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The value of postponing product differentiation until final distribution for manufacturers who market a family of product derivatives through multiple channels is examined. A model is developed of a supply chain that distributes many short‐lived products through different channels. Using the model, we find the postponement is particularly valuable for managing short‐life products. Postponement increases distribution service levels while reducing costs and order fulfillment risk. Postponement is particularly valuable when there are many derivative products and forecast error is high. Trade‐off curves are presented, that allow managers to evaluate the benefits of investing in postponement strategies.

This paper presents a method for estimating the macro‐economic cost of a firm‐level information system disruption within a supply chain.

The authors combine field study estimates with a Leontief‐based input‐output model to estimate the macro‐economic costs of a targeted internet outage that disrupts the supply chain.

The authors find that supply chain vulnerability or resiliency to cyber disruptions is not necessarily dependent on the types of technology employed, but rather how the technology is used to enable supply chain processes and the type of attack experienced. The authors find that some supply chains like oil and gas could be significantly impacted by certain cyber disruptions. However, similar to other causes of supply chain disruptions such as labor disputes or natural disasters, the authors find that firms can be very resilient to cyber disruptions.

The validity of the approach is limited by the accuracy of parameters gathered through field studies and the resolution of government economic data.

Managers should examine how information technology is used to enable their supply chain processes and develop capabilities that provide resilience to failures. Lean supply chains that focus on minimizing inventory may be more vulnerable to major information system failures unless they take special steps to build resilience.

This paper provides a new approach to estimating economic vulnerability due to supply chain information failures.

This chapter explores the recent trend in libraries: that of the establishment of spaces specifically set aside for creative work. The rise of these dedicated creative spaces is owed to a confluence of factors that happen to be finding their expression together in recent years. This chapter examines the history of these spaces and explores the factors that gave rise to them and will fuel them moving forward.

A viewpoint piece, this chapter combines historical research and historical/comparative analyses to examine the ways by which libraries have supported creative work in the past and how they may continue to do so into the 21st century.

The key threads brought together include a societal recognition of the value of creativity and related skills and attributes; the philosophies, values, and missions of libraries in both their long-standing forms and in recent evolutions; the rise of participatory culture as a result of inexpensive technologies; improved means to build community and share results of efforts; and library experience and historical practice in matters related to creativity. The chapter concludes with advice for those interested in the establishment of such spaces, grounding those reflections in the author’s experiences in developing a new creative space at Virginia Commonwealth University.

While a number of pieces have been written that discuss the practicalities of developing certain kinds of creative spaces, very little has been written that situates these spaces in larger social and library professional contexts; this chapter begins to fill that gap.

This chapter of the book aims to achieve sustainability and productivity in light of the interaction between managers and engineers in a lean and agile supply chain management system in today’s organizations. The main innovation of this chapter is the use of the balanced scorecard (BSC) model and fuzzy analysis network process (FANP) to create a suitable platform for the realization of this interaction between managers and engineers and to identify exactly which expert system is ideal for the main purpose. Indeed, this chapter introduces its readers to the application of strategic management tools such as the BSC accompanied by FANP in the elements of supply chain management where data analysis of lean and agile networks in supply chain management can create a competitive advantage in the organization.

You're probably too busy getting the kinks out of your own supply chain to worry about your competitor's. But you should.