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Journal articles on the topic 'Integrated platelet supply chain'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

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1

Ensafian, Hamidreza, and Saeed Yaghoubi. "Robust optimization model for integrated procurement, production and distribution in platelet supply chain." Transportation Research Part E: Logistics and Transportation Review 103 (July 2017): 32–55. http://dx.doi.org/10.1016/j.tre.2017.04.005.

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2

Ensafian, Hamidreza, Saeed Yaghoubi, and Mohammad Modarres Yazdi. "Raising quality and safety of platelet transfusion services in a patient-based integrated supply chain under uncertainty." Computers & Chemical Engineering 106 (November 2017): 355–72. http://dx.doi.org/10.1016/j.compchemeng.2017.06.015.

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3

Liu, Peide, Ayad Hendalianpour, Jafar Razmi, and Mohamad Sadegh Sangari. "A solution algorithm for integrated production-inventory-routing of perishable goods with transshipment and uncertain demand." Complex & Intelligent Systems 7, no. 3 (January 16, 2021): 1349–65. http://dx.doi.org/10.1007/s40747-020-00264-y.

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AbstractSupply and distribution management of blood products is a challenging task due to their short lifespan. The problem is even more sophisticated considering uncertain demand for these products. This paper addresses integrated inventory-routing of blood in a supply chain network consisting of a single supplier and a group of blood centers. Transshipment among blood centers is allowed to decrease the cost of excess inventory and shortage of goods. A mathematical model is developed that decides on the optimal quantity of supplied blood, delivery plan, inventory level, and quantity of products transshipped between blood centers with the objective of minimizing total costs. In addition, a robust optimization approach is adopted to deal with uncertainty in demand. Since the proposed model is NP-hard, a heuristic solution algorithm is developed that improves solution quality by determining the most efficient change in vehicle routes in each search stage. The efficiency of the proposed algorithm is examined in a set of numerical experiments and using data from a real case of supply and distribution management of blood platelets. The results indicated that allowing transshipment reduces the need for supply capacity at the supplier, product shortage, inventory level, and the total cost.

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4

Levary, Reuven R. "Computer integrated supply chain." International Journal of Materials and Product Technology 16, no. 6/7 (2001): 463. http://dx.doi.org/10.1504/ijmpt.2001.001276.

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5

O’Brien, Christopher, and Ou Tang. "Integrated enterprise and supply chain management." International Journal of Production Economics 101, no. 1 (May 2006): 1. http://dx.doi.org/10.1016/j.ijpe.2005.05.001.

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6

Zuo-Jun Shen. "Integrated Stochastic Supply-Chain Design Models." Computing in Science & Engineering 9, no. 2 (March 2007): 50–59. http://dx.doi.org/10.1109/mcse.2007.34.

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7

Lowe, Jonathan J., and Scott J. Mason. "Integrated Semiconductor Supply Chain Production Planning." IEEE Transactions on Semiconductor Manufacturing 29, no. 2 (May 2016): 116–26. http://dx.doi.org/10.1109/tsm.2016.2544202.

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8

Пузанова and Irina Puzanova. "Integrated Planning of Supply Chains." Administration 3, no. 2 (June 17, 2015): 43–49. http://dx.doi.org/10.12737/11509.

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Integrated planning of supply chains is a relatively new trend in domestic economic science and of practical interest for Russian business. A concept of integrated planning of supply chains, causes and stages of its implementation, as well as difficulties faced by companies in the course of integrated planning implementation have been considered in this paper. The main elements of the supply chain strategy have been identified, their interrelation has been determined. Difficulties and obstacles related to supply chain strategy development have been listed. Main issues of integrated planning at the tactical level have been revealed, and basic technologies for synchronization of plans in the supply chain have been outlined. In this material the essence of integrated planning consisting in a joint and coordinated planning of logistics activities by all participants of supply chain has been identified.

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Mandal, Santanu, Rathin Sarathy, Venkateshwar Rao Korasiga, Sourabh Bhattacharya, and Surajit Ghosh Dastidar. "Achieving supply chain resilience." International Journal of Disaster Resilience in the Built Environment 7, no. 5 (November 14, 2016): 544–62. http://dx.doi.org/10.1108/ijdrbe-04-2016-0010.

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Purpose The purpose of this paper is to investigate the inter-relationship among dominant supply chain capabilities of collaboration, flexibility, velocity and visibility and how the same influence supply chain resilience (SCRES) and supply chain performance. Further, the aim is to explore the relationship between integrated logistics capabilities and supply chain capabilities. Design/methodology/approach The proposed hypotheses were tested with survey data collected from 339 supply chain professionals. The collected data were then analyzed with confirmatory factor analysis, and the proposed relationships were tested with structural equation modeling. Findings Integrated logistics capabilities were found to positively influence supply chain collaboration and supply chain visibility. There is a positive influence of each of collaboration, flexibility, visibility and velocity on SCRES. Further, each of these supply chain capabilities positively influences each other to a greater extent. Further, SCRES was found to have a positive influence on supply chain performance. Research limitations/implications Like many other cross sectional studies, this study also suffers from data collected from single respondent per firm. Originality/value The study is significant and holds immense importance for managers and supply chain practitioners because it has suggested them to focus on core supply chain capabilities, for example, collaboration, flexibility, visibility and visibility for developing SCRES. Along with this, it undersigned the growing importance and empirical influence of integrated logistics capabilities in developing these supply chain capabilities and also the positive influence of resilience on supply chain performance.

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10

Hoffman, Brad. "Integrated Tubular-Supply-Chain Management Reduces Cost." Journal of Petroleum Technology 56, no. 10 (October 1, 2004): 40–41. http://dx.doi.org/10.2118/1004-0040-jpt.

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11

Bure, Vladimir M., Vladimir V. Karelin, Lyudmila N. Polyakova, and Aleksander V. Flegontov. "Mathematical model of the integrated supply chain." Vestnik of Saint Petersburg University. Applied Mathematics. Computer Science. Control Processes 15, no. 3 (2019): 353–61. http://dx.doi.org/10.21638/11701/spbu10.2019.305.

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12

Bure, Vladimir M., Vladimir V. Karelin, Lyudmila N. Polyakova, and Aleksander V. Flegontov. "Mathematical model of the integrated supply chain." Vestnik of Saint Petersburg University. Applied Mathematics. Computer Science. Control Processes 15, no. 3 (2019): 353–61. http://dx.doi.org/10.21638/11702/spbu10.2019.305.

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13

Pedrosa, Lehilton L. C., and Maxim Sviridenko. "Integrated Supply Chain Management via Randomized Rounding." INFORMS Journal on Computing 30, no. 1 (January 2018): 124–36. http://dx.doi.org/10.1287/ijoc.2017.0769.

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14

Memişoğlu, Gökhan, and Halit Üster. "Integrated Bioenergy Supply Chain Network Planning Problem." Transportation Science 50, no. 1 (February 2016): 35–56. http://dx.doi.org/10.1287/trsc.2015.0598.

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15

Li, Dong, and Christopher O'Brien. "Integrated decision modelling of supply chain efficiency." International Journal of Production Economics 59, no. 1-3 (March 1999): 147–57. http://dx.doi.org/10.1016/s0925-5273(98)00097-8.

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16

Shao, Bin, and Kunpeng Li. "Cross-Sale In Integrated Supply Chain System." Journal of Business & Economics Research (JBER) 10, no. 5 (April 30, 2012): 277. http://dx.doi.org/10.19030/jber.v10i5.6979.

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In this article, we study two manufacturers, each producing a single substituting product, selling the products through their own centralized distribution channels, and also using each others distribution channel at their choice. Distribution channels are also substitutable. Using price competition and a game theoretic approach, we find that the same products can be sold at a higher price in the cross-sale channel than in its own centralized distribution channel. The first mover in doing a cross-sale doesnt necessarily enjoy the advantage in terms of higher profit. Not only manufacturers can charge higher prices for their own and cross-sold product from their competitor, but also cross-sale increases the profits of both manufacturers; and most importantly, cross-sale improves the systems profit dramatically.

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17

Puigjaner, Luis, and José Miguel Laínez. "Capturing dynamics in integrated supply chain management." Computers & Chemical Engineering 32, no. 11 (November 2008): 2582–605. http://dx.doi.org/10.1016/j.compchemeng.2007.10.003.

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18

Pisani, Jo. "Optimising supply chain investments — An integrated approach." Journal of Generic Medicines 1, no. 3 (April 1, 2004): 242–48. http://dx.doi.org/10.1057/palgrave.jgm.4940028.

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19

Božović, Miroslav, Branko Davidović, and Aleksandar Jovanović. "AN INTEGRATED APPROACH TO SUPPLY CHAIN FLOWS." FBIM Transactions 3, no. 1 (January 15, 2015): 121–29. http://dx.doi.org/10.12709/fbim.03.03.01.14.

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20

Chen, Zhixiang, Shihua Ma, and Jen S. Shang. "Integrated supply chain management for efficiency improvement." International Journal of Productivity and Quality Management 1, no. 1/2 (2006): 183. http://dx.doi.org/10.1504/ijpqm.2006.008380.

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21

Strohmandl, Jan, and Zdeněk Čujan. "Risk Minimisation in Integrated Supply Chains." Open Engineering 9, no. 1 (December 10, 2019): 593–99. http://dx.doi.org/10.1515/eng-2019-0082.

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AbstractIntegrated supply chains, due to their complexity, are vulnerable in relation to various types of risks, especially in the present turbulent market environment, characterised by increased demand for effectiveness of the individual logistic activities, extended customer service and decreased cost. The supply chain risks are represented by any threatening event that may unexpectedly disrupt or restrict material flow, or directly stop the scheduled logistic or manufacturing activities. Supply chain risk management includes risk identification, analysis and implementation of measures against potential risk consequences. This article describes supply chain management, risk elimination methods in the case of a technological breakdown and potential subsequent supply chain failure and application of the modified Failure Mode, Effects & Criticality Analysis (FMECA).

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22

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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23

Gohil, Dhruman, and Shivangi Viral Thakker. "Blockchain-integrated technologies for solving supply chain challenges." Modern Supply Chain Research and Applications 3, no. 2 (May 24, 2021): 78–97. http://dx.doi.org/10.1108/mscra-10-2020-0028.

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PurposeBlockchain technology was developed to synchronize the data and transactions over the supply chain network and connected nodes. This paper aims to show how blockchain technology can enhance flexibility and agility in supply chain operations. The integration of blockchain and other recently developed technology can help deal with supply chain uncertainties and other challenges being faced by the industry.Design/methodology/approachThrough an extensive literature review of existing research papers and conversation with supply chain managers, barriers and challenges in the supply chain were identified. Some elements were researched of blockchain technology that can be used to resolve some challenges. Blockchain technology and other technologies integration is developed for implementation in supply chain for better visibility and efficiency of supply chain.FindingsThe challenges in the supply chain are categorized, and the solution is given through the integration of blockchain and other technologies like Internet of Things and artificial intelligence. The integration shows the execution of tasks through blockchain and various technologies in supply chain.Research limitations/implicationsBlockchain in supply chain is finding its strong place in India when compared to developing nations. There is a need for technology experts, supply chain managers and consumers to understand blockchain’s importance. Challenges faced by industries to use blockchain may be analyzed further with real-life industry case studies.Practical implicationsThis research helps enterprises in successful execution of smart technologies in their supply chains. This research helps enterprises in successful execution of smart technologies in their supply chains. Managers and practitioners may use the models developed in real-time implementation. The technologies are described in detail to help the practitioners select the best suitable for their organization.Social implicationsDigital supply chains are finding the way in industries due to lean and efficient nature. It is beneficial to use the smart technologies to make supply chain green and sustainable.Originality/valueThe implementation of the digital supply chain and its challenges are discussed in the research paper. This will work as a platform for research in the area of technologies for supply chain.

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24

Sabet Motlagh, Mohammad, Masoud Rezaei, and Mahdi Abedini Naeeni. "An integrated approach for supply-production planning in a supply chain." Management Science Letters 3, no. 6 (June 1, 2013): 1599–610. http://dx.doi.org/10.5267/j.msl.2013.05.029.

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25

Elsaleiby, Aber. "An integrated strategic-operational supply chain network design: a case of consumer goods supply chain." International Journal of Supply Chain and Operations Resilience 3, no. 4 (2019): 275. http://dx.doi.org/10.1504/ijscor.2019.099446.

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26

Elsaleiby, Aber. "An integrated strategic-operational supply chain network design: a case of consumer goods supply chain." International Journal of Supply Chain and Operations Resilience 3, no. 4 (2019): 275. http://dx.doi.org/10.1504/ijscor.2019.10020794.

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27

Theeranuphattana, Adisak, John C. S. Tang, and Do Ba Khang. "An Integrated Approach to Measuring Supply Chain Performance." Industrial Engineering and Management Systems 11, no. 1 (March 1, 2012): 54–69. http://dx.doi.org/10.7232/iems.2012.11.1.054.

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28

Kuleshova, Ekaterina, Anastasia Levina, and Rustam Esedulaev. "Reengineering of supply chain management integrated scheduling processes." MATEC Web of Conferences 193 (2018): 05064. http://dx.doi.org/10.1051/matecconf/201819305064.

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The paper describes the principle of the reengineering of supply chain management integrated scheduling processes in order to increase in efficiency of business process and decrease the decision-making time at collision of plan-fact deviations. The basic concept of business-processes reengineering is analyzed. The experience of reengineering of supply chain integrated scheduling business processes for the oil and gas branch is presented. The bottlenecks of the current practice were revealed. The purpose of this paper is to carry out recommendations for improving business processes based on an analysis of the current realization of the process, his provision with information systems and data flows.

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29

Gonzálvez-Gallego, Nicolás, Francisco-Jose Molina-Castillo, Pedro Soto-Acosta, Joao Varajao, and Antonio Trigo. "Using integrated information systems in supply chain management." Enterprise Information Systems 9, no. 2 (January 21, 2014): 210–32. http://dx.doi.org/10.1080/17517575.2013.879209.

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30

Cagliano, Anna Corinna, Alberto De Marco, Sabrina Grimaldi, and Carlo Rafele. "An integrated approach to supply chain risk analysis." Journal of Risk Research 15, no. 7 (August 2012): 817–40. http://dx.doi.org/10.1080/13669877.2012.666757.

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31

Yu, Wantao, Roberto Chavez, Mengying Feng, and Frank Wiengarten. "Integrated green supply chain management and operational performance." Supply Chain Management: An International Journal 19, no. 5/6 (September 2, 2014): 683–96. http://dx.doi.org/10.1108/scm-07-2013-0225.

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Purpose – The purpose of this paper is to extend previous green supply chain management (GSCM) research by developing and empirically testing a conceptual framework that investigates the relationships between three dimensions of integrated green supply chain management (iGSCM) and multiple dimensions of operational performance. Design/methodology/approach – The study is based on survey data collected from 126 automotive manufacturers in China. The relationships between theoretical constructs are analysed using structural equation modelling. Findings – This study generates important findings of the significant and positive relationships between iGSCM (internal GSCM, GSCM with customers and GSCM with suppliers) and operational performance in terms of flexibility, delivery, quality and cost. Practical implications – It is important for managers to simultaneously consider internal GSCM and GSCM with customers and suppliers when implementing environmental sustainability in the supply chains. Overlooking either internal GSCM or external GSCM may hinder their efforts to improve operational performance. Originality/value – This study contributes to the literature by defining iGSCM that combines three main dimensions, namely, internal GSCM, GSCM with customers and GSCM with suppliers, and empirically testing its impact on multiple operational performance dimensions.

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32

Abedi, M., M. S. Fathi, A. K. Mirasa, and N. M. Rawai. "Integrated Collaborative Tools for Precast Supply Chain Management." Scientia Iranica 23, no. 2 (April 1, 2016): 429–48. http://dx.doi.org/10.24200/sci.2016.2129.

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33

Watson, Glyn. "Subregimes of Power and Integrated Supply Chain Management." Journal of Supply Chain Management 37, no. 2 (March 2001): 36–41. http://dx.doi.org/10.1111/j.1745-493x.2001.tb00098.x.

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34

Kumar, Rajeev, and Madhawanand Mishra. "Manufacturing and supply chain flexibility: an integrated viewpoint." International Journal of Services and Operations Management 27, no. 3 (2017): 384. http://dx.doi.org/10.1504/ijsom.2017.084447.

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35

Mishra, Madhawanand, and Rajeev Kumar. "Manufacturing and supply chain flexibility: an integrated viewpoint." International Journal of Services and Operations Management 27, no. 3 (2017): 384. http://dx.doi.org/10.1504/ijsom.2017.10005230.

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36

Parreira, Renato, Matheus Pires, and Enzo Morosini Frazzon. "Integrated Operational Supply Chain Planning in Industry 4.0." International Journal of Integrated Supply Management 14, no. 1 (2021): 1. http://dx.doi.org/10.1504/ijism.2021.10033722.

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37

Yanamandra, Ramakrishna. "Development of an integrated healthcare supply chain model." Supply Chain Forum: An International Journal 19, no. 2 (April 3, 2018): 111–21. http://dx.doi.org/10.1080/16258312.2018.1475823.

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38

Mejías‐Sacaluga, Ana, and J. Carlos Prado‐Prado. "Integrated Logistics Management in the Grocery Supply Chain." International Journal of Logistics Management 13, no. 2 (July 1, 2002): 67–78. http://dx.doi.org/10.1108/09574090210806432.

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This work aims to highlight the importance of adequately defining relationships between firms in a supply chain management (SCM) framework as the basis for its integrated functioning. An empirical study is used to analyze the state of manufacturer‐retailer relationships and the implications of these on efficient functioning of the grocery supply chain in Spain with Efficient Consumer Response (ECR) as a backdrop. Using personal interviews with logistics managers in 48 manufacturers and retailers in Spain, the study focuses on the order fulfillment or demand satisfaction logistics process, and evaluates the willingness for collaboration among the enterprises using best practices and information and communication technologies (ICT's) associated with ECR.

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39

Zhu, Quan, Harold Krikke, and Marjolein C. J. Caniëls. "Integrated supply chain risk management: a systematic review." International Journal of Logistics Management 28, no. 4 (November 13, 2017): 1123–41. http://dx.doi.org/10.1108/ijlm-09-2016-0206.

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Purpose Supply chain risks specifically refer to risks that transmit among supply chain members, thus they should be understood and managed as a whole for an end-to-end supply chain. The purpose of this paper is to review literature of integrated supply chain risk management (ISCRM) that connects supply chain integration (SCI) with supply chain risk management. Design/methodology/approach The systematic literature review methodology was used to select and categorize articles between 1998 and 2015 in peer-reviewed journals. A contingency analysis was further applied to detect association patterns and links between category items. Findings Through a systematic literature review, the research has clearly analyzed risk sources, scopes and dimensions of SCI, and scopes and dimensions of performance in the field of ISCRM. Furthermore, by applying the contingency analysis, the paper has proposed future research directions that are based on the extant literature findings. Originality/value The identified insights, gaps, and future research directions will encourage researchers as well as managers to drive the development of ISCRM.

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40

London, K., and V. Singh. "Integrated construction supply chain design and delivery solutions." Architectural Engineering and Design Management 9, no. 3 (August 2013): 135–57. http://dx.doi.org/10.1080/17452007.2012.684451.

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41

Sohal, Amrik S., Damien J. Power, and Mile Terziovski. "Integrated supply chain management from the wholesaler’s perspective." International Journal of Physical Distribution & Logistics Management 32, no. 2 (March 2002): 96–109. http://dx.doi.org/10.1108/09600030210421714.

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42

Peck, Helen. "Drivers of supply chain vulnerability: an integrated framework." International Journal of Physical Distribution & Logistics Management 35, no. 4 (April 2005): 210–32. http://dx.doi.org/10.1108/09600030510599904.

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43

Smith, Gary A. "Using integrated spreadsheet modeling for supply chain analysis." Supply Chain Management: An International Journal 8, no. 4 (October 2003): 285–90. http://dx.doi.org/10.1108/13598540310490044.

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44

Elmuti, Dean, William Minnis, and Michael Abebe. "Longitudinal assessment of an integrated industrial supply chain." Supply Chain Management: An International Journal 13, no. 2 (March 14, 2008): 151–59. http://dx.doi.org/10.1108/13598540810860985.

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45

Diabat, Ali, and Mohammed Al-Salem. "An integrated supply chain problem with environmental considerations." International Journal of Production Economics 164 (June 2015): 330–38. http://dx.doi.org/10.1016/j.ijpe.2014.12.004.

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46

ElMaraghy, H. A., and R. Majety. "Integrated supply chain design using multi-criteria optimization." International Journal of Advanced Manufacturing Technology 37, no. 3-4 (April 13, 2007): 371–99. http://dx.doi.org/10.1007/s00170-007-0974-3.

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47

Boukherroub, Tasseda, Angel Ruiz, Alain Guinet, and Julien Fondrevelle. "An integrated approach for sustainable supply chain planning." Computers & Operations Research 54 (February 2015): 180–94. http://dx.doi.org/10.1016/j.cor.2014.09.002.

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48

Ghatreh Samani, Mohammad Reza, S. Ali Torabi, and Seyyed-Mahdi Hosseini-Motlagh. "Integrated blood supply chain planning for disaster relief." International Journal of Disaster Risk Reduction 27 (March 2018): 168–88. http://dx.doi.org/10.1016/j.ijdrr.2017.10.005.

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Kumar, Sri Krishna, and M. K. Tiwari. "Supply chain system design integrated with risk pooling." Computers & Industrial Engineering 64, no. 2 (February 2013): 580–88. http://dx.doi.org/10.1016/j.cie.2012.11.013.

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50

Elimam, A. A., and B. Dodin. "Project scheduling in optimizing integrated supply chain operations." European Journal of Operational Research 224, no. 3 (February 2013): 530–41. http://dx.doi.org/10.1016/j.ejor.2012.09.007.

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