Supply chain configuration management

Ludema, M.W.

doi:10.1109/soli.2008.4682958

Cited by 5 publications

(5 citation statements)

References 6 publications

(7 reference statements)

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“…What is the theoretical boundary of performance in a KVC? The search for efficiency has led many firms to restrain product line proliferation and centralize supply chains to offer the same brands throughout the global marketplace (Shein and Bell 2012). However, consumers' increasing preference for locally sourced and niche market products (Chaudhuri 2018), the need for shorter lead times in emergencies (Ludema and Johnson 2020), and other forces have sparked the strategic re‐thinking of the Product Value Chain (Cohen and Lee 2020). What are the implications to the KVC of the opportunities offered by localized knowledge‐based resources including highly skilled workers capable of tailoring product and process designs to better match the needs of local markets?…”

Section: Discussion and Future Workmentioning

confidence: 99%

The Knowledge Value Chain: An Operational Perspective

Gaimon

Ramachandran

2021

Production and Operations Management

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T he successful launch of an innovative product or service is driven by an unexplored market opportunity or a technological breakthrough. Oftentimes, however, firms lack the necessary resource capabilities to exploit new market opportunities; alternately, markets may not exist for firms to successfully profit from technological breakthroughs. In other words, firms suffer from performance gaps between their market opportunities and their resource capabilities. In this study, we organize the growing literature on knowledge management to develop the concept of a knowledge value chain, which we characterize as the transformative engine by which a firm can close such performance gaps. In addition to motivating the framework through case studies and placing the existing research literature in knowledge management within this framework, we also identify several directions of future research.

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Section: Discussion and Future Workmentioning

confidence: 99%

The Knowledge Value Chain: An Operational Perspective

Gaimon

Ramachandran

2021

Production and Operations Management

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“…The identification of variable X 9 or Awkward Measure and Poor Links to the Hinterlands as one of the most critical factors is justified. Normally, there should be a boost up in direct link between terminals, a fixed capacity by trains [13], an enormous stability on timetable, a fixed agreement in time and quality of services [15], and a more integrated price, therefore (transport + handling in dry port + distribution). We noticed that a seaport could be connected and reliable to one or more dry ports in the hinterland and or with other seaports in the foreland, creating an unswerving port network [1].…”

Section: Discussion Of Some Of the Critical Variablesmentioning

confidence: 99%

“…The variables to be used on the table are as follows: HCPSSL "High Costs of port for shippers & Shipping lines" (X 1 ), UDT "Undeveloped Technology" (X 2 ), LCY "Low Capacity" (X 3 ), ISS "Inadequate Shipping services" (X 4 ), SLSCWC "Shipping line strategies coping with the constraints" (X 5 ), POMMPS "Port ownership & management mainly public service" (X 6 ), CRLLDE "Containerization rate lingers low despite efforts" (X 7 ), PEPPC "Port efficiency on port productivity & cost" (X 8 ), AMPLH "Awkward measure & poor links to the hinterlands" (X 9 ), LCT "Location constraint" (X 10 ), PCURIM "Port capacity usually results from Inadequate maintenance" (X 11 ), PPSM "Port performance in WCA, slow motion" (X 12 ), and the studied carried is based on a 15 years plan (1995-2010) [13] [14]. The factors of these different years are portrayed on approximate percentage [9] of the gravity of the situation in West and Central Africa Ports logistics.…”

Section: Analysis On Multiple Regression Model Levelmentioning

confidence: 99%

Port Logistics in West and Central Africa: A Strategic Development under Globalization

Fouda¹,

Romeo²,

Azizi³

et al. 2014

OJAppS

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The main idea of this study is to provide help to West and Central Africa port logistics authorities in making, evaluating and realizing their decisions on port development/management, all in an effort to guaranty port efficiency and operational brilliance to profit the different ports, their hinterlands and their related clients. Consequently, an examination is made as far as port sector is concerned, with an ever more demanding enhancement in operational efficiency. Moreover, a past research on West and Central Africa Ports, as well as an overview on port logistics was made, making it possible to determine what has been done (prospects) and what is still to be done (ineffectiveness), in prospective of a more reformed and efficient port. One of the principles of this paper is also to confer all the aspects that operate as obstacles to the WCA port's improvement and development; using thus the evaluation model called EWCA (Evaluation of West and Central Africa Ports), which gives a descriptive analysis of the present situation of the latter's port logistics, including the aid of multiple regression model to determine an impact of explanatory variables on the study probability. Applying the method of strategic development, this paper thus deals with exploring typical problems and quandaries of West and Central Africa ports. The findings suggested how to fight back or overcome the constrictions and strangulations; enabling West and Central Africa port logistics attain their desired strategic development aims, despite the ineffectiveness. Tremendous efforts were made, giving a vital shoot on African economy and development; even though there is still a lot to do, for the data and variables showed how the port logistics augment and descend frequently without a long period of stability.

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“…Ambrosiano and Grazer mentioned that "all companies that aim to be competitive in the market should pay attention to the entire organization of the supply chain." [9] A large number of optimization models and algorithms have been developed to contribute to the decision-making process along the supply chain. Most of the recent research suggested models that would make decisions for only one function of the supply chain (e.g., production scheduling, facilities planning, inventory policies, etc.)…”

Section: Methodology and Model Buildingmentioning

confidence: 99%

Optimization of E-commerce Logistics Network in African Countries

Banyanan

2021

PBES

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The purpose of this research is to assist the Central African’s logistics network authorities in making, evaluating, and realizing their decisions in regard to the development and management of e-commerce logistics network of companies. This article evaluated and used mathematical models which provided a descriptive analysis on the current situation of its’ logistics network while applying the e-commerce logistics network optimization method in dealing with common issues of the logistics network in Central Africa, especially Chad. The suggested network in this study would promote the “from plant-to-from DC” ratio of 83% to 17% which conforms to the companies’ objective in progressing towards direct plant shipments. In regard to that, it was proved that direct plant shipments could reduce the distribution costs from 12% to 3% of the net sales (approximately $135,000 in monthly savings).

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Supply chain configuration management

Cited by 5 publications

References 6 publications

The Knowledge Value Chain: An Operational Perspective

The Knowledge Value Chain: An Operational Perspective

Port Logistics in West and Central Africa: A Strategic Development under Globalization

Optimization of E-commerce Logistics Network in African Countries

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