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Publication series of professorship for global supply chain management
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Item-typ:Veröffentlichung, Big Data Analytics for controlling supply chain performance(2021-04-12); ; Congestion delay produces logistical consequences for the supply chain performance for stored goods. A delayed delivery produces disruption at the next level in the supply chain. To deal with this problem, the study demonstrate the use of Google data, in particular Google Maps data of text-based data sources, which can contribute to the expanse of existing solution approaches based on google mapsBericht315 420 - Some of the metrics are blocked by yourconsent settings
Item-typ:Veröffentlichung, Supply Chain Complexity – A Bibliometric Analysis(2020-07-25); ; ; ; Supply chain (SC) structures become more dynamic and complex with an increasing globality. Complexity in SCs relates to three main dimensions. Spatial, horizontal, and vertical complexity are associated with higher uncertainty and missing transparency in Supply Chain Management (SCM). In modern SCM it is always assumed that the SCs are of global nature and reach across borders into different cultures (Vachon and Klassen, 2002, p. 219). This led to a competitive environment where company networks face each other instead of single firms (Kotzab et al., 2015, pp. 525–526). As there are many definitions of Supply Chain Complexity (SCC) that differ to some extent, the definition that underlines the basic approach of this paper is by. In SCM, SCC is defined as a combination of product, process, and network complexity (Bozarth et al., 2009, p. 80). SCC management is a challenging task for SC managers all over the world. If a company is about to fail at SCC management, negative consequences will be generated. These consequences reach from inconsistent incoming material quality to higher transaction costs and a general inflexibility. It is impossible for SC managers to eliminate complexity which establishes an importance to create an understanding of drivers in SCC, determine, evaluate, and implement strategies to reduce complexity. Higher complexity leads to an overall worse performance in SCM, forming an incentive to manage SCC . To review a research field, bibliometric analysis technique is applied. The analysis brings forth the main achievement in answering the following objectives: a) Providing the intellectual foundation of SCC, i.e. the most impactful articles, authors, institutions, and journals as well as the academic output. b) Providing the interdisciplinary character of SCC.Bericht939 596 - Some of the metrics are blocked by yourconsent settings
Item-typ:Veröffentlichung, Supplier selection in the fashion industry(2021-02-25); ; ; ; Supplier selection is of particular importance within the field of logistics. It is seen as an essential success factor for every manufacturing company and its entire supply chain network. The choice of the most appropriate supplier can be made by using different processes, which aim to increase the overall benefit, increase customer satisfaction and minimize the product supplier risks. This is also a frequently discussed topic within the fashion industry. The fashion industry is characterized by a constantly changing product range, almost complete dependence on consumers and rising labor costs in emerging countries. Therefore, flexibility and reliability as well as technological conditions play a decisive role in the selection and evaluation of the supplier. Due to the changing preferences of customers new decision-making factors are gaining importance. Besides the economic aspect, the focus is now also on ecological and social aspects. If suppliers do not comply with human rights or ecological standards, this is usually attributed to the company and often causes damage to its image. Therefore, the consideration of environmental and social issues in supplier evaluation plays an important role in the fashion industry. Besides the challenges already mentioned many companies in the fashion industry have found that a supplier who produces cheaply but is far away and difficult to reach has more disadvantages than advantages. Within the last few years, it became clear that for this reason more money had to be spent on quality control, as different standards prevailed in supplier countries. Therefore, they now try to find a balance between local and global procurement and production. In the following paper, this basic information given above will be used to answer the question of which decision-making process for choosing a supplier in the fashion industry leads to the most promising result, taking into account economic, ecological and social goals. In the first step, different processes are presented and analyzed. These processes are SMART and SMARTER, Even Swaps, AHP, MACBETH, MAUT and PROMETHEE, which have been chosen due to their established usage in logistics decision-making. Based on this, a process is selected and implemented. For this purpose, the four stages of supplier selection are carried out: initial supplier qualification, agreement of measurement criteria, obtainment of relevant information and decision.Bericht538 813 - Some of the metrics are blocked by yourconsent settings
Item-typ:Veröffentlichung, An analysis on Supply Chain Performance Measurement(2020-07-25); ; ; ; In today’s business processes it has been stated, that a successful supply chain (SC) is a key factor to increase the company’s productivity and profitability and consequently leads to a competitive advantage. This leads to the conclusion that supply chain performance (SCP) needs to be measured to achieve success. The importance of performance measurement for the success of companies has also been emphasized by Santos (2002, p. 1246). Performance measurement is necessary for implementing and realizing strategic goals and further informs the decision makers at the operational, tactical and strategic level (Guanasekaran and Kobu, 2007). In order to maintain the competitive advantage, SCs need to be monitored and underly continuous improvements. Because of these reasons performance measurement and metrics are needed to support the SCP improvement. Through the increasing importance of SCP improvement, different metrics have been examined and developed in the scientific research. As a consequence, a great amount of different kind of metrics have been evolved, including insufficient metrics and a lack of appropriate metrics. Bagchi (1996) identifies 28 metrics, which are categorized in time, quality, cost and diagnostic measures. Gunasekaran et al. (2001) focuses on 18 metrics and links them to the SC activities: plan, source, make/assemble and (customer) delivery. Gunasekaran et al. (2005) suggests 28 performance metrics in new enterprises. Griffis et al. (2004, p. 98) summarize ten metrics, that have been identified as the “most commonly recommended logistics performance measures”. Beamon (1999, p. 281–284) provides exemplary metrics and links them to resources, output and flexibility. Hausman (2002, p. 67–69) classifies the metrics in service, inventory and speed. Furthermore, Gopal and Thakkar (2012, p. 521–522) provide a list, that shows how SCP can be measured in diverse ways. The provided insight into the different metrics shows its broad extent and the differences in its approaches, which makes it difficult to get an overview and a clear fundamental classification. Hence, the research objective of the presented paper deals with the identification of the different categories or core aspects used in the literature. In order to extent the research the second research objective deals with the examination whether the identified literature of the SCP categories show a relation to the terms global supply chain management (SCM), SC complexity and SC risk.Bericht402 900 - Some of the metrics are blocked by yourconsent settings
Item-typ:Veröffentlichung, Decision making on allocation of Covid-19 Vaccines in Africa(2021-02-25); ; ; ; The COVID-19 pandemic has overwhelmed health systems and hugely influenced economies around the world. An effective and efficient control can only be reached through sustained public health measures and equal access of populations at different income levels to affordable, safe and assured quality vaccines among other health products. The fast track development of Covid-19 vaccines was a great success of modern science, however there have been justified fears that richer countries could hoard the vaccines at the expense of poorer ones. Highlighting inequalities in January, the World Health Organization’s (WHO) head said that more than 39 million doses had been administered in at least 49 higher-income countries, but only 25 in one of the lowest-income countries. Therefore an ambitious international scheme called Covax (Covid-19 Vaccines Global Access Facility) aims to make sure vaccines are shared among the poor and rich countries equally. It was launched in April 2020 and is led by the WHO, together with the Global Vaccine Alliance and the Coalition for Epidemic Preparedness Innovations. A total of 92 low- and middle-income countries and economies will be able to access COVID-19 vaccines through Gavi’s Covax Advance Market Commitment (AMC). At the first phase of the distribution of vaccines to member countries, Covax aims to vaccinate 20% of all country’s populations. Once 20% of population per country is covered (i.e. Tier 1), Phase 2 of the allocation process will gradually expand access to cover a larger portion of the population in all countries. In this study we use the framework of the aforementioned organization to create strategies for allocating resources (vaccine doses) to 3 different regions in Africa because the studies show that cases of the pandemic vary geographically across Africa with notably high incidence in neighboring countries. Therefore, regions have to be prioritized for vaccination rather than countries alone. From this point of view, the problem was considered as a resource allocation problem and the regions were prioritized according to their threat level, health system vulnerabilities and logistics costs. In our model we created 3 different strategies as to address the needs and weaknesses of relative regions. These strategies include the vaccination of a) 10%, b) 20% or c) 30% of a region’s population.Bericht298 275 - Some of the metrics are blocked by yourconsent settings
Item-typ:Veröffentlichung, Enhancing the logistics performance : a textual big data approach(2020-08-12); ; Publication series of Professorship for Global Supply chain managementBericht301 317