Strategic Management of Spare Parts in Closed-Loop Supply Chains—A System Dynamics Approach

Spengler, Thomas; Schröter, Marcus

doi:10.1287/inte.33.6.7.25179

Cited by 119 publications

(55 citation statements)

References 7 publications

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“…Built Environment ( (Brailsford, Lattimer et al 2004;Cavana et al 1999;Dangerfield 1999;Gary and Larsen 2000;Gonzalez-Busto and Garcia 1999;Lane and Husemann 2008a;Lane et al 2000;Taylor and Dangerfield 2005;van Ackere and Smith 1999;Wolstenholme 1999a) Environment, agriculture (Bene and Doyen 2000;Cavana et al 1996;Janssen 1999;Janssen and De Vries 2000;Noble and Walker 2006;Stave 2002;van Vuuren et al 1999;Yu et al 2003;Zhang and Mitsch 2005) Supply chain, production, projects (Ackermann, Eden et al 1997;Dangerfield and Roberts 2000;Fung 1999;Howick and Eden 2001;Kleijnen and Smits 2003;McCray and Clark 1999;Riddalls et al 2000;Rodrigues and Williams 1998;Spengler and Schroter 2003;Williams, Ackermann et al 2003b;Williams 1999b;Zhou et al 2006) Other applications Table 3 Applications of system dynamics Health (Angelis, Pavlopoulos et al 1998;Brazier et al 2008;Fahey et al 2004;Gregory and Midgley 2000;Hindle et al 1998;Kotiadis and Mingers 2006a;…”

Section: Discussionmentioning

confidence: 99%

A review of the recent contribution of systems thinking to operational research and management science

Mingers

White

2010

European Journal of Operational Research

353

229

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The systems approach, or systems thinking, has been intimately connected with the development of OR and management science initially through the work of founders such as Churchman and Ackoff and latterly through innovations such as soft systems. In this paper we have undertaken a review of the contribution that systems thinking has been making more recently, especially to the practice of OR. Systems thinking is a discipline in its own right, with many theoretical and methodological developments, but it is also applicable to almost any problem area because of its generality, and so such a review must always be selective. We have looked at the literature from both a theoretical and an applications orientation. In the first part we consider the main systems theories and methodologies in terms of their recent developments and also their applications. This covers: the systems approach, complexity theory, cybernetics, system dynamics, soft OR and PSMs, critical systems and multimethodology. In the second part we review the main domains of application: strategy, information systems, organisations, production and operations, ecology and agriculture, and medicine and health. Our overall conclusion is that while systems may not be well established institutionally, in terms of academic departments, it is incredibly healthy in terms of the quantity and variety of its applications.

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Section: Discussionmentioning

confidence: 99%

A review of the recent contribution of systems thinking to operational research and management science

Mingers

White

2010

European Journal of Operational Research

353

229

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“…In this sense, we need to note that there is a growing body of literature using system dynamics techniques for supporting decision making in closed-loop supply chains from perspectives outside the scope of this work, such as: product acquisition strategies (e.g. Spengler and Schröter 2003), capacity planning (e.g. Vlachos, Georgiadis, and Iakovou 2007), and government subsidy policies (e.g.…”

Section: Acknowledgementsmentioning

confidence: 99%

The boomerang returns? Accounting for the impact of uncertainties on the dynamics of remanufacturing systems

Goltsos

Ponte

Wang

et al. 2018

International Journal of Production Research

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Recent years have witnessed companies abandon traditional open-loop supply chain structures in favour of closed-loop variants, in a bid to mitigate environmental impacts and exploit economic opportunities. Central to the closed-loop paradigm is remanufacturing: the restoration of used products to useful life. While this operational model has huge potential to extend product life-cycles, the collection and recovery processes diminish the effectiveness of existing control mechanisms for open-loop systems. We systematically review the literature in the field of closed-loop supply chain dynamics, which explores the time-varying interactions of material and information flows in the different elements of remanufacturing supply chains. We supplement this with further reviews of what we call the three 'pillars' of such systems, i.e. forecasting, collection, and inventory and production control. This provides us with an interdisciplinary lens to investigate how a 'boomerang' effect (i.e. sale, consumption, and return processes) impacts on the behaviour of the closed-loop system and to understand how it can be controlled. To facilitate this, we contrast closed-loop supply chain dynamics research to the welldeveloped research in each pillar; explore how different disciplines have accommodated the supply, process, demand, and control uncertainties; and provide insights for future research on the dynamics of remanufacturing systems.

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“…Spengler and Schrőter (2003) also use SD; they study spare parts in closed-loop supply chains at Agfa-Gevaerts. Ashayeri and Keij (1998) model the distribution chain of Edisco (the European distribution arm of the US company Abbott Laboratories).…”

Section: System Dynamics (Sd)mentioning

confidence: 99%

Supply chain simulation tools and techniques: a survey

Kleijnen¹

2005

IJSPM

197

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The main contribution of this paper is twofold: (i) it surveys different types of simulation for supply chain management; (ii) it discusses several methodological issues. These different types of simulation are spreadsheet simulation, system dynamics, discrete-event simulation, and business games. Which simulation type should be applied, depends on the type of managerial question to be answered by the model. The methodological issues concern validation and verification, sensitivity, optimisation, and robustness analyses. This sensitivity analysis yields a shortlist of the truly important factors in large simulation models with (say) a hundred factors. The robustness analysis optimises the important factors controllable by management, while accounting for the noise created by the important non-controllable, environmental factors. The various methodological issues are illustrated by a case study involving the simulation of a supply chain in the mobile communications industry in Sweden. In general, simulation is important because it may support the quantification of the benefits resulting from supply chain management.

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Strategic Management of Spare Parts in Closed-Loop Supply Chains—A System Dynamics Approach

Cited by 119 publications

References 7 publications

A review of the recent contribution of systems thinking to operational research and management science

A review of the recent contribution of systems thinking to operational research and management science

The boomerang returns? Accounting for the impact of uncertainties on the dynamics of remanufacturing systems

Supply chain simulation tools and techniques: a survey

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