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We examine the sample self-selection and the use of LIFO or FIFO inventory method. For this purpose, we apply the Heckman-Lee’s two-stage regression to the 1973–1981 data, a period of relatively high inflation, during which the incentive to adopt the LIFO inventory valuation method was most pronounced. The predicted coefficients based on the reduced-form probit (inventory choice model) and the tax functions are used to derive predicted tax savings in the structured probit. Specifically, the predicted tax savings are computed by comparing the actual LIFO (FIFO) taxes vs. predicted FIFO (LIFO) taxes. Thereafter, we estimate the dollar amount of tax savings under different regimes. The two-stage approach enables us to address not only the managerial choice of the inventory method but also the tax effect of this decision. Previous studies do not jointly consider the inventory choice decision and the tax effect of that decision. Hence, the approach we use is a contribution to the literature. Our results show that self-selection bias is present in our sample of LIFO and FIFO firms and correcting for the self-selection bias shows that the LIFO firms, on average, had $282 million of tax savings, which explains why a large number of firms adopted the LIFO inventory method during the seventies.

This chapter covers three main concepts: it provides an overview of supply chain management (SCM), introduces the concepts of procurement and what is entailed within this function, and explains how inventory is managed. In the first section, SCM is considered broadly but also in the context of hospitality. The key roles and objectives of SCM as well as the significance of supply chain risk and disruption are considered. In the second section, the concept of sourcing is discussed. Sourcing is a critical function in any organization: without this, an organization would cease to operate. The importance of supplier selection is explored, with methods to make the most appropriate selection and for subsequently managing suppliers. Finally, the third section focuses on how inventory management can be optimized. Concepts such as economic order quantity (EOQ) and ABC analysis are explored, along with alternatives to traditional inventory management methods.

Digital technologies (DTs) have emerged as a major driving force, transmuting the ways Supply Chains (SCs) are managed. The integration of DTs in supply chain management (SCM), Digital Supply Chain Management (DSCM), has fundamentally reshaped the SCM landscape, offering new opportunities and challenges for organizations. This chapter provides a comprehensive overview of modern DTs and the way they impact modern SCM. This chapter has twofold objectives. First, it illustrates the major changes that DTs have brought to the supply chain landscape, unraveling their multifaceted implications. Second, it offers readers a deeper and comprehensive understanding of the challenges and opportunities arising from the incorporation of DTs into supply chains. By going through the chapter, readers will be able to have a comprehensive grasp of how DTs are reshaping SCM and how organizations can survive and thrive in the digital age. This chapter commences by shedding light on how DTs have and continue to redefine SCM, improving supply chain resilience, visibility, and sustainability in an increasingly complex and interconnected world. It also highlights the role of DTs in enhancing SC visibility, agility, and customer-centricity. Furthermore, this chapter briefly highlights the challenges related to the adoption (pre and post) of DTs in SCM, elucidating on issues related to talent acquisition, data security, and regulatory compliance. It also highlights the ethical and societal implications of this digital transformation, emphasizing the significance of responsible and sustainable practices. This chapter, with the help of three cases, illustrates how the adoption of DTs in SC can impact the various SC performance indicators.

This chapter reports the findings of a large-scale study investigating the issues that arise when firms introduce a new Internet channel. Our analysis offers three key contributions. First, we provide a framework to guide firms in anticipating and understanding the unique challenges of introducing an Internet channel. Second, we present a menu of alternatives to address these challenges. Finally, we pose a series of questions which identify which solutions are most appropriate given the particular market and firm context.

We study the relationship between firms’ top management teams (TMT) and internationalization complexity. We consider the effect of three different sets of TMT characteristics – international business orientation intensity, education intensity, and team diversity – on three different and increasingly complex facets of internationalization - international markets intensity, international operations intensity and international country diversity. We argue that more international, highly-educated and diverse TMTs are better able to face the complexity derived from international competition. The results of our empirical analysis show that TMTs having foreign managers or managers with international experience are more likely to be in charge of firms facing higher international operations intensity. Conversely, more educated and more diverse TMTs are associated with complexity deriving from international diversification.

Recent events have shown that earnings management is a significant problem in the business world and that the culture in place in many organizations may encourage managers to manipulate earnings. While prior research has shown that earnings management exists at the corporate level, it has not examined whether managers at the divisional level are motivated to manage earnings. The purpose of this study is to examine whether divisional managers will be more inclined to manage earnings in order to maximize personal wealth. The secondary research objective is to examine whether the information frame will impact discretionary management accounting decisions. Members of the Institute of Management Accountants participated in an earnings management study in which two conditions were manipulated. First, the annual compensation of subjects was contingent on whether target income was met or not met. Second, information about a potentially obsolete inventory item was framed as either positive or negative. Subjects were asked the likelihood they would write off the potentially obsolete inventory. Research findings support the earnings management hypothesis and indicate that managers are less likely to write off obsolete inventory when their compensation is impacted by the write-off. Study results also reveal that the manner in which the inventory information is framed may affect managers’ write-off decision. These results are important as they may indicate that earnings management is more pervasive throughout the organization than previously shown.

In an omnichannel environment, customers switch channels from product discovery to eventual purchase decision strategically. Hence, the biggest challenge for retailers nowadays is how to operate an effective omnichannel strategy. To improve inventory operational efficiency, this chapter investigates the influences of price setting and customers’ return probability on inventory forecasting. Subsequently, we explore how retailers participate in providing appropriate information delivery and product fulfillment. Specifically, a stylized newsvendor model, which incorporates customers’ showrooming behavior, is developed to address retailers’ inventory problem. Furthermore, we compare the benefits of buy-online-and-pick-up-in-store (BOPS) and showroom strategy which originates offline but is completed online. Three main findings are obtained as follows: (1)online and offline inventory order quantities augment with the ascending of pricing offline and online, respectively. Meanwhile, the inventory decisions increase when customers’ return probability declines; (2) the implementation of showroom helps retailers expand their pure online market coverage than BOPS, while it reduces the total inventory quantity if the proposition of unit online inventory cost accounting for product price exceeds physical store; and (3) showroom strategy is more profitable than BOPS option as long as unit online inventory cost is small enough. In addition, we find this boundary where showroom increases total profit expands with the attenuating of return probability.

Considering sustainability and resilience together is crucial in food supply chain (FSC) management, as it ensures a balanced approach that meets environmental, economic and social needs while maintaining the system's capacity to withstand disruptions. Towards this, a multi-objective optimisation model is proposed in this study to create an integrated sustainable and resilient FSC. The proposed model employs four objective functions – each representing a dimension of sustainability and one for resilience and utilises an augmented ϵ-constraint method for solving. The findings highlight the interplay between sustainability aspects and resilience, illustrating that overemphasis on any single dimension can adversely affect others. Further, the proposed model is applied to the case of Indian mango pulp supply chain and several inferences are derived. The proposed model would assist decision-makers in making a well-balanced choice based on sustainability and resilience considerations.

Unlike manufacturing firms where the production of goods can be adjusted according to the demand of customers, hospitality firms do not have the ability to alter the capacity of the changing demand of guests in a short period of time. Given the relatively fixed capacity or supply, maximizing revenue through inventory control is essential for hospitality operations. This chapter covers operations inventory control extracted from the field of revenue management. First, the concept of capacity management and planning is enclosed and various capacity management tactics and inventory control strategies are explored. Next, the management and principles of space inventory through inventory-based restrictions, strategic pricing, displacement analysis, and distribution channel management are addressed. Finally, the respective applications of these principles, strategies, and tactics in several hospitality sectors are discussed.

The objective of inventory management models is to determine efficient policies for managing the trade-off between customer satisfaction and the cost of goods. This chapter presents a methodology that uses the Monte Carlo Method (MCM) to estimate the behavior of a raw material supply model, considering uncertain variables such as demand, prices, and exchange rates. In order to show how to use this methodology, we analyze the case of a Colombian company in the aluminum industry. This company imports aluminum sheets from China. In this case, we analyze the financial impact of the raw material supply contract proposed by the Chinese supplier. The model considers different supply scenarios for the raw material. We calculate robust indicators such as Value at Risk (VaR), the Conditional Value at Risk (CVaR) and the probability of success for each scenario analyzed. Finally, we conduct a sensitivity analysis with respect to the sales price to validate the proposed models and solution approaches. The results show that considering risk metrics to evaluate the impact of endogenous factors over the supply process is a useful approach to improve decision-making related to this process and also can help to ensure the profitability of the company.