Managing uncertainty through supply chain flexibility: reactive vs. proactive approaches

Angkiriwang, Reina; Pujawan, I Nyoman; Santosa, Budi

doi:10.1080/21693277.2014.882804

Cited by 81 publications

(45 citation statements)

References 61 publications

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“…We have published a good number of high quality papers. We have three papers that have reached more than 20,000 downloads (Angkiriwang, Pujawan, & Santosa, 2014;Mostafa, Dumrak, & Soltan, 2013;Wuest, Weimer, Irgens, & Thoben, 2016). With eight further papers having reached more than 5,000 downloads and a further 48 having passed 1,000 downloads.…”

Section: Editorialmentioning

confidence: 97%

Editorial

Nielsen

2018

Production & Manufacturing Research

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Section: Editorialmentioning

confidence: 97%

Editorial

Nielsen

2018

Production & Manufacturing Research

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“…Rush orders that suddenly preoccupy the supplier organisation are intertwined with uncertainty. According to Angkiriwang et al (2014), demand uncertainty is: "The probabilistic nature of demand quantity, types, timing, and locations. Demand uncertainty could be in the form of errors in the demand forecast, changes in customer orders, uncertainty about the product specification/mix that the customers will order, and competitor actions regarding marketing promotion."…”

Section: Organising In Uncertaintymentioning

confidence: 99%

The Networked Handling of Rush Orders in Customer Services

Engelseth

White²

2020

OSCM: An Int. Journal

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Rush orders are characterised by time constraints and organisational priority. They are handled by the supplier with the aim of meeting customer requirements in as limited a timeframe as possible. Rather than focusing on rush orders as a deterministic planning problem, this paper takes an interorganisational perspective that highlights the complex networked interactions between the supplier and the customers. In this single case study of an advanced sanitary product supplier, rush orders involve process prioritisation concerning both: (i) supplies of in-stock parts that are delivered with preset time objectives; and (ii) parts not in stock that must be quickly fabricated. This supply process is highly emergent, in that unexpected events or properties occur. This study considers the difficulties of determining and dealing with root causes, unexpected effects, and interventive solutions for rush orders. This operational level of analysis provides a foundation for advocating the application of complex systems thinking to solve or at least significantly mitigate the problem of rush orders. It also contributes to and advances further research on this subject.

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“…The CODP has been used frequently in the literature and its early application is most documented in relation to Philips (Hoekstra & Romme, 1992;Sharman, 1984). The flow driver is instrumental for deciding on flexibility and buffers to be employed (Angkiriwang, Pujawan, & Santosa, 2014). Consequently, the CODP is sometimes represented by a triangle to indicate that it is also a strategic stock point.…”

Section: Flow Driver and The Codpmentioning

confidence: 99%

Triadic perspective on customization and supplier interaction in customer-driven manufacturing

Wikner

Bäckstrand

2017

Production & Manufacturing Research

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Customization and customer-driven manufacturing are both explicitly based on the focal actor's interaction with the customer actor. The impact of these aspects on the internal operations of the focal actor is relatively well known compared to the limited number of studies performed on the impact on the focal actor's supplier. The purpose here is therefore to investigate how the concept of customization complements the concept of customer-driven and how customer requirements affect interaction between a supplier and the supplier's supplier in a triad. Frameworks for different perspectives are developed where match and mismatch between the actors on the perception of flow driver and flow differentiation is highlighted. The frameworks are then applied on a case company to illustrate application.

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Managing uncertainty through supply chain flexibility: reactive vs. proactive approaches

Cited by 81 publications

References 61 publications

Editorial

Editorial

The Networked Handling of Rush Orders in Customer Services

Triadic perspective on customization and supplier interaction in customer-driven manufacturing

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