Search results

The purpose of this research is to investigate how to introduce a financing scheme to tackle the manufacturer's capital constraint problem, discuss the effects of data-driven marketing (DDM) quality, cross-channel-return (CCR) rate and financing interest rate on the members' pricing and delivery-lead-time decisions and optimal performances, and analyzes `how to achieve the coordination within a dual-channel supply chain (DSC) by contract coordination.

This work establishes a DSC model with DDM, and the offline retailer can provide internal financing to the capital-constrained online manufacturer. The demand under the price is determined based on DDM quality, customer channel preference and delivery lead time. Then, combined with the Stackelberg game, the optimal pricing and delivery-lead-time decisions are discussed under the inconsistent and consistent pricing strategies with decentralized and centralized systems. Furthermore, it designs a manufacturer-revenue sharing contract to coordinate the members under the two pricing strategies.

(1) The increase of DDM quality will reduce the delivery-lead-time under the inconsistent or consistent pricing strategy and will push the selling prices; (2) The growth of the CCR rate will raise selling prices and extend the delivery-lead-time under the decentralized decision; (3) Under price competition, the offline selling price is higher than the online selling price when customers prefer the offline channel and vice versa; (4) The retailer and the manufacturer can achieve a win-win situation through a manufacturer-revenue sharing contract.

This paper contributes to the studies related to DSC by investigating pricing and delivery-lead-time decisions based on DDM, CCR, internal financing and supply chain contract and proposes some managerial implications.

The purpose of this paper is to generate a performance model for an order‐to‐delivery (OTD) process in delivery scheduling environments. It aims to do this with a triadic approach, encompassing a customer, a supplier and a logistics service provider.

The paper takes the form of a conceptual analysis and a triadic case study on performance measurement requirements in an OTD process characterized by delivery scheduling, and generating performance models.

Two OTD process performance models, one for the supplier's delivery sub‐process and one for the customer's delivery scheduling, the logistics service provider's transportation and the customer's good receipt sub‐process, in delivery scheduling environments are generated.

A single case study limits the levels of external validity and reliability to analytical generalization.

The generated performance models include definitions of four sub‐processes and outline ten performance dimensions that should be of relevance for several companies to apply.

This is the first approach that generates performance models for a triadic OTD process for use in delivery scheduling environments.

The effects of cellular manufacturing (CM) on increased delivery speed and resource utilization along with its interaction with volume, mix, routing, and labor flexibilities are not clear for manufacturers and supply chain managers. Aims to focus on this.

Based on real data from a US screen‐printing company, a simulation model is designed to determine the influence of volume, mix, routing and labor flexibilities in presence of volatile demand. Simulation of one and two cell configuration is compared with job shop to determine the shortest delivery and highest utilization.

As volume flexibility increases, delivery is faster in presence of CM compared to job shop. Furthermore, added routing flexibility results in 70 percent shorter lead time with low volume flexibility, and 85 percent shorter lead time with high volume flexibility. Additionally, in the two‐cell design, assignment of fewer, but more multi‐skilled workers shared between cells results in higher utilization and lower lead time.

This study contributes to the manufacturing research by revealing the benefits of CM, and the importance of volume, routing, and labor flexibilities reacting quickly to volatile demand in today's dispersed manufacturing environment. Also, this study demonstrates that labor allocation is equally important in manufacturing cells as the equipment and part decisions are.

The findings provide manufacturers a guideline on how to best set up CM and operational flexibilities to respond faster to volatile demand. The simulation model is successful in showing that cells and manufacturing flexibilities are strong enablers of faster delivery lead time and higher resource utilization.

The purpose of this paper is to examine the relationship between customer order lead time (COLT) and the price sensitivity of an electrical equipment manufacturer company. In consequence, it examines two research questions in terms of COLT, price and profitability level and to ensure the validity and practical justification of these research questions.

In this research the authors have used a case study approach where three business measures, namely COLT, price and the profitability level of a case company were investigated and analyzed critically. These measures were implemented through four different customer segments with two production lines of the case company. Data were collected from the company's order delivery database from the period 2006 to 2008. In addition, different experimental data were collected through interviewing and reviewing the results of the data analysis with the unit managers.

In this paper the authors have observed the correlation between the price, profit and COLT with all four customer segments in both the production lines of the case company. From the case data, the authors concluded that the customer did not pay more when the COLT is shorter than with the average time. It is also noticeable that the profit margin is higher for the case company to handle COLT with shorter lead time than the average order delivery lead time.

More case examples might be helpful to motivate the managers to accept the research outcomes.

The concept of the company's COLT in relation to the price and profitability level supports organizational managers in their decision‐making process in terms of productivity level and the company's growth. It will motivate the managers to make tradeoffs among various developmental measures.

This paper implemented a unique approach for measuring the significant level of price and profitability level over COLT. From the outcomes of this study, it is observed that the price correlated positively with the COLT and has a direct and significant impact on it. When the price is increased the COLT is also increased. It is also noticed that the products of the case company which offered shorter lead times were on average also more profitable, even though there were no significant differences in average pricing between the customer segments.

The purpose of this paper is to derive monetary benchmarks and managerial implications for omni-channel retailers’ B2C e-fulfillment strategies by investigating the trade-offs between lead time, delivery convenience and total price including shipment in the context of online electronics retailing.

Based on a choice-based conjoint analysis among 550 US online shoppers, the monetary values of lead time and convenience were calculated in a log-log regression model. In addition, latent class segmentation was applied to identify consumer segments according to their differing e-fulfillment preferences.

From a consumer perspective, the analysis suggests that price is the most important criteria in omni-channel retailer selection, followed by lead time and convenience. The value of time is, on average, $3.61 per day. Regarding convenience, the results indicate that delivery to the home is highly preferred over pick-up options. The value of the consumer’s travel time was estimated at $10.62 per hour. The latent class segmentation identified four segment groups with different preferences.

To validate the findings, future research could analyze real data from omni-channel retailers’ customers’ buying behavior. It should also be interesting to extend the research to other price ranges, market segments and e-fulfillment factors, such as return options, shop ratings and membership programs aiming for further generalization.

The findings guide omni-channel retailers to focus on efficient B2C e-fulfillment strategies. Considerable competitive advantages may be gained by reducing lead times and offering convenient delivery in line with the lead time valuation of the identified customer segment.

This study fills gaps in the academic research of consumer behavior in retailer selection, which has primarily concentrated on the choice between “brick-and-mortar” and online sales channels. It paves the way for a more service-oriented perspective in omni-channel retailing research.

Key components of the logistics mix are described in an effort to create an understanding of the total logistics concept. Chapters include an introduction to logistics; the strategic role of logistics, customer service levels, channel relationships, facilities location, transport, inventory management, materials handling, interface with production, purchasing and materials management, estimating demand, order processing, systems performance, leadership and team building, business resource management.

Results have shown that the actual delivery performance of a company is often significantly worse than management's own assessment of its performance.

The author investigate the effect which the delivery performance of a company's suppliers have upon the company's own delivery assurance and reputation. Alternative methods of evaluating supplier delivery performance are studied. An analysis is made of the extent to which the suppliers' poor delivery performance was adversely affected by factors under the control of the company's own sales, design, production and purchasing departments in requesting unrealistic dates from suppliers.

The purpose of this study is to identify, characterize and assess supplier flexibility measurement practices in the order-to-delivery process.

The study involved a survey; participants were 224 purchasing managers at Swedish manufacturing companies that had more than 20 employees.

Scrutiny of the details of measurement practices revealed that most respondents actually do not specifically measure supplier flexibility. Instead they measure other measures like delivery reliability, conduct qualitative follow-ups, or cannot specify how supplier flexibility is measured. It was acknowledged that they measure different supplier flexibility aspects, and the applied measures were characterized, e.g. in terms of which flexibility dimension they represent.

Conceptual clarifications and adaptations to measuring supplier flexibility in the order-to-delivery process are provided. The identified measures can be a contribution in further developing literature on flexibility performance measurement.

Purchasing, logistics and supply chain managers in search of supplier flexibility performance measurement can find ways to measure and an extended flexibility vocabulary. This has the potential to improve flexibility in the supply chain.

Even though flexibility is claimed as being an important competitive advantage, few empirical studies and operationalized measures exist, particularly in the order-to-delivery process.

The merchandising process of a large buying office in Hong Kong was studied using a network analyses tool, programme evaluation and review technique (PERT). Quantitative and qualitative data were both obtained by in‐depth interviews with key people in the company. The delivery lead time, which was the cycle time from the receipt of an order by the buying office to the point where the garment lot was ready for shipment at the manufacturer’s factory, was determined quantitatively, and probabilities of late shipments analysed. For bulk orders of woven garments, the activity time of fabric manufacture and garment manufacture was found to account for about half and one‐third, respectively, of the total delivery lead time (about 69 days). Also the PERT was shown to help identify critical activities which were redundant and thereafter, through process re‐engineering, could shorten the delivery lead time and reduce the work load of the merchandiser.