If you think about it. Postponement is one of the more involving strategies available in supply chain management. At least from a design perspective, postponement requires changes to the value-generation process, which may comprise several echelons within the supply chain.
The paper I review today analyzed the implementation of postponement strategies in China and suggests factors to help with the decision which kind of postponement to select.
Submitted by Daniel Dumke on Wed, 2010-08-25 08:54
Paper
Year:
2010
In his fourth video podcasts Professor Richard Wilding talks about Supply Chain Strategies. I found it quite interesting, so I would like to give you a short summary of it here. If you are interested you can just download the podcast for free, you find a link in the reference section.
Jang et al. (2002): “A combined model of network design and production/distribution planning for a supply network” suggest a framework for integrating the strategic supply chain network design with the operational planning needed for production and distribution.
They make the point that strategical and operational planning should be integrated to find the optimal solution for the company. The following problems are affected.
The Supply Chain Operations Reference (SCOR) model has been developed by the Supply Chain Council to provide a best-practice framework for supply chain management practices and processes with the goal to increase performance.
Do supply chain strategies evolve over time? Are there the same strategic options nowadays compared to 20 years ago?
Since at least the meaning of the term logistics has evolved during the last 20 years, especially due to the emergence of supply chain management, logistics and supply chain management are used interchangeable in this article.
Today will be a one-article-long-excursion in the world of production planning models.
Supply chain management of course should take a high level view of the supply and demand networks, nonetheless there is probably no supply chain which will work without physical products and most even have one or more at their core.
A supply chain usually does not stand alone. Frequently a supply chain is defined by the need of the end customer which has to be satisfied. Since one company commonly deliver several products, within a single company there can be multiple different supply chains aggregated under one organization. This task of managing multiple supply chains is most often referred to as Supply Chain Portfolio Management. It is still in a very early stage of research, so there are only few researchers focusing on this part.
