The benefits of supply chain visibility: A value assessment model

Caridi, Maria; Moretto, Antonella; Perego, Alessandro; Tumino, Angela

doi:10.1016/j.ijpe.2013.12.025

Cited by 142 publications

(119 citation statements)

References 85 publications

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“…Despite several criticisms (Dubois and Pedersen 2002;Pagell et al 2010;Padhi et al 2012) the purchasing portfolio approach is widely deployed in business as a basis for strategic sourcing decisions (Knight et al 2014). A recent example of the application of the purchasing portfolio matrix is in the aerospace industry, where it was used as an assessment tool for quantifying the benefits achieved for better supply chain visibility, combining the impact on profits and supply risk (Caridi et al 2014). The extant literature identifies a range of portfolio models supporting strategic purchasing decisions and supplier selection (Gosling et al 2010;de Haan et al 2003;de Boer et al 2001;Olsen and Ellram 1997).…”

Section: Tool For Mediating Multi-stakeholder Collaborative Decisionmentioning

confidence: 99%

Strategic sourcing with multi-stakeholders through value co-creation: An evidence from global health care company

Nudurupati

Bhattacharya

Lascelles

et al. 2015

International Journal of Production Economics

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Section: Tool For Mediating Multi-stakeholder Collaborative Decisionmentioning

confidence: 99%

Strategic sourcing with multi-stakeholders through value co-creation: An evidence from global health care company

Nudurupati

Bhattacharya

Lascelles

et al. 2015

International Journal of Production Economics

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“…Although such visibility is a well-researched concept, a common definition is lacking. Supply chain visibility relates to the ability of sharing information on the supply chain strategy and the operations of supply chain partners [28]. Most definitions regard supply chain visibility as a type of capability or ability, although it actually involves different capabilities or abilities [29].…”

Section: Supply Chain Visibilitymentioning

confidence: 99%

“…Rao [31] suggests that supply chain visibility is information sharing on inward-moving inventory, work-in-process, outward-bound product logistics, warehousing, and all other activities that relate to customer demand within a supply chain. Caridi et al [28] define supply chain visibility in terms of the approach to useful information. According to definitions, visibility is the ability to share information across supply chain partners and use it in real-time.…”

Section: Supply Chain Visibilitymentioning

confidence: 99%

An Empirical Study on the Manufacturing Firm’s Strategic Choice for Sustainability in SMEs

Suh

Lee

2018

Sustainability

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Abstract:To survive in the current competitive, unpredictable business environment, it is significant for firms to search and enforce capabilities that lead them to adapt and cope with dynamic changes of environment for their sustainability. We try to connect operation issues with sustainability in this paper. From the perspective of the dynamic capabilities of the firm, this study suggests a conceptual model that presents relationships among supply chain visibility, modular design, supply chain flexibility, and agility. We do not focus on the module buyer but on the small and middle-sized enterprises (SMEs). An empirical study is performed to verify the relationships proposed, using datasets collected from 232 manufacturing SMEs as module suppliers in South Korea. We used SPSS to analyze data and structural equation modeling to verify the hypotheses of the research model. The important contributions of this study are as follows. Firstly, we suggest relationships among supply chain visibilities and a modular design for supply chain flexibility and agility in sustainable performance. Secondly, we show that supply chain visibility directly leads firms to implement modular design in sustainable development. Thirdly, we verify the importance of supply chain visibility, not for module buyers, but for module suppliers by switching views in terms of SMEs' sustainability. Lastly, this study shows that the suppliers' modular design affects supply chain flexibility and agility, which is consistent with the findings presented in the literature.

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“…Interactive groups are a research technique used to collect data through the interaction of experts on a given topic as defined by the researcher. Indeed, the interaction among the group members is considered as the critical element of data collection in interactive groups (Caridi et al, 2014). This method is particularly useful when access to data is limited and when the researcher is addressing unexplored and emerging phenomena (Liamputtong, 2011).…”

Section: Sub-indicatorsmentioning

confidence: 99%

Management of Effective Factors in Components’ Supply Chain on Losses of Electric Distribution System

Honarmand¹,

Ghazizadeh²,

Kermanshah³

2018

American Journal of Applied Sciences

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Restructuring in the electrical distribution utilities, the loss management is one of the critical activities to enhance network efficiency. Accordingly, management of technical loss would be the main target of the asset managers. For loss management, the usual methods of loss calculation and estimation need numerous data which is not used to real networks. In this research, a practical method for loss management is introduced from the viewpoint of components' supply chain to the network. For this purpose, sub-indictors are extracted using focus group for each process of this chain and their probability distribution functions are calculated. Then, permissible values of subindicators are determined by the Delphi method and to calculate new probability functions, the deviation of each process is calculated. Finally, a real network with historical data is used here to study the proposed method. The results illustrate that the most deviation is in the sub-indicator design process about 91% in the viewpoint losses.

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The benefits of supply chain visibility: A value assessment model

Cited by 142 publications

References 85 publications

Strategic sourcing with multi-stakeholders through value co-creation: An evidence from global health care company

Strategic sourcing with multi-stakeholders through value co-creation: An evidence from global health care company

An Empirical Study on the Manufacturing Firm’s Strategic Choice for Sustainability in SMEs

Management of Effective Factors in Components’ Supply Chain on Losses of Electric Distribution System

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