...delivering the products and services that consumers value. In this course, students learn how businesses optimally create and capture value and how their abilities in doing so are impacted by various market forces and the strategic interaction among players in the industry. A good understanding of the 1 economic principles that govern the distribution of value in markets is critical to formation of a successful and sustainable business strategy. Learning Objectives: Understand and apply tools, concepts, and theories from microeconomics to perform industry and demand analyses. Apply demand and supply analyses in predicting market price and related dynamics in competitive markets. Understand the key tradeoffs between high margin and high volume of sales in pricing decisions, and choose different pricing strategies according to industry/market conditions or consumer characteristics. Predict competitors' actions and reactions using basic game theoretic methods. In the context of oligopoly market, analyze the direct...
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...Supply chain game – Lego game Supply chain game – Lego game XXXXXX Casper XXXXXX Casper Supply Chain Management Supply Chain Management Introduction First and foremost the game provided an understanding of the bullwhip effect and furthermore also insight to the challenges of distributing material and information within a supply chain. I have applied the cause-effect theory in order to obtain an understanding of the root causes, the reasons, to why the bullwhip effect, the result, occurred in the supply chain in the LEGO game (Slack, Chambers and Johnston, 2010). Hence the structure of this assignment will be based upon a cause-effect analysis which treats the experienced bullwhip effect as the result. Thus this assignment describe the causes of this effect identified through reflecting upon the LEGO supply chain game played September 25, 2015. Bullwhip effect The bullwhip effect is unexpected distortion of information observed in a supply chain and can be caused by demand fluctuations e.g. variability, which is processed and amplified through the companies in a supply chain. The demand fluctuations are amplified as they are processed upstream in the supply chain and hence the swings, the demand order variability, of the “bullwhip” can be expected to increase the farther upstream in the supply chain a company is located (Lee, Padmanabhan and Wheng, 1997). Reflections and learning outcome from the game I will divide this reflection and learning...
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...are preparing for a transition period towards intensive use of LNG. There is a strong need in industry for the development of the building blocks needed to develop their business cases. We develop these building blocks, some business cases, as well as methods for planning and control of the logistics in LNG synchromodal transportation networks. Activities / work packages I. LNG supply chains and synchromodal transport networks: providing an identification of markets and demand to serve, economic and sensitivity analyses, definition of logistical requirements and options for synchromodal transportation. II. Multi-modal inventory-routing problems: deriving tools to enable an efficient and effective supply to distribution points in the network through synchromodal operations. III. Direct delivery multi-modal transportation problems: deriving decision tools to enable efficient direct ship-to-ship refuelling at sea. Expected results: The main objective is to derive solution approaches to design LNG synchromodal transportation networks and tools for planning of transportation and replenishment operations to enable accessibility and efficient usage of this type of fuel for all modes of transport. Market identification, demand forecasts, economic analyses and business cases are intended outcomes of this study. The developed knowledge base on LNG-specific aspects in logistics can strengthen the development efforts of the sector in The Netherlands and can aid to position Dutch companies...
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...service and manufacturing supply chains: Combining operations management studies with supply chain management Ming Zhou San Jose State University, ming.zhou@sjsu.edu J. Yi. Saint Joseph's University, Philadelphia, PA T. Park San Jose State University Follow this and additional works at: http://scholarworks.sjsu.edu/org_mgmt_pub Part of the Business Administration, Management, and Operations Commons, and the Organizational Behavior and Theory Commons Recommended Citation Ming Zhou, J. Yi., and T. Park. "Commonalities and differences between service and manufacturing supply chains: Combining operations management studies with supply chain management" California Journal of Operations Management (2009): 136-143. This Article is brought to you for free and open access by the Management School at SJSU ScholarWorks. It has been accepted for inclusion in Faculty Publications by an authorized administrator of SJSU ScholarWorks. For more information, please contact scholarworks@sjsu.edu. Commonalities and Differences between Service and Manufacturing Supply Chains: Combining Operations Management Studies with Supply Chain Management Ming Zhou • Taeho Park San Jose State University, San Jose, CA John Yi Saint Joseph's University, Philadelphia, PA The service sector of the US economy has been gaining importance. As the service sector evolves, the study of service supply chain starts to gain attention. In this study, we conduct an exploratory ...
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...Scale economics • Uncertainty • Speculation • Transportation issues and logistics • Production planning smoothing • Inventory control costs Scale economics won’t drop down the price on such airbus related materials, and without uncertainty or speculation of any sort in such a market (on a short term basis), with a lack of need on controlling the costs of inventory, one theory remains key to the airbus manufacturing process, that theory that states that Airbus was born due to the proximity of the EU countries and so the geographical constraints are very important. Meaning that airbus is a combination of different EU organization that each one manufactures its products in a way that optimizes there restraints and capabilities and all is dialed down for assembly, and the proximity and open market of the multiple EU countries involved in the production that takes out the need of the transportation issues and logistics. 2. Why your Beer Game performance cannot be considered as a component of your final grade in this seminar? The beer game performance is an example of how crucial communication is...
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...The importance of information sharing in a supply chain for the supplier‘s performance Bachelor thesis: Organization studies, 2nd semester, academic year 2011-2012 Thesis Circle: Time will tell…. A processes perspective on inter-organizational collaboration Name: PC Jansen ANR: 770926 E-mail: P.C.Jansen@uvt.nl The importance of information sharing in a supply chain for the supplier‘s performance Abstract This literature review investigates the effect of information sharing from a buyer to a supplier in a supply chain on the performance of that supplier, with taking in mind that the supplier has to combat the bullwhip effect. With the existence of the bullwhip effect, a supplier cannot make right forecasts and therefore has difficulties in planning its production and/or inventory control. This research shows that information sharing is the key solution to reduce or avoid the bullwhip effect and, by that, it positively influences the performance of the supplier in the chain. Keywords: Bullwhip, supply chain, information sharing, supplier performance, inventory control, single-echelon, multi-echelon Thesis Circle: Time will tell…. A processes perspective on inter-organizational collaboration Supervisor: Remco Mannak Supervisor 2: Annemieke Stoppelenburg Name: PC Jansen ANR: 770926 E-mail: P.C.Jansen@uvt.nl 2 Table of contents Table of contents 3 1. Introduction 4 2. Theoretical Framework ...
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...Journal of Operations Management 21 (2004) 613–627 From supply chain to demand chain: the role of lead time reduction in improving demand chain performance Suzanne de Treville a,∗ , Roy D. Shapiro b,1 , Ari-Pekka Hameri a,2 a Ecole des Hautes Etudes Commerciales, University of Lausanne, 1015 Dorigny, Switzerland b Harvard Business School, Boston, MA 02163, USA Received 1 December 2002; received in revised form 1 October 2003; accepted 1 October 2003 Abstract To improve demand chain performance, is it better for parties in a supply chain to focus first on lead time reduction, or instead concentrate on improving the transfer of demand information upstream in the chain? Even though the theory of supply and demand chain management suggests that lead time reduction is an antecedent to the use of market mediation (i.e., adjusting production to fit actual customer demand as it materializes) [Harvard Business Rev. 75 (2) (1997) 105] to reduce transaction uncertainty in the chain, which can be conceptualized as the primary goal of supply chain management [J. Operat. Manage. 11 (3) (1993) 289], demand chain parties often are observed in practice to begin with information transfer improvement, ignoring the problem of long lead times. In this paper, we propose a framework for prioritizing lead time reduction in a demand chain improvement project, using a typology of demand chains to identify and recommend trajectories to achieve desirable levels of market mediation performance...
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...Commonalities and Differences between Service and Manufacturing Supply Chains: Combining Operations Management Studies with Supply Chain Management Ming Zhou • Taeho Park San Jose State University, San Jose, CA John Yi Saint Joseph's University, Philadelphia, PA The service sector of the US economy has been gaining importance. As the service sector evolves, the study of service supply chain starts to gain attention. In this study, we conduct an exploratory review on the studies of manufacturing and service supply chains. We focus on the studies that explore the differences and commonalities between manufacturing and service supply chains. We combine operations management literature with supply chain studies in order to provide an interdisciplinary framework that brings up both the operational and strategic views on the management commonalities and differences between the two types of supply chains. I. INTRODUCTION The study of services has lagged the study of manufacturing. When Fred Harvey proposed that services can be standardized and managed systematically, standardization and systematic management had been applied in the manufacturing sector by pioneers such as Eli Whitney and Frederick Taylor. The first business school course that focused on service management was not introduced until 1973 (Heineke and Davis, 2006). Despite the lag of academic attention, the service sector has been gaining importance as the US economy becomes more and more service-centric....
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...or less than 45 percent if the firm has market power (Section 7). A range of horizontal and vertical restrictive practices are also prohibited (Sections 4 and 5). For the implementation of the Act the links between structure and behaviour are therefore extremely important. This paper seeks to explore these relationships in a particular industrial sector, that of plastics, and in so doing to highlight issues in the implementation of competition policy. Plastics manufacture covers a supply chain or filière which runs from polymers to finished plastic products. a range of industries such as motor vehicles, packaging, textiles and clothing, construction and furniture. This implies that plastic products are more important in the development of manufacturing than their share of manufacturing production of 2.8 percent would suggest. The levels in the supply chain differ greatly in their production characteristics. Polymer manufacture is relatively capital intensive and is broadly characterised by economies of scale, significant transport costs and a corresponding concentration of production. Downstream plastics manufacture, by contrast, is characterised by low or negligible scale economies. While many firms in some of...
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... It also helps to optimize business operations/processes. The Quantitative Method-II tools act as aids to decision makers to take best decision for effective & efficient use of resources which ultimately lead to profit maximization or to achieve multiple goals or objective. | Course must be aligned with a strategic objective of the program Prerequisites/Co-requisites | Quantitative Methods I | Learning Objectives | To learn basic optimization techniques and their managerial applications with a focus on methodologies such as Linear Programming, Transportation models, Assignment Models, Transhipment Models, Games Theory, Queuing Models, Goal Programming, Integer Programming, Non-linear Programming, Simulation and Decision Theory. | Learning objectives must be aligned with learning outcomes of the course Teaching Methods | Modeling, Case study, Software-based solutions | Refer academic policies and procedures handbook For Internal Use Only Session Plan* | SESSION-1: Overview on Operations Research modelling (OR modelling): meaning, definition, steps involved in OR modelling; Session-2: Overview on Linear Programming (LP): LP meaning, various applications,...
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...auctions can be deployed and describes the conceptual and mathematical aspects of different categories of procurement auctions. We discuss three categories: (1) multi-unit auctions for a single homogeneous type of item; (2) combinatorial procurement auctions where the buyer seeks to procure a bundle of multiple items and the suppliers bid for subsets of the bundle; and (3) multi-attribute auctions where the procurement decisions transcend cost considerations alone, to take into account lead times, logistics costs, and other important attributes. In all three cases, the winner determination problem and the determination of payments turn out to be interesting and challenging combinatorial optimization problems. In our review, we present mathematical formulation of procurement scenarios under each category, bring out the challenge involved in solving the problems, and indicate active research topics. We also present a case study of electronic procurement at General Motors. A Note to Practitioners— Since the burst of the dot.com bubble, many procurement professionals and purchasing managers have begun to question the ability of the Internet to redefine procurement processes within their firms. In this article we set out to show that this...
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...Research Methodologies in Supply Chain Management Herbert Kotzab ´ Stefan Seuring Martin Mçller ´ Gerald Reiner (Editors) Research Methodologies in Supply Chain Management In Collaboration with Magnus Westhaus With 71 Figures and 67 Tables Physica-Verlag A Springer Company Professor Dr. Herbert Kotzab Copenhagen Business School Department of Operations Management SCM-Group Solbjerg Plads 3 2000 Frederiksberg Denmark hk.om@cbs.dk PD Dr. Stefan Seuring PD Dr. Martin Mçller Supply Chain Management Center Institute of Business Administration Faculty of Business, Economics and Law Uhlhornsweg 26111 Oldenburg Germany stefan.seuring@uni-oldenburg.de martin.mueller@uni-oldenburg.de Dr. Gerald Reiner Vienna University of Economics and Business Administration Department of Production Management Nordbergstraûe 15 1090 Vienna Austria gerald.reiner@wu-wien.ac.at Cataloging-in-Publication Data Library of Congress Control Number: 2005924508 ISBN 3-7908-1583-7 Physica-Verlag Heidelberg New York This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must...
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...Tata Motor’s -Company Background Tata Motors was established in 1945 and is formerly known as Tata Engineering and Locomotive Company. It is India's largest automobile company, and a fortune 500 company. Tata Motors acquired Jaguar and Land Rover, a premium car brand in UK, in 2013. The company always worked in line the Tata Values to contribute to Indian society. Tata Nano - Origin Ratan Tata’s thought about a people’s car was a social concern. He wanted to give a car to middle class of the society. Accordingly Ratan Tata, former Chairman, Tata Motor’s, shared his vision of making Rs. 1 lakh car at the Geneva Motor Show, in 2003. A team was then constituted to build a car with a target price of Rs. 1 lakh. Subsequently, the car was launched with a tag line “A promise is a promise”. Executive Summary TATA Nano is the cheapest car in the world. It is manufactured by TATA Motor Limited, the largest automobile company in India. Its chairman, Mr. Ratan Tata envisions that Tata Nano to become a “People’s car” which is affordable by almost everybody. Tata Nano is scheduled to first be launched in India on 1st April 2009 and expected to be in Indian market by July 2009. From the first moment that Tata Nano project was published, a huge buzz has been created all over India. It has already received 3000 bookings. What makes Tata Nano so cheap? Basically, by making things smaller, lighter, do away with superficial parts and change the materials wherever possible without compromising...
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...Analytics and Intelligence BATCH 5 in god We trust, All Others Must Bring data - W edwards deming he theory of bounded rationality proposed by nobel laureate Herbert Simon is evermore significant today with increasing complexity of the business problems; limited ability of human mind to analyze alternative solutions and the limited time available for decision making. introduction of enterprise resource planning (eRP) systems has ensured availability of data in many organizations; however, traditional eRP systems lacked data analysis capabilities that can assist the management in decision making. Business Analytics is a set of techniques and processes that can be used to analyse data to improve business performance through fact-based decision making. Business Analytics is the subset of Business intelligence, which creates capabilities for companies to compete in the market effectively. Business Analytics is likely to become one of the main functional areas in most companies. Analytics companies develop the ability to support their decisions through analytic reasoning using a variety of statistical and mathematical techniques. thomas devonport in his book titled, “competing on analytics: the new science of winning”, claims that a significant proportion of high-performance companies have high analytical skills among their personnel. On the other hand, a recent study has also revealed that more than 59% of the organizations do not have information required for decision-making...
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...Direct Marketing, Indirect Profits: A Strategic Analysis of Dual-Channel Supply-Chain Design Wei-yu Kevin Chiang • Dilip Chhajed • James D. Hess Department of Information Systems, University of Maryland at Baltimore County, Baltimore, Maryland 21250 Department of Business Administration, University of Illinois at Urbana–Champaign, Champaign, Illinois 61820 Department of Business Administration, University of Illinois at Urbana–Champaign, Champaign, Illinois 61820 kevin@wchiang.net • chhajed@uiuc.edu • jhess@uiuc.edu T he advent of e-commerce has prompted many manufacturers to redesign their traditional channel structures by engaging in direct sales. The model conceptualizes the impact of customer acceptance of a direct channel, the degree to which customers accept a direct channel as a substitute for shopping at a traditional store, on supply-chain design. The customer acceptance of a direct channel can be strong enough that an independent manufacturer would open a direct channel to compete with its own retailers. Here, direct marketing is used for strategic channel control purposes even though it is inefficient on its own and, surprisingly, it can profit the manufacturer even when no direct sales occur. Specifically, we construct a pricesetting game between a manufacturer and its independent retailer. Direct marketing, which indirectly increases the flow of profits through the retail channel, helps the manufacturer improve overall profitability by reducing the...
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