A quick response production strategy to market demand

Yang, Po‐Chih; Wee, Hui‐Ming

doi:10.1080/09537280152004941

Cited by 26 publications

(4 citation statements)

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“…As with each of the other movements of this type, some dramatic outcomes have been claimed. For example, one such claim is that with EPOS data, customised garment replenishment can be achieved in less than 4 h. This would turn conventional “Make to Stock” (MTS) wisdom on its head and promote manufacturer‐market proximity (Yang and Wee, 2001).…”

Section: The Customer Responsive Supply Chain Literaturementioning

confidence: 99%

The barriers to customer responsive supply chain management

Storey

Emberson

Reade

2005

International Journal of Operations &Amp; Production Management

101

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -It has been suggested that "customer responsive supply-chain management" and "agile supply-chain management" are necessary for the new competitive conditions. However, there is an enormous gap between the idealised prescription and actual practice. The aim of this paper is to examine, in some detail, the factors that can help to explain this mismatch between rhetoric and reality. Design/methodology/approach -To do so, it focuses on a "best-case" situation -the retailer Marks and Spencer and its relations with its clothing suppliers. This company has traditionally been renowned, among other things, for the sophistication of its supply-chain activities. The research reported here is based on detailed interviews with suppliers and buyers. Findings -The research reveals that the tenets of the customer responsive supply-chain management model are technically feasible. But, the study also finds that even under circumstances where there is evidence that it works well, and produces valued outcomes, it remains vulnerable to erosion because of a number of institutional factors.Research limitations/implications -The research presents a number of challenges to conventional thinking about collaborative relationships. The paper suggests the need for further work on the competing priorities between collaborative inter-organisational working on the one hand, and competing corporate strategies and ingrained routines on the other. Practical implications -Practitioners can derive many lessons from this research -most notably it identifies the nature of the barriers and forearms supply-chain innovators with details of the dynamics that can so easily thwart their best efforts. Originality/value -The paper explains the mismatch between rhetonic and reality in buyer-seller relationships.

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Section: The Customer Responsive Supply Chain Literaturementioning

confidence: 99%

The barriers to customer responsive supply chain management

Storey

Emberson

Reade

2005

International Journal of Operations &Amp; Production Management

101

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“…Then, the optimization problem with two integer variables can be solved with the procedure proposed by García-Laguna et al [23], Banerjee et al [24], Drake et al [25] and Yang and Wee [26].…”

Section: mentioning

confidence: 99%

Solving the vendor–buyer integrated inventory system with arithmetic–geometric inequality

Cárdenas–Barrón

Wee

Blos

2011

Mathematical and Computer Modelling

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a b s t r a c tIn the past, economic order quantity (EOQ) and economic production quantity (EPQ) were treated independently from the viewpoints of the buyer or the vendor. In most cases, the optimal solution for one player was non-optimal to the other player. In today's competitive markets, close cooperation between the vendor and the buyer is necessary to reduce the joint inventory cost and the response time of the vendor-buyer system. The successful experiences of National Semiconductor, Wal-Mart, and Procter and Gamble have demonstrated that integrating the supply chain has significantly influenced the company's performance and market share (Simchi-Levi et al. (2000) [1]). Recently, Yang et al. (2007) [2] presented an inventory model to determine the economic lot size for both the vendor and buyer, and the number of deliveries in an integrated two stage supply chain. In this paper, we present an alternative approach to determine the global optimal inventory policy for the vendor-buyer integrated system using arithmetic-geometric inequality.

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“…Erel [7] considered a compound-increasing price EOQ model with the inflation rate. Yang and Wee [8] addressed a quick response production strategy with continuous demand and price declining in a finite horizon. Khouja and Park [9] derived an optimal lot size model for a decreasing rate of purchase cost in a finite horizon.…”

Section: Introductionmentioning

confidence: 99%