Smoothing supply chain dynamics

Wikner, Joakim; Towill, Denis Royston; Naim, Mohamed Mohamed

doi:10.1016/0925-5273(91)90099-f

Cited by 237 publications

(123 citation statements)

References 5 publications

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“…The FORRIDGE principles united these different intellectual threads into a succinct set of principles (Towill 1997, Geary et al 2006, Towill and Childerhouse 2006. They appeared in embryonic form in an early detailed study of the Forrester (1961) simulations, where a range of different approaches for improving supply chain dynamics were analyzed (Wikner et al 1991). Table 1 gives definitions for the 5 FORRIDGE principles, along with details of the linkages to Forrester and Burbidge.…”

Section: The Origins Of the Forridge Principlesmentioning

confidence: 99%

Principles for the design and operation of engineer-to-order supply chains in the construction sector

Gosling

Towill

Naim

et al. 2014

Production Planning & Control

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By integrating the approaches of Jay Forrester (1961) and Burbidge (1961), a set of 5 design principles have emerged which provide a foundation for sound supply chain design. The 'FORRIDGE' principles have since been shown to be a powerful guide for effective design of make-to-stock supply chains. However, some have questioned the applicability of generic supply chain thinking, arguing for a tailored approach. Hence, the goal here is to investigate how these principles should be adapted for engineer-to-order industries (ETO), such as construction, capital goods and shipbuilding. The empirical elements draw on an extensive study of 12 suppliers and 2 large contractors in the construction industry. Supply chain tactics are identified for this range of companies, which are matched with real world problems, and linked with the FORRIDGE principles. This results in an additional 'Design for X' principle being proposed.The contributions made are the adaptation of established principles for the ETO sector, and the framework behind these principles.

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Section: The Origins Of the Forridge Principlesmentioning

confidence: 99%

Principles for the design and operation of engineer-to-order supply chains in the construction sector

Gosling

Towill

Naim

et al. 2014

Production Planning & Control

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“…Examples include Sport Obermeyer, (Fisher and Raman, 1996); Dell, (Kapuchinski et al 2004) and Phillips Electronics, (de Kok et al 2005). Many guidelines are available to decision makers in such supply chains, including Bertrand (1986), Wikner et al (1991), Berry et al (1995), Bonney et al (1994), Chen et al (2000), Edwards et al (2001), Cachon and Lariviere, (2005), Chatfield et al (2004) and Hoberg et al (2007).…”

Section: 3mentioning

confidence: 99%

A pragmatic approach to the design of bullwhip controllers

Zhou¹,

Disney

Towill

2010

International Journal of Production Economics

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It is well known that forecasting mechanisms can greatly increase "bullwhip" -demand variance amplification of orders as processed by both human and algorithmic decision makers. This paper is concerned with the application of the well established APIOBPCS Decision Support System (a variant of the Order-Up-To Rule) in such circumstances. It has two feedback controls (based on the inventory and the ordersin-pipeline respectively) with gains set equal according to the Deziel-Eilon Rule.There is one feed-forward control based on exponential forecasting, although this is not a restriction on the application of this system.We consider the pragmatic role of APIOBPCS in the situation where the echelon decision maker may be handling a wide range of SKU's in a non-altruistic environment where upmarket information may either be withheld or simply unavailable. Under such circumstances it has been established via site-based studies that the decision makers output (the orders) reflect a wide range of strategies (or maybe ignorance). Three strategies may be regarded as "appropriate", i.e. Passorders-Along; Demand Smoothing; and Level Scheduling depending, on context. APIOBPCS can be adapted to each of these modus operandi. In the first case with the added capability of smoothing the "sharp edges" with a modicum of inventory variation, and in the last case with the advantage of built-in trend detection."Players" in non-altruistic supply chains must be able to cope with added uncertainties due to lead-time variations. We show that APIOBPCS may be well matched to such situations and is hence "copable" as well as "capable". The paper includes recommended parameter settings according to desired decision-making policies.

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“…In addition to the literature before cited, many authors provided an enlarged framework for inventory systems analysis. Wikner et al (1991) implements five different supply chain strategies:…”

Section: Introductionmentioning

confidence: 99%