Information‐sharing in supply chains: five proposals on how to proceed

Abstract

Sharing information is regarded as one of the most effective ways of improving supply chain performance. Benefiting from visibility requires the efficient use of real demand and market trend information and sharing it with your suppliers. However, to implement visibility in supply chains in practice in a manner that improves the performance of the supply chain i s challenging. The current state of visibility in the demand-supply network of an original equipment manufacturing company was studied. The project concentrated on the end-to-end view of demand information. The most relevant information from the various information sources was identified and tested in order to improve the performance of the supply chain. On the basis of the test results and a literature survey, five proposals on how to proceed in benefiting from visibility are presented.

A framework for semiconductor industry supply chain planning: perspectives of intelligent enterprise

“…So, electronic B2B systems may be in place to support continuous replenishment process for inter-enterprise collaboration (Lee et al, 2003;Fu and Piplani, 2004). The continuous supply management module may incorporate various interrelated perspectives of tactical capacity management (Masuda and Whang, 2002), material planning and factory planning (Kehoe and Boughton, 2001;Rodriguez et al, 2008), sequencing and scheduling (Upasani et al, 2006), subcontractor management (Mason et al, 2002;Choi and Krause, 2006;Cheng and Wang, 2008) supported by SC visibility (Kaipia and Hartiala, 2006;Bartlet et al, 2007). Such a framework for the semiconductor manufacturing industries is presented in Figure 3.…”

E-markets and supply chain collaboration: a literature-based review of contributions with specific reference to the semiconductor industries

“…Intensity of information is concerned with the degree of willingness to share any information that is needed in the SSC during the business relationship [128]. Quality of information considers the factors, such as relevance and timeliness of the information flow between member organizations [8,59]. Furthermore, the participation in e-market changes the way to transmit information and also increases the scope of that information.…”

“…Quality of information in the SSC is another perspective of customer service, which is improved by the participation in e-market [8,59]. Information accuracy is required for the efficiency of the SSC, such as shipping delays or price changes.…”

“…The SC coordination must consider various inter-related perspectives to be successful in the e-marketplace. In order to demonstrate the impact of inter-organizational coordination for the SSC in e-market, the proposed framework focuses on eight different inter-related perspectives: (1) information accuracy to buyers and suppliers for reduced inventory in the SC [59], (2) supply of products/components to buyer/manufacturer for customer satisfaction [24], (3) e-market support, which has a potential to change the coordination mechanisms as there is a substantial reduction in the coordination costs [144], (4) renewed planning methodologies for e-market participants in procurement, manufacturing, distribution, and demand management [110], (5) buyers' decision to adopt e-procurement instead of Fig. 3 Framework for e-market characterization traditional extranets, based on operational performance, pricing strategies, coordinated demand forecasting strategies, supplier competition, and strategic partnerships and trust [41], (6) focus on coordination mechanisms/structures and supply contracts [113], (7) strategies to resolve the SC conflicts in e-market when both supplier and buyer try to resolve such conflicts (in decentralized SC) using supply contracts [88] and (8) incentive alignment (revenue/profit sharing) in decentralized SC to develop long-term relationship [23].…”

The SCM Characteristics and Relationship Control on RTE Characteristics

“…SCM 계획의 시발점 인 수요예측 (Chen et al, 2000) (최종민, 2008;Dekker, 2004;Chalos & O'Connor, 2004 (Cheek, 2006;Jansen-Vullers et al, 2003), 문제점을 규명하도록 모니터링하고 확 인하는 것이다. 공급사슬 상에서 파트너간의 공 유된 정보품질이 높은 수준일 때 보다 효율적으 로 결과통제를 할 수 있다 (Kaipia & Hartiala, 2006). 그러므로 정확하고 유용한 높은 수준의 정보 품질은 결과통제에 유의한 영향을 미친다 (Barratt & Oke, 2007 파트너십을 통한 파트너 기업과의 원활한 커 뮤니케이션은 공급사슬 구성원의 상호 협력과 논쟁을 해결해 주는 데 필요한 요소이고, 기업 의 의사결정이나 목적달성에 영향을 미치거나 변경시킬 수 있는 힘과 자사의 목표를 위해 상 대 파트너가 필요한 정도를 나타내는 상호의존 도 (Mentzer et al, 2001)가 행동통제를 결정하 는 중요한 요인으로 작용한다.…”