Strategic safety stocks in reverse logistics supply chains

Minner, Stefan

doi:10.1016/s0925-5273(00)00138-9

Cited by 128 publications

(60 citation statements)

References 12 publications

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“…Dowlatshahi (2000) defines five categories of the literature on RL: (i) studies wherein the authors attempted to provide the basic concepts and a general summary of RL (e.g. de Kopicki et al, 1993;Rogers and Tibben-Lembke, 1999;Stock, 1992Stock, , 1998; (ii) scholarly works addressing quantitative approaches (Fleischmann et al, 1997;Fleischmann et al, 2000;Minner, 2001). The techniques and models used in these types of articles have enhanced different aspects of the RL systems; such as extending product life cycle or remanufacturing operations; (iii) papers dealing with more specific logistical issues such as distribution, warehousing, and transportation (e.g.…”

Section: Literature and Strands Of Researchmentioning

confidence: 99%

Reverse logistics, stakeholders' influence, organizational slack, and managers' posture

Gil

Berrone

Husillos

et al. 2007

Journal of Business Research

179

130

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Reverse logistics (RL) has strategic importance. However, little is known concerning what motivates firms to adopt RL systems. Drawing on stakeholder theory formulations, organizational slack, and the manager's strategic stance concept, this article develops a model that proposes external, internal, and individual factors that affect the implementation of RL programs. Our framework considers three major explicative variables: the attributes of the stakeholder (power, legitimacy and urgency), organizational slack for RL programs, and the manager's strategic posture. The study draws on a sample of 118 Spanish companies and uses a probit model to determine the influence of these factors on the probability of firms to implement RL systems. The study finds that customers, employees, and the government salience in terms of RL activities and manager's progressive posture have a significant influence on the final decision of implanting RL programs. Conversely, the study finds that shareholder salience negatively impacts the decision.

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Section: Literature and Strands Of Researchmentioning

confidence: 99%

Reverse logistics, stakeholders' influence, organizational slack, and managers' posture

Gil

Berrone

Husillos

et al. 2007

Journal of Business Research

179

130

View full text Add to dashboard Cite

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“…46 With the proposed model that integrates process planning with inventory management, we can explicitly address this challenge and handle it with the direct optimization approach without the need of detailed flow analysis. We solve the problem with the nonconvex MINLP models (P1) and (P2) using GAMS/BARON with 0% optimality margin.…”

Section: Example 3: Recycle and Uncertainty Propagationmentioning

confidence: 99%

Stochastic inventory management for tactical process planning under uncertainties: MINLP models and algorithms

You

Grossmann

2011

AIChE Journal

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We address in this paper the mid-term planning of chemical complexes with integration of stochastic inventory management under supply and demand uncertainty. By using the guaranteed service approach to model the time delays in the chemical flows inside the chemical process network, we capture the stochastic nature of the supply and demand variations, and develop an equivalent deterministic optimization model to minimize the total cost including production cost, feedstock purchase cost, cycle inventory and safety stock costs. The model simultaneously determines the optimal purchases of the feedstocks, production levels of the processes, sales of final products and safety stock levels of all the chemicals, as well as the internal demand of the production processes. The model also captures "risk-pooling" effects to allow centralization of inventory management for chemicals that are consumed/produced by multiple processes. We formulate the model as a mixed-integer nonlinear program (MINLP) with a nonconvex objective function and nonconvex constraints. To solve the global optimization problem with modest computational times, we exploit some model properties and develop a tailored branch-and-refine algorithm based on successive piece-wise linear approximation. Five examples are presented to illustrate the application of the models and the performance of the proposed algorithm.

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“…Pohlen and Farris (1992) also defme reverse logistics as performing a number of key functions in order to secure the flow of products being returned. Rogers and Tibben-Lembke (1998) include the physical flow for both products at end-of-life and commercial returns (Fleischmann 2000) or merchandise returns (Minner 2001). The latter includes products that are returned from point-of-sale as a consequence of being expired and is not relevant for sale anymore 25 • In our work, we do not discuss this issue.…”

Section: Theorymentioning

confidence: 99%

Coordinated action in reverse distribution systems

Flygansvær¹,

Gadde

Haugland

2008

International Journal of Physical Distribution &Amp; Logistics Management

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Reverse distribution systems are the topic of this thesis. The term 'reverse' refers to the collection ofproducts at end-of-life for the purpose ofrecovery and waste management. We specifically study the area of electrical and electronic product waste. Such distribution systems are becoming a more visible and commercially significant part of the modern business environment, and this makes them interesting to study.The importance of understanding the interaction effects between the coordination mechanisms of two crucial flows, physical flows and commercial interests, in distribution systems is the main thrust ofthis study. This is something that has largely gone unnoticed in the distribution literature because these flows are essentially explored in two different research traditions.Physical flows have been the focus of attention in the logistics and supply chain management literature, while commercial interests have been tackled by the governance literature. A major theoretical contribution of this thesis, therefore, has been to reunite these complementary aspects of the distribution system in order to make sense of how the two flows work together to create coordinated action, which in turn enables system goals to be achieved. Therefore, our problem statement is: How do the coordination mechanisms for physical flows and commercial interests interact in order to achieve coordinated action in reverse distribution systems?A case study research strategy has been chosen because we are dealing with a relatively new phenomenon that is studied in its real life context. We use three cases, which relate to three different reverse distribution systems -all of which deal with electrical and electronic (EE) products at end-of-life. Each case covers a five-year period, which starts out from the time the initiative was introduced in Norway (1999). The data collection consists of interviews with the different types of actors that take part in the systems and different sources of secondary data. The system has been our unit of analysis, which we believe is a contribution in its own right and another reason for utilizing the case study strategy.Our results show that there are interaction effects between the coordination of physical flows and commercial interests. The choice of coordination mechanisms is interdependent between Abstract the two types of flows. We argue that each flow addresses different categories of costs and provides different categories of service and value to the end-consumer segments. In one case we are able to highlight that a lack of coordination across the flows increases costs and reduces service and value, and thus does not achieve coordinated action in the reverse distribution system. In contrast, another case shows that coordination across the flows contributes to lower costs and higher service and value, which suggest that the reverse distribution system achieves coordinated action. Each of three systems has chosen different combinations of coordination mechanisms, which have resulted in differ...

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Strategic safety stocks in reverse logistics supply chains

Cited by 128 publications

References 12 publications

Reverse logistics, stakeholders' influence, organizational slack, and managers' posture

Reverse logistics, stakeholders' influence, organizational slack, and managers' posture

Stochastic inventory management for tactical process planning under uncertainties: MINLP models and algorithms

Coordinated action in reverse distribution systems

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