The Demand Management Process

Croxton, Keely L.; Lambert, Douglas M.; García‐Dastugue, Sebastián J.; Rogers, Dale S.

doi:10.1108/09574090210806423

Cited by 133 publications

(145 citation statements)

References 10 publications

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“…Distribution networks with long distribution channels become more complex because they involve more organizations, activities and facilities with variability of capabilities. This length of channel is identified as the source of variability [18].…”

Section: A Variabilitymentioning

confidence: 99%

“…Improper forecasting tool application could happen because of misinterpretation of the real demand data and inconsistencies of the data handling processes [19]- [20]. Seasonal demand takes place at promotion season that leads to demand amplification [10], [18], and [20]. The uncertainty circumstances are caused by the lack of information or the altering situations in a dynamic market [21].…”

Section: A Variabilitymentioning

confidence: 99%

“…Meanwhile, from the supply side, the source of variability can be caused by: insufficient production systems [20], unreliable warehouse facilities and transportation systems [25], the length of distribution channels [18], and inadequate planning and control which consists of the availability, accuracy and throughput times of information [21]. Furthermore, supply variability such as lead times leads to ineffective processing and waste activities [21].…”

Section: A Variabilitymentioning

confidence: 99%

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A Review on Long Distribution Channel‟s Problems

Djafar¹,

Amer²,

Lee³

2013

IJMMM

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Abstract-An analysis of supply chain system could become more complex when the network system should cover widely dispersed locations. This could happen in a case where a product must be delivered using long distribution channel. By reviewing literatures over the last decade, this paper aims to identify and to gain more comprehensive understanding of the problems related to the long distribution channel's characteristics. The term 'long distribution channel' refers to a multi-tiers in the distribution stages where each tier commonly contains more than one site. The result shows that in order to design an optimum long distribution channel, some prominent problems that impact on both distribution costs and delivery times need to be considered. The problems encompass variability, bottleneck, bullwhip effect, high transportation and logistics costs.Index Terms-Long distribution channel, literature review, logistics, supply chain management.

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Section: A Variabilitymentioning

confidence: 99%

Section: A Variabilitymentioning

confidence: 99%

Section: A Variabilitymentioning

confidence: 99%

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A Review on Long Distribution Channel‟s Problems

Djafar¹,

Amer²,

Lee³

2013

IJMMM

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“…Assim, o processo de gestão da demanda e gestão do abastecimento por toda a cadeia de suprimentos (Melo & Alcântara, 2012;Mentzer et al, 2007;Croxton et al, 2002) passa a utilizar como inputs estimativas de vendas e capacidade dos recursos de manufatura, abastecimento e distribuição.…”

Section: Introductionunclassified

A visão de um fornecedor-chave sobre a colaboração com a montadora

2015

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This study aims to describe and discuss the elements of the collaboration process between an automaker and a key supplier from the point of view of the latter. The automotive industry has done much to develop the supplyResumo: Este trabalho teve como objetivo descrever e discutir os elementos do processo de colaboração entre uma montadora de automóveis e um fornecedor-chave, do ponto de vista deste último. A indústria automotiva muito contribuiu para impulsionar a gestão da cadeia de suprimentos desde os anos 1990, mas a literatura nacional não descreve que patamar de maturidade tal setor industrial alcançou com os principais fornecedores de primeira camada, especialmente sob a ótica do abastecimento. Visando realizar um primeiro passo na compreensão deste fenômeno, utilizou-se do método de estudo de caso exploratório-descritivo. Os resultados indicam a existência de uma colaboração limitada ao nível operacional e de maturidade reduzida. A confiança, um input vital para o sucesso da gestão colaborativa, mostrou-se restrita, evidenciando, em alguns momentos, um comportamento ganha-perde. Pôde-se inferir que o primeiro passo em busca do estabelecimento de um relacionamento colaborativo foi realizado, no entanto existem muitas barreiras a serem superadas na consolidação de um verdadeiro relacionamento colaborativo. Isto ocorre mesmo em um ambiente de empresas ditas de classe mundial e em um setor industrial deveras sofisticado, como o automobilístico.Palavras-chave: Gestão da cadeia de suprimentos; Colaboração orientada ao abastecimento; Indústria automotiva.

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“…These changes include an emphasis on cross-functional and cross-enterprise integration (Chen and Kang 2007); the effective management of the flow of physical goods through suppliers, manufacturers, distributors and retailers for increased value to end customers (Jammernegg and Reiner 2007); and the ability to acquire and manage reliable demand information (Croxton et al 2002). In addition, outsourcing has increasingly become a key component of the SCM strategy for many firms.…”

Section: Supply Chain Managementmentioning

confidence: 99%