Value of Information in a Capacitated Supply Chain

Choudhury, Bhaswar; Agarwal, Yash; Singh, Kashi N.; Bandyopadhyay, Debasish

doi:10.3138/infor.46.2.117

Cited by 13 publications

(6 citation statements)

References 9 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Other ordering schemes are considered by other researchers. Choudhury, et al [3] deploy a simulation to measure the value of information in a supply chain. They accomplish this under different conditions of known information.…”

Section: Methodsmentioning

confidence: 99%

Organizational Engagement with Supply Chain Integration: Achieving a Tangible Strategy

A¹

2015

J Inform Tech Soft Engg

View full text Add to dashboard Cite

Supply chain integration Many organizations are facing the necessity of integrating their supply chains with those of their suppliers and customers. Different perspectives such as information sharing, supply chain collaboration, and supply chain visibility have been used to understand and model supply chain integration. Researchers continue to explore fully the supply chain, highlighting its importance to organizational operations, organizational competitiveness, and the achievement of competitive advantage. In particular, numerous researchers have focused on supply chain collaboration, and the amount and type of data, information, and knowledge necessary to effect such collaboration [1] use a model to test the impact of variations of lead-time (longer versus shorter lead-times) upon fluctuations in demand, and thus, lead-time variability and its impact upon the bullwhip effect. Viswanathan, et al. [2] examined forecasting and planning among members of a multi-tier, or multiechelon, supply chain. They developed a simulation which indicated that members of a supply chain are best able to forecast demand when

show abstract

Section: Methodsmentioning

confidence: 99%

Organizational Engagement with Supply Chain Integration: Achieving a Tangible Strategy

A¹

2015

J Inform Tech Soft Engg

View full text Add to dashboard Cite

show abstract

“…Choudhury, Agarwal, Singh and Bandyopadhyay, (2008:117-127) tested supply chain performance benefits resulting from increased sharing of quasi-real-time information (sharing demand and inventory information) among players and observed that the potential benefit of information sharing between channel members increases as the supplier's capacity increases and the allocation of inventory by suppliers to retailers improves. This implies that inventory allocation among supply chain channel partners that share underlying realtime information results in improved coordination between supply chain processes, reduces costs and ameliorates consumer demand order variability (Choudhury et al, 2008;Barratt and Barratt, 2011). A number of studies have outlined the advantages of sharing information in supply chain management.…”

Section: Framework Of Information Sharingmentioning

confidence: 99%

Antecedents of Quality Information Sharing in the FMCG Industry

Mbhele¹

2014

JEBS

View full text Add to dashboard Cite

Information sharing in a retail supply chain presents challenges of mapping information flow in terms of collection and transfer capabilities from one point to other internal and external users. Efficient mapping information flow seems to be dependent on information availability, velocity and the level of volatility. This would strengthen partnerships between the upstream and downstream sites of a supply chain in terms of information capturing, transformation and exchange between both internal and external supply chain users. This study examines the relative magnitude of advance economic information sharing in optimizing integrated supply chain activities in the consumer goods industry. It further analyses the challenges of bullwhip effect from the perspective of electronically-enabled supply chain management (e-SCM) systems and information sharing in the fast moving consumer goods (FMCG) industry. The study finds that information sharing is related to supply chain performance targets in the FMCG industry in terms of a higher order fulfillment rate and achieving shorter order cycle time through integrated e-SCM systems. The managerial implications of this study are that integrated IT infrastructure capability and top management support (in terms of visible involvement, commitment and participation of executives and the allocation of the necessary resources) are significant antecedents of the quality of shared information.Keywords: Bullwhip effect, information sharing, information, visibility, velocity, volatility 2006), it recognizes that trust in sharing information arises from the need to reduce uncertainty through collaboration and the integration of organizational activities. Problem statement and research objectives:Extant studies and the brief background provided in the previous section form the basis for the thematic framework that gives rise to the problem statement. This study investigates amplified consumer demand order variability (DoV) in the FMCG industry as orders cascade from downstream (retailers) to the midstream and upstream (distribution centers, manufacturers as capacitated suppliers, and lead suppliers and n-tiers) sites of the supply chain network. While FMCG businesses show stable consumer demand for most consumer items, the study focuses on understanding the dynamics of less certainty in supply and volatility in demand orders for fast moving consumer items. Hence demand on node-to-node (distributor, wholesale, manufacturer, lead supplier, even n-tiers) levels varies due to the cascade effect. Simchi-Levi, Kaminsky and Simchi-Levi (2008) concluded that the variability in orders emanating from the downstream site to the upstream site is more apically distended than the variability in quasi-stable real consumer demand in the form of magnified oscillations upstream. The study aims:  To analyze the challenges of bullwhip effect from the perspective of e-SCM systems and information sharing in the FMCG industry.  To examine the relative magnitude of advance economic information sharing in opti...

show abstract

“…Tracking devices installed at all the transportation stages (Karaer & Lee, 2007) Inventory level The information only includes mean and variance of the distributions Detailed values (Mukhopadhyay et al, 2008) Product cost (de Brito & van der Laan, 2009) Demand, product return (Cheong & Song, 2013) Yield (Wagner, 2015) Demand (Byrne & Heavey, 2006) Demand Production capacity x (Ferguson & Ketzenberg, 2006) Product condition Demand uncertainty x (Chiang & Feng, 2007) Inventory level Holding cost x (Karaer & Lee, 2007) Return-product location and quantity Lead time of reverse channel x (Choudhury et al, 2008) Inventory level Demand uncertainty x…”

Section: Completenessmentioning

confidence: 99%

“…Order quantity (Ferguson & Ketzenberg, 2006), (Hsiao & Shieh, 2006), (Ketzenberg et al, 2006), (Chen et al, 2007), (Chiang & Feng, 2007), (Ferguson & Ketzenberg, 2008), (Bakal et al, 2011), (Hussain & Drake, 2011), (Jakšič et al, 2011), (Williams & Waller, 2011), (Bendre & Nielsen, 2013), (Cheong & Song, 2013), (Jonsson & Mattsson, 2013), (Cannella et al, 2015), (Cui et al, 2015), (Rached et al, 2015), (Dettenbach & Thonemann, 2015), (Ketzenberg et al, 2015), (Bryan et al, 2016), (Li et al, 2016), (Rached et al, 2016), (Yang et al, 2016), (Banerjee & Golhar, 2017), (Panagiotidou et al, 2017) Demand, inventory level, POS, demand forecast, planned order, supply lead time, supply quantity, shipment position, yield distribution, production capacity, product location, product condition Order-up-to level (Choudhury et al, 2008), (Ganesh et al, 2008), (Wu & Edwin Cheng, 2008), (Chen & Lee, 2009), (de Brito & van der Laan, 2009), (Liu et al, 2009), (Davis et al, 2011), (Cho & Lee, 2013), (Ganesh et al, 2014a), (Ganesh et al, 2014b), (Giloni et al, 2014), (Kwak & Gavirneni, 2015), (Sabitha et al, 2016), (Lu et al, 2017) Demand, inventory level, planned order, return product probability, product loca...…”

Section: Completenessmentioning

confidence: 99%

Value of information in agro-food logistics management : a case of the Dutch floriculture supply chain network

Viet

View full text Add to dashboard Cite

show abstract

Value of Information in a Capacitated Supply Chain

Cited by 13 publications

References 9 publications

Organizational Engagement with Supply Chain Integration: Achieving a Tangible Strategy

Organizational Engagement with Supply Chain Integration: Achieving a Tangible Strategy

Antecedents of Quality Information Sharing in the FMCG Industry

Value of information in agro-food logistics management : a case of the Dutch floriculture supply chain network

Contact Info

Product

Resources

About