchmark to identify points where improvements to the fluid milk supply chain may be made. 

Curran T, Keller G (1998) SAP R/3 Business Blueprint understanding the business process reference model, Prentice Hall, Upper Saddle River Datta S, Betts B, Dinning M, Erhun F, Gibbs T, Keskinocak P, Li H, Li M, Samuels M (2004) Adaptive Value Networks, In Chang YS, Makatsoris H, Richards H (eds) Evolution of Supply Chain Management. Kluwer Academic Publishers, Norwell, MA, pp 3-68... 

In doing so, the first question essentially aims at gaining a better understanding of innovations related to hazardous substances in the supply chains in order to deduce indications as to how the actors within these innovation systems can optimise their efforts to minimise risk. The second and third questions are concerned with how the actors in the innovation system can achieve more safety with regard to the objective of preventing and reducing chemicals-related (eco)toxicological risks. 

There are different ways in which an ICS can be implemented, however. The example above is illustrative of an endogenous form of ICS where producers are actively involved in ICS management. At the other end of the spectrum is an exporter-led model, whereby a buyer organises producers and controls the ICS through the implementation of external guidelines to regulate the supply chain and outsourced farmers (Pyburn 2004). Further research is needed to better understand the impacts and dynamics of these different expressions of ICS. 

The measure for assessing the sustainability of a process design should consider the complete manufacturing supply chain over the predictable plant life cycle. The metrics should be simple, understandable by a larger public, useful for decisionmaking agents, consistent and reproducible. The metrics described below [3] have... 

A collaborative study on the Human and Environmental Risk Assessment (HERA) of cleaning products between Cefic and the International Soap, Detergent and Maintenance Products Association (AISE) resulted in the risk assessment of several substances through the relevant supply chains. The project enabled downstream users to develop a better understanding of the final use and environmental endpoints of these products. A major result of the initiative has been the creation of a website where customers and consumers can be informed on the risks associated with specific substances. 

The market/customer base - by leveraging, for instance, unique market understanding or supply chain advantages, and offering bundled products or services. Companies that have followed this approach include GE Plastics/Dow in the automotive industry and (the former) SKW Trostberg in construction. 

One company formed a cross-functional team to use the tool to help evaluate corporate SD status. Some gaps were identified (e.g., supply chain management and some stakeholder communication topics) that helped to develop corresponding programs. In addition, one of the key benefits of the approach was that it enabled learning and productive discussion within the crossfunctional team that enhanced everyone s understanding of the SD issue and its importance for the company. 

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