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Supply Chain Integration as major Value Driver

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Paper

Arcs of integration: an international study of supply chain strategies
Year: 
2001

“Arcs of integration” is a concept developed by Frohlich and Westrook (2001) which describes the degree of integration of suppliers and customers within a Supply Chain.

The wider the arc the further the integration activities go.
Arcs of Supply Chain Integ

Alternate Scenario Planning

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Paper

Alternate Scenario Planning
Year: 
1977

Scenario Planning has been around for some time now. By some companies it is seen as a core tool to assess a risky future and support strategic planning. Up to now I only mentioned it briefly in a few articles

In 1977 Vanston et al. were one of the first authors to document a complete scenario planning methodology.

Supply Chain Simulation and the Bullwhip Effect

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Paper

Industrial Dynamics Simulation Models in the Design of Supply Chains
Year: 
1992

I already reviewed some articles by Denis Towill primarily because he does some interesting research on simulation and supply chains, but also because I like his clear style in his articles.

In one of his early papers (1992) he teamed up with Naim and Wikner and described state of the art strategies to fight the bullwhip effect or as it is called in the paper by its older name: Industrial Dynamics.

Robust Strategies for Mitigating Disruptions

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Paper

Robust strategies for mitigating supply chain disruptions
Year: 
2006

There are several scientific research centers on supply chain risks in the US (as around the world): The east coast has several researcher on this topic e.g.

Risk-based Classification of Supplier Relationships

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Paper

Risk-based classification of supplier relationships

A large proportion of the efforts in supply chain risk management focus on the supply side, even though, using common definitions of supply chain management, the supply chain of course not only contains the suppliers but also the customers down to the end-customer.
Focussing on the supply side, Hallikas et al. 2005 studied the different classes of supplier relationships and what risk mitigation strategies might be effective with these classes. This classification can help both affected parties, in understanding the effects of risk on their relationship.

Conceptual and Analytical Framework for SCRM

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Paper

A conceptual and analytical framework for the management of risk in supply chains
Year: 
2005

A supply chain risk management framework should help to define the cornerstones of risk related supply chain problems and give hints on how to take actions to mitigate impending disruptions.

Today’s full paper has been published in 2004 and in it the authors (Gaonkar and Viswanadham) deal with this problem.

Core definitions

At the core of their framework the authors define the risk/supply chain related terms.

First, risks can be seen from an organizational-, supply chain- or industry-level.

Evaluation of a Firm's Supply Chain Strategy

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Paper

An approach to evaluate a firm's supply chain strategy as a conceptual system
Year: 
2011

Today’s paper is brand new and based on the dissertation works of Roberto Perez-Franco. It can be considered as a summary of the current state of the art in supply chain strategy and extends knowledge in the field of strategy evaluation. It can be downloaded for example from Yossi Sheffi’s homepage at the MIT.

Managing Supply Chains with multiple Pipelines

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Paper

Designing and Managing multiple Pipelines
Year: 
2005

Companies offer a smaller or larger range of products serving different markets, depending on their history and primarily the respective business model.

From a supply chain management point of view this poses the question if it is ok just to use the same supply chain strategy for all those products.

Supply Chain Crisis Management

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Paper

Managing supply chains in times of crisis: a review of literature and insights
Year: 
2009

Supply Chain Risk Management is one way to look at risks within a company (and beyond). But there are broader and more narrow disciplines as well, with Business Continuity on the one end and Supply Chain Crisis Management on the other.

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