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Journal articles on the topic 'Demand chain management'

Author: Grafiati

Published: 4 June 2021

Last updated: 30 May 2022

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1

Klein da Luz, Luciano, and Ricardo Augusto Cassel. "Demand chain management& supply chain management." Revista Produção Online 21, no. 4 (March 25, 2022): 1081–115. http://dx.doi.org/10.14488/1676-1901.v21i4.4274.

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A busca por maior agilidade e flexibilidade para melhora o atendimento aos clientes, em ambientes de constantes variações de demanda, facilidade para a aquisição de um produto de forma global e elevadas introduções de novos produtos, através de novas tecnologias, faz com que as organizações busquem rever seus processos, principalmente, logísticos. Cadeias de suprimentos amplas e complexas atreladas aos desejosdos clientes finais em obterem seus produtos em um curto espaço de tempo, reforça a busca por técnicas para melhorar a visibilidade das demandas e tornar a reação à cadeia mais eficiente. Um conceito recente é o Demand chain management(DCM) quebusca elevar e agrupar disciplinas de marketing e rever o conceito Supply chain management(SCM). Entretanto, por se tratar de um novo conceito, autores divergem sobre os conceitos de DCM e SCM, bem como não detalham seus processose também não direcionampara um modelo de implementação. O presente trabalho propõe elucidar as semelhanças e diferenças entre DCM e SCM, quais disciplinas são abordadas em cada entidade, seu processo de conexão e apresenta uma proposta de estrutura conceitual. O objetivo do presente trabalho é buscar excelência na cadeia de valor, com a percepção no cliente final.

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2

Jüttner, Uta, Martin Christopher, and Susan Baker. "Demand chain management-integrating marketing and supply chain management." Industrial Marketing Management 36, no. 3 (April 2007): 377–92. http://dx.doi.org/10.1016/j.indmarman.2005.10.003.

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Ericsson, D. "Demand chain management – The implementation." ORiON 27, no. 2 (December 1, 2011): 119. http://dx.doi.org/10.5784/27-2-111.

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Mahmood, Shahriare, and Pekka Kess. "An Overview of Demand Management through Demand Supply Chain in Fashion Industry." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 2, no. 12 (2014): 7–19. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.212.1001.

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Accomplishing veritable demand in a timely manner is a true challenge in present business circumstances especially for the fashion products where the demand is to get more varieties in short interval. Managing demand and supply is not that naïve as the supply chain is complicated by the outsourcing trend. This study aims to assess how brands in the fashion industry are managing their demand-supply chains (DSCs) by considering both trendy and regular product. This paper is based on the literature review of demand chain management (DCM) and also supply chain management (SCM) of the fashion industry. Also the research on demand-supply chain management (DSCM) is studied as a scope of demand-supply management in fashion industry. Textile and apparel processing stages are also studied to understand the manufacturing and supply chain complexity. The review identified that the degree of fashion sensitivity adopted by the retail brands influences their supply chain strategy. Fast fashion retailers urge to respond quickly and they need a flexible and responsive supply chain and contrariwise, others do need fast response but more efficiency focus with economy of scale. chains. The demand side aspects and supply side alignment will contribute insights on DSC organization in textile-apparel supply chain. Also textile and apparel manufacturers may have a clearer picture regarding the structure of retailers’ DSCs. The findings may also prove useful for them who are not aligned with the fast track concept, but yet supplying product in timely manner is their top priority. The co-ordination of complex and multidimensional textile-apparel supply chain with individual interest is still a concern and yet to be resolved. The objective of the study is to add knowledge for perceiving the importance of the co-ordination for mutual benefit.

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Bumblauskas, Dan, Paul Bumblauskas, and Kishor Sapkota. "Inverting the Supply Chain Using Demand Chain Management." Academy of Management Proceedings 2017, no. 1 (August 2017): 13064. http://dx.doi.org/10.5465/ambpp.2017.13064abstract.

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6

Croxton, Keely L., Douglas M. Lambert, Sebastián J. García‐Dastugue, and Dale S. Rogers. "The Demand Management Process." International Journal of Logistics Management 13, no. 2 (July 1, 2002): 51–66. http://dx.doi.org/10.1108/09574090210806423.

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Demand management is the supply chain management process that balances the customers' requirements with the capabilities of the supply chain. With the right process in place, management can match supply with demand proactively and execute the plan with minimal disruptions. The process is not limited to forecasting. It includes synchronizing supply and demand, increasing flexibility, and reducing variability. In this paper, we describe the demand management process in detail to show how it can be implemented within a company and managed across firms in the supply chain. We examine the activities of each sub‐process; evaluate the interfaces with corporate functions, processes and firms; and provide examples of successful implementation.

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Walters, David. "Demand chain management+response management=increased customer satisfaction." International Journal of Physical Distribution & Logistics Management 38, no. 9 (October 10, 2008): 699–725. http://dx.doi.org/10.1108/09600030810925980.

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Yan, Ke, Guowei Hua, and T. C. E. Cheng. "Green Supply Chain Management with Cooperative Promotion." Sustainability 13, no. 6 (March 15, 2021): 3204. http://dx.doi.org/10.3390/su13063204.

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Green supply chain management has received increasing attention as consumers have become more environmentally conscious. Manufacturers are making green investments to meet consumers’ demands, while retailers in different markets often engage in cooperative promotion to attract more consumers. This study develops game theoretic models for investigating cooperative promotion for two cross-market firms with different channel structures, i.e., decentralized and centralized. The manufacturer determines the wholesale price for the retailers and the green investment of a product, and the retailers determine the promotional effort and retail price. This study finds that whether the firms join in cooperative promotion mainly depends on the wholesale price, as well as the impacts of the price, green investment, and cooperative promotional activities on the demand. When the wholesale price is relatively low, the retail price of the decentralized green supply chain must be lower than that of the centralized green supply chain. On the contrary, the difference in the retail price between the two green supply chains varies with the impacts of green investment and cooperative promotional activities on demand. In addition, due to the influence of channel structure, the contribution to cooperative promotion of the centralized supply chain is more than that of the decentralized supply chain with the most given conditions. Moreover, as the impact of cooperative promotional activities on demand increases, the centralized green supply chain does not necessarily result in higher profits than the decentralized green supply chain.

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Hughes, Natalie M., Chander Shahi, and Reino Pulkki. "A Review of the Wood Pellet Value Chain, Modern Value/Supply Chain Management Approaches, and Value/Supply Chain Models." Journal of Renewable Energy 2014 (2014): 1–14. http://dx.doi.org/10.1155/2014/654158.

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We reviewed 153 peer-reviewed sources to provide identification of modern supply chain management techniques and exploration of supply chain modeling, to offer decision support to managers. Ultimately, the review is intended to assist member-companies of supply chains, mainly producers, improve their current management approaches, by directing them to studies that may be suitable for direct application to their supply chains and value chains for improved efficiency and profitability. We found that information on supply chain management and modeling techniques in general is available. However, few Canadian-based published studies exist regarding a demand-driven modeling approach to value/supply chain management for wood pellet production. Only three papers were found specifically on wood pellet value chain analysis. We propose that more studies should be carried out on the value chain of wood pellet manufacturing, as well as demand-driven management and modeling approaches with improved demand forecasting methods.

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Alftan, Annika, Riikka Kaipia, Lauri Loikkanen, and Karen Spens. "Centralised grocery supply chain planning: improved exception management." International Journal of Physical Distribution & Logistics Management 45, no. 3 (April 7, 2015): 237–59. http://dx.doi.org/10.1108/ijpdlm-02-2014-0017.

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Purpose – The purpose of this paper is to present an operations model for retail replenishment collaboration and identifies its expected benefits and limitations for the members of a grocery supply chain. Design/methodology/approach – A case study is conducted on a development project between a grocery wholesaler and two grocery product suppliers. Data are collected through semi-structured interviews with key respondents from four different companies. Findings – Despite advances in collaborative practices in grocery supply chains, retail store replenishment management faces challenges. In particular, demand exceptions management is a challenge in the grocery industry. A replenishment model called Collaborative Buyer-Managed Forecasting (CBMF) creates a proactive planning approach and a platform for close collaboration in the supply chain. The centralised forecasting transforms retailer sales data into a plan which serves the whole supply chain by creating one-order forecast. The CBMF model facilitates efficient demand management, improves demand responsiveness and promotes better availability of products in retail stores. Research limitations/implications – CBMF provides a replenishment planning model for the whole supply chain. It is tested to a limited extent in one supply chain. Practical implications – The study provides managers with a better understanding of the benefits of centralised forecasting and closer replenishment collaboration, especially during periods of exceptional demand. Originality/value – A new approach for managing demand in grocery supply chains with centralised forecasting is provided.

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Christopher, Martin, and Lynette J. Ryals. "The Supply Chain Becomes the Demand Chain." Journal of Business Logistics 35, no. 1 (March 2014): 29–35. http://dx.doi.org/10.1111/jbl.12037.

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McMaster, May, Charlie Nettleton, Christeen Tom, Belanda Xu, Cheng Cao, and Ping Qiao. "Risk Management: Rethinking Fashion Supply Chain Management for Multinational Corporations in Light of the COVID-19 Outbreak." Journal of Risk and Financial Management 13, no. 8 (August 4, 2020): 173. http://dx.doi.org/10.3390/jrfm13080173.

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Through an international business risk management lens, the widespread and catalytic implications of the 2020 COVID-19 pandemic on the supply chains (SCs) of fashion multinational corporations (MNC) are analyzed to contribute to existing research on supply chain management (SCM). While a movement towards agile, networked supply chain models had been in consideration for many firms prior to the outbreak, the pandemic highlights issues inherent in supply chains that employ concentrated production. We examined the current state of fashion supply chains, risks that have arisen historically and recently, and existing risk mitigation methods. We found that while lean supply chain management is primarily favored for its cost and waste reduction advantages, the structure is limited by the lack of supply chain transparency that results as well as the increasing demand volatility observed even before the COVID-19 outbreak. Although this problem might exist in the agile supply chain, agile supply chains combat this by focusing on enhancing communication and buyer-supplier relationships to improve information exchange. However, this structure also entails an associated increase in inventory and inventory costs. The COVID-19 pandemic has caused supply and demand disruptions which have resonating effects on supply chain activities and management, indicating a need to build flexibility to mitigate epidemic and demand risks. To address this, several strategies that firms can adopt to control for such risks are outlined and key areas for further research are identified which consider parties both upstream and downstream of the fashion supply chain.

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Wang, Xiao Yan, and Jian Sun. "Buffet Effect Simulation Model on Demand Chain Management." Applied Mechanics and Materials 44-47 (December 2010): 688–92. http://dx.doi.org/10.4028/www.scientific.net/amm.44-47.688.

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Bullwhip effect means the magnification of demand fluctuations, which is evident in a supply chain when demand increases and decreases, while the concept of Demand Chain Management means to make the planning on the basis of the demand side information so as to solve the problem of inconsistent upstream and downstream information by means of partner collaboration in the supply chain. Demand chain emphasizes the customer demand as its core value so as to achieve the best balance between the supply chain efficiency and customer satisfaction. Compared with the supply chain, the demand chain advises the enterprise to strengthen the information transmission ability to promote the performance. Under the demand chain management, the extent of bullwhip effect are weakened, and the fluctuation range against demand chain management is lower than against traditional supply chain.

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Selen, Willem, and Fawzy Soliman. "Operations in today’s demand chain management framework." Journal of Operations Management 20, no. 6 (April 24, 2002): 667–73. http://dx.doi.org/10.1016/s0272-6963(02)00032-3.

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Khorheh, Mohammadreza Amiri, Ehsan Eslami, and Hoda Davarzani. "Orchestrating supply and demand chain management processes." International Journal of Value Chain Management 6, no. 4 (2012): 331. http://dx.doi.org/10.1504/ijvcm.2012.052438.

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Varkhedkar, Narendra, Nitin Seth, and Prakash Verma. "A conceptual model of demand chain management." International Journal of Modelling in Operations Management 3, no. 3/4 (2013): 296. http://dx.doi.org/10.1504/ijmom.2013.058345.

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Vasista, T. G. K., and A. M. AlAbdullatif. "Role of Electronic Customer Relationship Management in Demand Chain Management." International Journal of Information Systems and Supply Chain Management 10, no. 1 (January 2017): 53–67. http://dx.doi.org/10.4018/ijisscm.2017010104.

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In 21st century, collaborative business supply chain environments are required to be proactive rather than reactive so that they can better deal with the uncertainty, growing competition, shorter cycle times, more demanding customers and pressure to cut costs. Demand chain management as a new business model requires investing in consumer insights and closer relationships in the supply chain to conduct predictive analysis of retail intelligent solutions. In this regard new kinds of methodologies are required to be discussed. However, at the execution level the limitations in terms of scalability, data integration and knowledge based decision support to providers or suppliers in terms of strategy building and in providing deductive inference capabilities are to be addressed. Therefore, it is required to describe how predictive analytics helps in constructing the knowledge base to conduct verification and validation in terms of semantic predictive analytic for the domain of demand chain management.

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Korhonen, Pertti, Kati Huttunen, and Eero Eloranta. "Demand chain management in a global enterprise-information management view." Production Planning & Control 9, no. 6 (January 1998): 526–31. http://dx.doi.org/10.1080/095372898233777.

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19

J, Reeves Wesley, and Joseph Jeya Anand S. "Integrated Supply Chain Risk Management Capabilities and its impact on Supply Chain Demand Management." International Journal of Business Information Systems 34, no. 1 (2020): 447. http://dx.doi.org/10.1504/ijbis.2020.10030577.

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20

Chen, Lihua, Liying Wang, and Yingjie Lan. "Auction models with resource pooling in modern supply chain management." Modern Supply Chain Research and Applications 1, no. 2 (May 13, 2019): 120–34. http://dx.doi.org/10.1108/mscra-01-2019-0001.

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Purpose In this paper, the main focus is on supply and demand auction systems with resource pooling in modern supply chain from a theoretical modeling perspective. The supply and demand auction systems in modern supply chains among manufacturers and suppliers serve as information sharing mechanisms. The purpose of this paper is to match the supply and demand such that a modern supply chain can achieve incentive compatibility and economic efficiency. The authors design such a supply and demand auction system that can integrate resources to efficiently match the supply and demand. Design/methodology/approach The authors propose three theoretic models of modern supply chain auctions with resource pooling according to the Vickrey auction principle. They are supply auction model with demand resource pooling, demand auction model with supply resource pooling, and double auction model with demand and supply resource pooling. For the proposed auction models, the authors present three corresponding algorithms to allocate resources in the auction process by linear programming, and study the incentive compatibility and define the Walrasian equilibriums for the proposed auction models. The authors show that the solutions of the proposed algorithms are Walrasian equilibriums. Findings By introducing the auction mechanism, the authors aim to realize the following three functions. First is price mining: auction is an open mechanism with multiple participants. Everyone has his own utility and purchasing ability. So, the final price reflects the market value of the auction. Second is dynamic modern supply chain construction: through auction, firm can find appropriate partner efficiently. Third is resources integration: in business practices, especially in modern supply chain auctions, auctioneers can integrate resources and ally buyers or sellers to gain more efficiency in auctions. Originality/value In the paper, the authors propose three theoretic models and corresponding algorithms of modern supply chain auctions with resource pooling according using the Vickrey auction principle, which achieves three functions: price mining, dynamic modern supply chain construction and resources integrating. Besides, these proposed models are much closer to practical settings and may have potential applications in modern supply chain management.

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Agrawal, Durgesh Kumar. "Demand Chain Management: Factors Enhancing Market Responsiveness Capabilities." Journal of Marketing Channels 19, no. 2 (April 2012): 101–19. http://dx.doi.org/10.1080/1046669x.2012.667760.

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Schwartz, Jay D., and Daniel E. Rivera. "CONTROL-RELEVANT DEMAND MODELING FOR SUPPLY CHAIN MANAGEMENT." IFAC Proceedings Volumes 39, no. 1 (2006): 267–72. http://dx.doi.org/10.3182/20060329-3-au-2901.00037.

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23

Priem, Richard L., and Morgan Swink. "A Demand-side Perspective on Supply Chain Management." Journal of Supply Chain Management 48, no. 2 (April 2012): 7–13. http://dx.doi.org/10.1111/j.1745-493x.2012.03264.x.

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Hilletofth, Per, Dag Ericsson, and Martin Christopher. "Demand chain management: a Swedish industrial case study." Industrial Management & Data Systems 109, no. 9 (October 30, 2009): 1179–96. http://dx.doi.org/10.1108/02635570911002261.

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Jacobs, Dany. "The promise of demand chain management in fashion." Journal of Fashion Marketing and Management: An International Journal 10, no. 1 (January 2006): 84–96. http://dx.doi.org/10.1108/13612020610651141.

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Saunders, Scott. "Reaction to “The Supply Chain Becomes the Demand Chain”." Journal of Business Logistics 35, no. 2 (June 2014): 153–54. http://dx.doi.org/10.1111/jbl.12047.

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Barnett, Brad. "Reaction to “The Supply Chain Becomes the Demand Chain”." Journal of Business Logistics 35, no. 2 (June 2014): 155–56. http://dx.doi.org/10.1111/jbl.12048.

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Cesar Mangabeira, Barbosa, Chaves Carlos Alberto, and Cardoso Alvaro Azevedo. "DEMAND CHAIN MANAGEMENT: The Main Techniques Used by Production Engineering in the Demand Management Process." Engineering Research: technical reports 8, no. 1 (2017): 1–14. http://dx.doi.org/10.32426/engresv8n1-001.

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Buttigieg, Sandra C., Frank Bezzina, Andrew Xuereb, and Prasanta K. Dey. "Healthcare supply chain management: Application in the Maltese Healthcare System." Health Services Management Research 33, no. 2 (April 2, 2020): 55–65. http://dx.doi.org/10.1177/0951484819871003.

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Introduction Hospital supply chains are complex systems ensuring flow of products/services to satisfy patients. The aim of this exploratory study is to improve the Maltese health care system’s efficiency using supply chain management principles in three hospital settings. The theoretical basis underlying the study is the supply chain decision-making framework. Methods Using observation and focus groups, the following steps were undertaken: (i) mapping healthcare supply chain processes and identifying challenges; (ii) understanding competitive strategy through implied demand uncertainty; (iii) deriving supply chain strategies through supply chain drivers; (iv) optimizing healthcare supply chain (right balance between cost and responsiveness); (v) identifying critical success factors for healthcare supply chains. Results In line with their competitive and supply chain strategies, the three settings have well-defined primary goals, stakeholders’ needs/demands/expectations, as well as clear-cut, albeit some similar, criteria and sub-criteria for improving the quality and quantity of their services. The trade-offs between efficiency and responsiveness for the supply chain drivers are distinctive and in line with their competitive strategies, hence achieving the desired fit with the healthcare supply chain strategies. Conclusions By adopting healthcare supply chain principles, there should be improved services in each setting, which in turn should lead to system-wide results.

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KATAGISHI, Toyoji, Takahiro TSUKISHIMA, Toshimitsu HAMADA, and Hisashi ONARI. "The Effect of Demand Information Sharing in Supply Chain Management." Proceedings of Manufacturing Systems Division Conference 2002 (2002): 7–8. http://dx.doi.org/10.1299/jsmemsd.2002.7.

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Semenchuk, Kateryna, and Tetiana Shutenko. "Research of material and technical resources inventory management in projects supply chains." Technology audit and production reserves 2, no. 2(58) (April 30, 2021): 26–32. http://dx.doi.org/10.15587/2706-5448.2021.229456.

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The object of research is the processes of material and technical support of projects in the field of supply chain management. One of the most challenging areas faced by logistics and project managers is determining the appropriate level of supply chain inventory management when implementing projects. Today, there is a demand for the development and implementation of dynamic supply chains, the essence of which is to increase the service level by increasing the speed of response to customer requests and flexibility in excess components (high stock levels, unbalanced duration of supply cycles), taking into account the uncertainty of demand.The analysis of the justification of the value of the supply chain, namely of such components as logistics costs, the cost of storing inventories and deficit costs, is carried out. Models of inventory management in the supply chain with centralized and decentralized service are presented. Calculations of the indicators of the standard deviation of demand and the duration of the supply cycle, the values of the cyclic and safety stock are presented. For the situation of centralized service of the resource flow, the influence of the demand dependence on the stock level was investigated.The study used the theory of supply chain management and project management, which made it possible to take into account the variability of demand and the duration of supply. As a result of the work, models of the volume of insurance stocks in conditions of uncertainty in demand and the duration of the supply cycle of resources are proposed. In order to ensure the optimal strategy of resource provision, the concept of «service level» was investigated. The service level of the first kind (cyclical service level) and the service level of the second kind (saturated demand) are considered.The results of this research provide an opportunity to improve project efficiency in the face of volatile demand, reduced product life cycle and increased competition. Such changes require supply chains to develop strategies that are focused on the end user, that is, an integrated supply chain management strategy is required.

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Hwang, Ming-Hon, and Hsin Rau. "Development of strategies for shortening supply chain and demand chain." Human Systems Management 25, no. 4 (November 8, 2006): 255–63. http://dx.doi.org/10.3233/hsm-2006-25404.

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Supply chain management (SCM) recently has attracted a lot of attention from industrial practitioners and academics worldwide. Moreover, shortening a supply chain has been a main issue in supply chain management. Shortening supply chain means reducing the process time required for supply chain activities, which are logistics, business, information, cash flow and design process, etc. This study proposes methods of shortening supply chain based on the activities listed above together with their classification and descriptions. To analyze the cause and effect between those solutions and methods of shortening supply chain, this study uses the cause and effect diagram as a supporting method. Additionally, to understand the efficiency of these methods, this study builds up a supply chain performance measure to evaluate the efficiency of methods of shortening supply chain.

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Zutsara, Fenave. "Supply Chain Management in Agricultural Industry." Journal La Lifesci 2, no. 6 (January 19, 2022): 18–24. http://dx.doi.org/10.37899/journallalifesci.v2i6.539.

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The study discusses Supply Chain Management in Agricultural Industry. Supply Chain Management (SCM) involves the management of supply chain members, who are divided into two categories: main members (consumers) and supporting members (businesses). More effective cost reductions may assist a corporation in achieving its profit objectives more quickly and efficiently than boosting sales efforts. Supply chain management attempts to control (manage) the growth in demand as rapidly as possible since consumers are increasingly expecting the fulfillment of requests as quickly as possible, even when the demand is unexpected and the product in question is not a typical one (customize).

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Ewbank, Henrique, José Arnaldo Frutuoso Roveda, Sandra Regina Monteiro Masalskiene Roveda, Admilson ĺrio Ribeiro, Adriano Bressane, Abdollah Hadi-Vencheh, and Peter Wanke. "Sustainable resource management in a supply chain: a methodological proposal combining zero-inflated fuzzy time series and clustering techniques." Journal of Enterprise Information Management 33, no. 5 (July 10, 2020): 1059–76. http://dx.doi.org/10.1108/jeim-09-2019-0289.

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PurposeThe purpose of this paper is to analyze demand forecast strategies to support a more sustainable management in a pallet supply chain, and thus avoid environmental impacts, such as reducing the consumption of forest resources.Design/methodology/approachSince the producer presents several uncertainties regarding its demand logs, a methodology that embed zero-inflated intelligence is proposed combining fuzzy time series with clustering techniques, in order to deal with an excessive count of zeros.FindingsA comparison with other models from literature is performed. As a result, the strategy that considered at the same time the excess of zeros and low demands provided the best performance, and thus it can be considered a promising approach, particularly for sustainable supply chains where resources consumption is significant and exist a huge variation in demand over time.Originality/valueThe findings of the study contribute to the knowledge of the managers and policymakers in achieving sustainable supply chain management. The results provide the important concepts regarding the sustainability of supply chain using fuzzy time series and clustering techniques.

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Holmström, Jan, Timo Ala‐Risku, Jaana Auramo, Jari Collin, Eero Eloranta, and Antti Salminen. "Demand‐supply chain representation." Journal of Manufacturing Technology Management 21, no. 3 (March 16, 2010): 376–87. http://dx.doi.org/10.1108/17410381011024340.

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Hwang, Ming-Hon, and Hsin Rau. "Establishment of a customer-oriented model for demand chain management." Human Systems Management 26, no. 1 (March 20, 2007): 23–33. http://dx.doi.org/10.3233/hsm-2007-26103.

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This study attempts to solve problems encountered in traditional supply chain design, including: products not being designed or manufactured according to customer needs; low profit or over-crowded competitors in the chosen target market, and conflicts between the objectives for each member of the supply chain. Moreover, this study recommends a model for calculating the objectives for the overall demand chain and for each member. This model maximizes the overall demand chain performance by satisfying customer needs. It not only gives demand chain members for value adding direction, but also monitors the members during execution. The proposed model provides immediate corrective action if any members of the demand chain deviate from the objectives.

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Coker, Joakim, and Petri Helo. "Demand-supply balancing in manufacturing operations." Benchmarking: An International Journal 23, no. 3 (April 4, 2016): 564–83. http://dx.doi.org/10.1108/bij-04-2014-0028.

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Purpose – Demand-supply balancing (DSB) strategies and approaches are becoming increasingly important for manufacturing and operations. The purpose of this paper is to analyze practices of manufacturing companies and how they balance demand/supply in operations. Design/methodology/approach – Questionnaire-based interview has been conducted at 20 largest companies having manufacturing/operations in Finland. Findings – Supply chain structure, flexibility, demand management, capacity management, inventory management and revenue management are perceived as key practices for DSB. Research limitations/implications – The results show importance of supply chain-related parameters such as supply chain flexibility and inventory management in addition to production planning and control. The study is delimited to Finland companies but it gives an idea how decision making in operations generally can be perceived. Practical implications – DSB actions should be connected to operations strategy and long-term planning of the company. Originality/value – DSB is a strategic-level operations question which has an impact on several functions of supply chain.

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Tang, Jia. "A Study of Inventory Management in Supply Chain under the Environment of Internet of Things." Applied Mechanics and Materials 556-562 (May 2014): 6673–76. http://dx.doi.org/10.4028/www.scientific.net/amm.556-562.6673.

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Since the 1960s, the competition between enterprises has been replaced by the competition between supply chains because of rapid economic development. For the purpose of enhancing the competitiveness of supply chain by improving the level of supply chain management, the resources of enterprises in supply chain should be integrated and optimized, and then managed uniformly. Inventory management is the most important part of supply chain management. The inventory models what we are using have many limitations. The effectiveness of implementation often depends on the accuracy of the accuracy of “market demand forecast”. In order to reduce the reliance on “market demand forecast” accuracy to improve the efficiency of supply chain inventory management, we need to have further research on this theory by used of Internet of things to explore right model.

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Lun, Y. H. Venus, Kee-hung Lai, Christina W. Y. Wong, and T. C. E. Cheng. "Demand chain management in the container shipping service industry." International Journal of Production Economics 141, no. 2 (February 2013): 485–92. http://dx.doi.org/10.1016/j.ijpe.2011.12.009.

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Hines, Peter, Riccardo Silvi, and Monica Bartolini. "Demand chain management: an integrative approach in automotive retailing." Journal of Operations Management 20, no. 6 (May 2, 2002): 707–28. http://dx.doi.org/10.1016/s0272-6963(02)00036-0.

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Sinha, Amit, William P. Millhiser, and Yuanjie He. "Matching supply with demand in supply chain management education." International Journal of Logistics Management 27, no. 3 (November 14, 2016): 837–61. http://dx.doi.org/10.1108/ijlm-03-2015-0058.

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Purpose The field of supply chain management (SCM) evolves dramatically due to factors of globalization, innovation, sustainability, and technology. These changes raise challenges not only to higher education institutions, but also to students, employing organizations, and third parties like SCM-related professional bodies. To understand the challenge, the purpose of this paper is to examine the gap between demand and supply of SCM-related knowledge areas, answer-related design questions, and make recommendations to close the gaps. Design/methodology/approach To compare the demand and supply of SCM-related knowledge areas, demand data is collected from a professional career website and supply data is gathered from operations management (OM) and SCM course syllabi from AACSB-accredited business schools in the USA. Cluster analysis identifies how supply and demand are matched on the data collected. Findings First, gaps exist between SCM talent requirements from industry and the knowledge/skill training by US business schools. This paper identifies matching, under-supplying, and over-supplying knowledge areas. Under-supply in emerging areas such as SCM information technology and certain logistics management topics are found. Some traditional OM topics are over-supplied due to out-of-date industry applications and should be revised to reflect the field’s transition from an OM to SCM view. Last, this paper makes recommendations to different stakeholders in this matching supply with demand process. Originality/value This study contributes to the literature in two ways. First, it provides an up-to-date understanding on demand and supply of SCM talent in USA. Second, it provides insights and recommendations not only to educators on curriculum design, but also to potential candidates interested in SCM careers, to companies’ job recruiters, and to professional organizations (such as APICS and Council of Supply Chain Management Professionals) to reduce the gaps between demand and supply.

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Mangal, Dharamvir, and Tarun Kumar Gupta. "Management of demand uncertainty in supply chain cost planning." International Journal of Logistics Systems and Management 22, no. 4 (2015): 399. http://dx.doi.org/10.1504/ijlsm.2015.072746.

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Ye, Ying, and Kwok Hung Lau. "Designing a demand chain management framework under dynamic uncertainty." Asia Pacific Journal of Marketing and Logistics 30, no. 1 (January 8, 2018): 198–234. http://dx.doi.org/10.1108/apjml-03-2017-0042.

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Purpose The purpose of this paper is to put forward a demand chain management (DCM) framework underpinned by the alignment theory and applies it to investigate the fashion apparel (FA) industry in China under the impacts of the latest economic transition. Design/methodology/approach An exploratory multiple case study methodology involving five Chinese FA firms, each with a different business model and ownership type, was employed. Semi-structured interviews, onsite observations and review of company documents were conducted to collect information for analysis. Findings Using a conceptual DCM framework as a guide for analysis, the study finds that companies with a higher level of alignment with the external market situation and among the three internal DCM dimensions, namely, market management, supply chain management (SCM), and organization management, appear to perform better under the rapidly changing economic conditions in China. Research limitations/implications This study contributes to knowledge by reviewing thoroughly the literature on SCM evolution and develops a DCM framework based on alignment theory that represents the state of the art in this area. By extending the administration-integration-production-development (A-I-P-D) logic set adopted in the alignment theory, this study has also equipped the proposed framework with an empirical tool to measure alignment. Practical implications By applying the framework to examine the Chinese apparel industry under the impacts of the latest economic transition, this study provides practitioners in the industry with a framework to help formulate strategies and a tool to measure alignment. The findings of the case study also offer insights to the industry to thrive in the rapidly changing businesses environment with dynamic uncertainties. Originality/value This study extends the application of the A-I-P-D logic set under the alignment theory to the SCM field. This endeavor successfully transforms the proposed DCM framework from a theoretical concept to a practical tool to help evaluate empirically the alignment and strategic fit of a firm and potential relationship with firm performance. As the Chinese FA market has increasingly evolved under the impact of the globalization, the findings of this study not only assist the local FA companies in coping with the dynamic uncertainties but also shed light on the future developments of the global FA industry. Besides, the alignment measurement tool embedded in the proposed DCM framework can help enhance the chances of business success during implementation.

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Jansen, Rolf, and Andreas Reising. "E-Demand Chain Management als kundenorientierte "real time" Prozesssteuerung." Controlling 13, no. 4-5 (2001): 197–202. http://dx.doi.org/10.15358/0935-0381-2001-4-5-197.

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Walters, David. "Effectiveness and efficiency: the role of demand chain management." International Journal of Logistics Management 17, no. 1 (January 2006): 75–94. http://dx.doi.org/10.1108/09574090610663446.

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Li, Xin-Wu. "Research on Demand Prediction Based on Supply Chain Management." Journal of Applied Sciences 13, no. 20 (October 1, 2013): 4336–39. http://dx.doi.org/10.3923/jas.2013.4336.4339.

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Aburto, Luis, and Richard Weber. "Improved supply chain management based on hybrid demand forecasts." Applied Soft Computing 7, no. 1 (January 2007): 136–44. http://dx.doi.org/10.1016/j.asoc.2005.06.001.

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Amalia, Siti, Dio Caisar Darma, and Siti Maria. "Supply Chain Management and the Covid-19 Outbreak: Optimizing its Role for Indonesia." Current Research Journal of Social Sciences and Humanities 3, no. 2 (December 30, 2020): 196–202. http://dx.doi.org/10.12944/crjssh.3.2.07.

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At the beginning of the emergence of Covid-19, there was panic buying in Indonesia which caused an unusual situation in supply management. Although the handling of this epidemic has entered a "new normal", the availability of stocks of electronics, automotive, pharmaceuticals, food, and others is running low and out of control, so supply chain management is needed. The purpose of this article is to try to see the extent of the transformation in supply and demand in Indonesia. With this in-depth literature, the supply chain model is likely to transform globally, given that many companies are confused about management being unable to cope with drastic changes in the market. The demand patterns over the past period indicate a shift from offline to online storefronts. Even though it has now entered a transition to a new normal and shopping outlets are slowly opening up, online shopping or demand patterns are predicted to last a long time. Therefore, supply chain actors, especially farmers, logistics entrepreneurs, and shipping services, inevitably have to be able to quickly adapt to changing patterns in Indonesia. There is an imbalance between the demand and supply sides. Food supply chains tend to be unique in comparison to the supply chains of other products and services.

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Krishnakumar, Jyotsna, Catherine Chan-Halbrendt, Theodore Radovich, Pauline Sullivan, and Ken Love. "Supply-demand integrated management model for effective farmer-buyer coordination: case of the Hawaii avocado industry." Journal on Chain and Network Science 9, no. 1 (January 1, 2009): 17–23. http://dx.doi.org/10.3920/jcns2009.x154.

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The paper presents possible solutions to small farmers in the agricultural sector in a small island setting grappling with challenges of enhancing their local industry and import substitution through a supply-demand chain framework. In 2005, Hawaiian farms produced approximately 363,200 kg of avocados. However, Hawaiian demand for these fruits required an additional 908,000 kg of avocados that were supplied through imports. At the same time, it is worth noting; almost 49% of locally produced avocados did not reach the market. These facts clearly suggest inefficiencies in the local avocado supply chain. Review of the literature on supply chain management suggests a sustainable avocado industry requires an integrated supply and demand chain management system. Hence, a modified conceptual model of supply-chain management called the Supply Demand Integrated Management (SDIM) model is proposed in this paper. Traditional supply chains contain three functional components: supply coordination, physical production and logistic management. In the new model, we propose adding R4D (Research for Development), a public good provided by the government to agricultural industries as an integral part of the supply-demand chain system. It articulates the significance of research and supply chain partnerships between small growers, industry groups, and public agencies. A well-integrated demand/supply chain in the avocado industry allows sharing of vital market information which can contribute to long-term strategic decisions that help local avocado growers increase their competitiveness against foreign imports. It also provides metrics in terms of consumer satisfaction, profitability, competitiveness, self-sufficiency, import substitution and sustainability. The SDIM model as applied to the avocado industry suggests two hypotheses relevant to the current situation. The hypotheses are: (1) There is a lack of coordination between what the farmers are growing and the chefs' (a high-end customer/buyer) preferences; (2) Forming an avocado farmer cooperative will enhance the profitability of local farmers. Survey data was collected from Hawaiian chefs and avocado farmers. Data was analysed using a Duncan multi-range test and a mathematical model, respectively, to test the hypotheses. The test revealed a lack of coordination between what the farmers are growing and buyer preferences. The results from the mathematical model suggested that formation of an avocado marketing cooperative would enhance the profitability of local farmers. Thus, the SDIM framework expands existing body of knowledge about supply chain management and provides useful information to local avocado growers that can help strengthen their supply and demand chain management.

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Cherif, Emna. "On-Demand Online Real Estate Information System." International Journal of Strategic Information Technology and Applications 4, no. 3 (July 2013): 42–67. http://dx.doi.org/10.4018/ijsita.2013070102.

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Internet is helping change the structure of the residential real estate industry by offering new services in the system aiming to enhance the facilities provided to the user. This would enhance the demand chain management. The first purpose of this paper is to illustrate these changes by specifying the functional components of the demand chain management system for online real estate. The author uses a formal specification language to model the interaction between the online real estate management system, the new entities and the other actors. The proposed online real estate management system includes advanced modules that can be bundled together, creating differentiation and enhancing the value chain. The second objective is to propose a simplified implementation architecture for an integrated demand and supply chain management system for online real estate services. The author chose an open source Customer Relationship Management system as a platform to manage some of the online real estate modules. Other value-added modules are integrated from third-party providers using their open interfaces.

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