Information sharing for sales and operations planning: Contextualized solutions and mechanisms

Kaipia, Riikka; Holmström, Jan; Småros, Johanna; Rajala, Risto

doi:10.1016/j.jom.2017.04.001

Cited by 84 publications

(95 citation statements)

References 91 publications

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“…As shown in Figure 1, we follow the context-intervention-mechanism-outcome (CIMO) logic (Denyer, Tranfield, & van Aken, 2008;Kaipia, Holmström, Småros, & Rajala, 2017). After framing the problem in the context of the case company and designing the interventionconsisting of a proposition for one-for-one replenishment and the assessment of switchover share in the portfolio-we investigate the mechanisms of one-for-one replenishment utilizing spare parts data from the case company.…”

Section: Category Managermentioning

confidence: 99%

Assessing the potential of additive manufacturing for the provision of spare parts

Heinen

Hoberg

2019

J of Ops Management

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Spare parts are a particularly interesting application for switching production from traditional manufacturing (TM) to additive manufacturing (AM). Research assessing AM has primarily addressed cost models centering on the production process or the operations management of separate spare parts. By combining case study, modeling, and design science elements, we adopt a holistic perspective and develop a design to examine the systematic leverage of AM in spare parts operations. Contextually grounded in problems faced by a leading material handling equipment manufacturer that is challenged by common characteristics of after‐sales operations, we engage with practice to propose a portfolio level analysis examining the switchover share from TM to AM. Using a data set of 53,457 spare parts over 9 years, we find that up to 8% of stock keeping units (SKUs) and 2% of total units supplied could be produced using AM, even if unit production costs are four times those of TM. This result is driven by low demand, high fixed costs, and minimum order quantities in TM. Finally, we present the evaluation by the case company's management and highlight five areas of opportunity and challenge.

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Section: Category Managermentioning

confidence: 99%

Assessing the potential of additive manufacturing for the provision of spare parts

Heinen

Hoberg

2019

J of Ops Management

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“…Operational information sharing realizes the flow of materials, components, and products for the optimization of the production issues across the end-to-end SSC. For example, Kaipia et al (2017) designed tractable schemes for collaborative sales and operations planning (S&OP). They identified the positive effects of information sharing on retailer collaboration and S&OP processes.…”

Section: How Should Information Sharing Be Implemented In Smarter Supmentioning

confidence: 99%

“…Operational coordination refers to the establishment and mantainence of unified operational structures and processes. For example, Kaipia et al (2017) developed operational design solutions and good operation mechanisms for collaborative sales and operations planning. Strategic partnerships want to take a win-win situation.…”

Section: Smarter Supply Chain Process Integration and Smarter Decisiomentioning

confidence: 99%

Smarter supply chain: a literature review and practices

Zhao

Feng

2020

J. of Data, Inf. and Manag.

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Globalization and growing supply chain interconnectivity have led to greater complexity, uncertainty, and vulnerability in supply chains. Concequently, supply chains must become smarter to confront these challenges. The smarter supply chain has shown great promise; however, the business, policy, and technical challenges must be addressed before changes can be made. A literature review was performed to synthesize the studies on smarter supply chain management. The proior literature has been categoried into four aspect, including information sharing and supply-demand forecasting, smarter supply chain process integration and smarter decision-making, smarter supply chain risk management, and smarter supply chain collaboration. The successful practices and existing solutions for smarter supply chain management are also presented, which could serve as references for enterprises. The review concludes with a discussion of several research topics for futher work on smarter supply chain management.

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“…In this respect, OSCM can borrow from insights on organizational inertia (Dobrev, Kim & Carroll, ; Hannan & Freeman, ), information filters (Russo, Carlson, Meloy & Yong ), decision traps (Russo & Schoemaker, ), and functional silos (Flynn, Huo & Zhao, ; Majchrzak & Wang, ). In particular, the budding literature on Sales and Operations planning can be leveraged (Doering & Suresh, ; Kaipia, Holmström, Småros & Rajala, ; Oliva & Watson, ; Thomé, Scavarda, Fernandez & Scavarda, ) to yield insights on how to share data and decisions faster and better across a supply chain, business functions, and hierarchical levels.…”

Section: Implications For Supply Chain Strategy: Toward a Research Agmentioning

confidence: 99%

Supply Chain Tsunamis: Research on Low‐Probability, High‐Impact Disruptions

Akkermans

Wassenhove

2017

J Supply Chain Manag

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This study introduces supply chain tsunamis as a major strategic supply chain phenomenon. Like their ecological counterparts, supply chain tsunamis occur at relatively long intervals and are therefore easily mistaken for unique events, rather than recurring phenomena. In contrast to ocean tsunamis, they can in principle be prevented through timely and adequate managerial action. However, their immediate impact is just as sudden and disruptive, and their ability to reshape supply chains of companies and even industries equally long lasting. They are fundamentally different from phenomena like the bullwhip effect and black swan events. This study further explores a preliminary typology of supply chain tsunamis by Akkermans and Van Wassenhove (2013). Each type of tsunami focuses on a very different part of the supply chain periphery where the first signals of a developing tsunami can be observed. In this study, we use a detailed example from the high-tech electronics industry to describe how a supply chain tsunami unfolds over time. This is done both from an external and an internal perspective. The external perspective shows the sequence of events visible to the outside observer. The internal perspective focuses on the managerial decision-making processes that cause and (sometimes) resolve supply chain tsunamis. We link the notion of supply chain tsunamis to the broader need to revive strategic operations and supply chain management research. Supply chain tsunamis affect corporate strategy and have a profound impact on business and management. Therefore, we argue that business tsunamis deserve deeper research and suggest avenues for future research.

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Information sharing for sales and operations planning: Contextualized solutions and mechanisms

Cited by 84 publications

References 91 publications

Assessing the potential of additive manufacturing for the provision of spare parts

Assessing the potential of additive manufacturing for the provision of spare parts

Smarter supply chain: a literature review and practices

Supply Chain Tsunamis: Research on Low‐Probability, High‐Impact Disruptions

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