The effect of forecasting and information sharing in SCM for multi-generation products

The impact of information sharing on ordering policies to improve supply chain performances

“…to evaluate the marginal benefits of different strategies of information, as for operational information on orders and demand (Kelepouris et al, 2008) or for decentralized, centralized and separated policies (Sohn & Lim, 2008); to prove the reduction of inventory costs that arises from the combination of information sharing with the right ordering policy (Lee, So, & Tang, 2000;Kelepouris et al, 2008;Liao & Chang, 2010), also contributing to lead time reduction (Agrawal et al, 2009); to determine the possibility of improving forecasting performance through information sharing and reducing the demand uncertainty (Cachon & Fisher, 2000;Trapero, Kourentzes, & Fildes, 2012); to test results from the introduction of centralized coordination policies that only information sharing can enable, as for Vendor Managed Inventory Zhang, Zhang, & Guo, 2008).…”

Application of information sharing to bullwhip effect restraining

“…The results showed that information sharing resulted in 21% warehouse order variability reduction, and in 20% mean cycle inventory reduction, on average. Literature [5] evaluated the value of information sharing with various forecasting methods, verified the relationships between the information sharing and the forecasting model with the various conditions of market environment and supply chain. Literature [6] analyzed how sharing advance demand information (ADI) can improve supply chain performance, considered two types of information sharing, named aggregated and detailed.…”

Fostering collaborative meta-value chain practices

“…Many authors (Raghunathan, 1999;Deek et al 2003;Shang et al 2003;Akkermans, 2004;Bititci et al 2005;Petersen et al 2005;Pappas et al 2006;Sohn, and Lim, 2008) have presented the main advantages of maintaining supply chain collaborative practices whereas there is not that much research done yet that point out the advantages of meta-value chain practices. According to some works (Prasad and Sounderpandian, 2003), (Rupp and Ristic, 2004), (Fairchild, 2005), (Seuring, 2006), (Ketchen and Hult, 2007), it is possible to affirm that there are several benefits to be achieved from meta-value chain practices such as i) higher value added to customers, in terms of improved value proposition by offering an Extended Value Proposition, which will allow customers to have available a combination of products/services that F o r P e e r R e v i e w O n l y will meet and even overcome their expectations and needs; ii) enhancement of overall competitiveness, as enterprises will be able to provide differentiated products/services respect to other.…”