Co-innovation toolbox for demand-supply chain synchronisation

Abstract

Purpose The purpose of this paper is to promote decision-making structures between the customer and the supplier in a highly uncertain environment. This phenomenon of demand-supply chain synchronisation includes sharing of high-quality and timely demand and supply information in order to improve the quality and speed of decision-making. Design/methodology/approach The study was carried out as an abductive case study, which started from empirical observations that did not match the prior theoretical framework. Through abductive reasoning and empirical experiments, the prior framework was extended to a new synchronisation model and tools that better accommodate the observed need. Findings A new co-innovation toolbox was developed to create common understanding of demand-supply chain synchronisation between the customer and the supplier. The toolbox includes Demand Visibility Point-Demand Penetration Point, Supply Visibility Point–Supply Penetration Point and Integrative Synchronisation tools. Research limitations/implications The study extends the current models and tools of demand-supply chain synchronisation. With the new toolbox, the development needs of decision-making structures can be identified more comprehensively than with the current tools. Practical implications The developed visual toolbox helps partners create a common understanding of problems and development possibilities in demand-supply chain synchronisation in a highly uncertain environment. Common understanding is a starting point for changing decision-making structures to improve the overall performance of a demand-supply chain. Originality/value The new toolbox is both more comprehensive and more detailed than the previous tools.

Circular supply chains in manufacturing—Quo vadis? Accomplishments, challenges and future opportunities

“…Some nodes and links of the networks may become vulnerable to the impacts of disruption shocks, which make the networks less resilient. Thus, as illustrated in Figure 5, it is imperative to embed strategies involving the networks' reconfigurable capability for shock absorption enabling a business continuity plan (BCP) (Bhattacharya et al, 2013) not appropriately synchronised (Salmela & Huiskonen, 2019), the benefits of circularity may not be available to the end-users and society. To ensure effective manufacturing circular SC operations, the future opportunities lie in exploring the deployment of the CE framework, as illustrated in Figure 5, and aligning those with the relevant functional dimensions and strategies of the SC entities.…”

“…The proposed reconfigurability of the networks would enable the circular manufacturing SCs to operate at enhanced capability in responding to the disruption events. Further, if some operations of the SC entities are not appropriately synchronised (Salmela & Huiskonen, 2019), the benefits of circularity may not be available to the end‐users and society. To ensure effective manufacturing circular SC operations, the future opportunities lie in exploring the deployment of the CE framework, as illustrated in Figure 5, and aligning those with the relevant functional dimensions and strategies of the SC entities.…”

Demand Driven Material Requirements Planning (DDMRP): A systematic review and classification

“…They aimed to evaluate the value of replanning actions (assuming the lower-level schedule change cost is known). Salmela and Huiskonen (2019) also developed a new co-innovation toolbox to create a shared understanding of demand-supply chain synchronization between the customer and the supplier. The toolbox includes Demand Visibility Point-Demand Penetration Point, Supply Visibility Point-Supply Penetration Point, and Integrative Synchronisation tools.…”

A paradigmatic model for shared value innovation management in the supply chain

“…and external problems (poor customer satisfaction, losing market share, poor relations with suppliers, etc.). The position of innovation in strategic sectors, like the supply chain, is a new trend subject in the research literature of this field (Berghman et al , 2012; Kusi-Sarpong et al , 2019; Salmela and Huiskonen, 2019). In the area of the supply chain, with globalization and increasing complexity, the management of these networks requires coordination, collaboration (Iddris, 2016; Yunus, 2018) and oversight, and in general, existing approaches and methods are largely inadequate (Basole et al , 2017).…”