Emerald

The sources and consequences of schedule instability at an automotive assembler producing two models on the same assembly track are described. One model was produced under conditions of relatively lengthy stable schedules, the other under more unstable schedule conditions. The two logistics processes were compared, and measures of schedule uncertainty identified. The relative impact on human resources was explored by investigating constructs of the two production systems according to people who worked in the processes. Relative quality and productivity of the two systems were evaluated. It was concluded that there were advantages in both of these measures for the more stable production system, and that the supply chain and core manufacturing process were relatively lean. But the less stable production system provided greater responsiveness to the market and greater discretion to people working in the process.

In today's uncertain and turbulent markets, supply chain vulnerability has become an issue of significance for many companies. As supply chains become more complex as a result of global sourcing and the continued trend to “leaning‐down”, supply chain risk increases. The challenge to business today is to manage and mitigate that risk through creating more resilient supply chains.

Order fulfillment is a key process in managing the supply chain. It is the customers' orders that put the supply chain in motion, and filling them efficiently and effectively is the first step in providing customer service. However, the order fulfillment process involves more than just filling orders. It is about designing a network and a process that permits a firm to meet customer requests while minimizing the total delivered cost. This involves more than logistics, and it needs to be implemented cross‐functionally and with the coordination of key suppliers and customers. In this paper the order fulfillment process is described in detail to show how it can be implemented within a company, and managed across firms in the supply chain. The, activities of each sub‐process are examined; the interfaces with functional silos, processes and firms are evaluated; and, examples of successful implementations are provided.

Today, many Canadian firms are seeking additional profits through sales to the European Community (EC). Successful market development in Europe will first require good contacts to obtain the best distribution channels. Access to the EC can hence be complicated through lack of knowledge of logistics systems in Europe and in particular countries. Secondly, vast numbers of rules, regulations and laws govern the exportation business. A firm can get bogged down simply from red tape. A European logistics information system could facilitate expansion to the EC. If properly designed and implemented, such a system could support a user in dealing with the two preceding issues. That system could furnish data on European logistics, and help especially with legal questions and paperwork. This article presents a conceptual model, and the general requirements and capabilities, of such a decision system to aid Canadian exports to Europe.

The concepts of a supply chain and supply chain management are receiving increased attention as means of becoming or remaining competitive in a globally challenging environment. What distinguishes supply chain management from other channel relationships? This paper presents a framework for differentiating between traditional systems and supply chain management systems. These characteristics are then related to the process of establishing and managing a supply chain. A particular focus of this paper is on the implications of supply chain management for purchasing and logistics.

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.

Imagine the reaction of your company's sales force when you tell them they are losing money selling to Wal‐Mart. To counter their objections, you explain the final delivered product cost exceeds the revenue generated by Wal‐Mart sales. The scenario may seem unrealistic based on the sales volume of mass merchant discounters such as Wal‐Mart, Kmart, and Target; however, manufacturers frequently do not know the cost to serve these merchants or the cost of the functions being shifted backwards in the supply chain. Additional services increase the cost of serving the big retail accounts and jeopardize supplier profitability. While it is understandable that retailers want to lower their costs by eliminating tasks they perform, retailers also need their suppliers to obtain a reasonable margin to ensure the availability of product from a high quality supplier. It is necessary to ensure that selling to these large retail accounts is profitable by determining the costs of serving them.

The paper begins with an overview of some of the forces that have shaped supply chain management and partnership relationships. Next the potential benefits and risks of involvement in supply chain management/partnership relationships are discussed from the perspective of both the shipper and the service provider (warehousers and transportation firms). Results from a major survey of shippers, warehousers and transportation providers are used to illustrate the risks and benefits. Means of minimizing the potential risks are also suggested. The paper concludes with a discussion of issues in supply chain management that would benefit from further analysis and research. These issues include determination of whether a firm should use a supply chain management approach, the management structure to use in supply chain management, and modelling supply chain management systems.