Supply Chain Management Research

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT
A. GOVERNMENTS
CANADA
1. Industry Canada - Report, Logistics and Supply Chain Management: Overview and Prospects (2000), is available at http://strategis.ic.gc.ca/SSG/dm01324e.html. Summary: • Nature of the industry is changing, including increasing focus on meeting customers’ needs, need for higher-end knowledge workers familiar with changing foreign regulatory regimes, and multiciplicity of business languages and cultures. • Growth of reverse logistics, to emerge as the key logistics service in the early 21st century (page 44). • Focus on using electronic commerce and electronic business, allowing supply chains to respond in real time to purchases. This has the effect of shifting the nature of logistics from simply packaging and moving to an information business (page 37). • Some additional future challenges include: forming strategic alliances and partnerships allowing companies to avoid capital costs, and movement in Canada toward adopting ISO standards (pages 5152). • Methodological challenges due to measurement issues as the logistics and supply chain sector cuts across standard industries reported by Statistics Canada (pages 5-6).

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B. RESEARCH PROJECTS, FORUMS
1. STANFORD GLOBAL SUPPLY CHAIN MANAGEMENT FORUM
(http://www.stanford.edu/group/scforum) The Stanford Global Supply Chain Management Forum is a leading research institute in partnership with industry and the School of Engineering (http://soe.stanford.edu) and Graduate School of Business (http://www-gsb.stanford.edu/index_flash.html) at Stanford University (http://www.stanford.edu) that advances the theory and practice of excellence in global supply chain management. Working with approximately 30 industrial organizations (http://www.stanford.edu/group/scforum/Frames/imembers.html), the Forum is actively engaged with a broad cross-section of leading and emerging industries to identify, document, research, develop and disseminate best practices in a dynamic and increasingly global economic business environment. The Forum is also affiliated with the Stanford Alliance for Innovative Manufacturing (AIM) (http://www.stanford.edu/group/AIM). The website currently contains three ‘white papers” that complement the research paper lists currently available in the Publication Section. The white papers reflect on the Forum’s frameworks, thoughts, trends, and visions and consist of position papers about developments in different aspects of the supply chain. A. B. C. Ultimate Enterprise Value Creation Using Demand Based Management (http://www.stanford.edu/group/scforum/Welcome/DBM.pdf) Supply Chain Performance Metrics (http://www.stanford.edu/group/scforum/Welcome/Metrics121400R11.pdf) E-Business and Supply Chain Integration (http://www.stanford.edu/group/scforum/Welcome/EB_SCI.pdf)

2. CANADIAN ASSOCIATION OF SUPPLY CHAIN AND LOGISTICS MANAGEMENT
(http://www.infochain.org/about_SCL/committees.html#Research) This committee was formed to create a much-needed proactive focus on logistics and supply chain research. Historically, SCL has partnered with the likes of University of Alberta, Michigan State University, University of North Carolina and University of British Columbia, among others, to undertake specific research that has emanated from these schools. Today, the committee is more concerned with developing unique and proactive research projects in response to the needs of members and the supply chain community. Recently, the committee has developed a proposal to better define the importance of logistics within the Canadian economy. The proposal, which is linked to Industry Canada's "Technology Roadmaps," has been officially approved.

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SUPPLY CHAIN MANAGEMENT RESOURCE CENTRE AT THE SAM M. WALTON COLLEGE OF BUSINESS
(http://scmr.uark.edu/search.asp?keywords=all)
A Network Comparison of Alliance Motives and Achievements Reference #SCMR-0003 Date: 2001 Assessing the Potential for Intermodal Transportation Using Total Logistics Costs Reference #SCMR-0013 Date: 2001 Beyond Marketing Myopia: The Service of Small Railroads Reference #SCMR-0007 Date: 2000 Effects of Logistics Capabilities and Strategy on Firm Performance Reference #SCMR-0004 Date: 2001 Exploring Alternative Purchasing Strategies: Just-In-Time or Just Enough? Reference #SCMR-0011 Date: 1999 Exploring Dispatcher Characteristics and Their Effect on Driver Retention Reference #SCMR-0010 Date: 1999 Judith Schmitz Whipple, Michigan State University Julie J. Gentry, University of Arkansas John Ozment, University of Arkansas H. Barry Spraggins, University of Nevada, Reno Michael Landry, University of Arkansas John Ozment, University of Arkansas Daniel F. Lynch, Montana State University at Billings Scott B. Keller, Michigan State University John Ozment, University of Arkansas Julie J. Gentry, University of Arkansas Matthew A. Waller, University of Arkansas Scott B. Keller, Michigan State University Scott B. Keller, Michigan State University John Ozment, University of Arkansas

Exploring Dispatcher Communication Effectiveness: Implications for Retaining Drivers in the Trucking Industry John Ozment, University of Arkansas Scott Keller, Michigan State University Reference #SCMR-0008 Date: 1999 International Marketing Implications of Transportation Infrastructure Investment in Developing Countries Reference #SCMR-0002 Date: 2001 Managing Driver Retention: Effects of the Dispatcher Reference #SCMR-0009 Date: 1999 Personal Research in Logistics and Intermodal Transportation Reference #SCMR-0012 Date: 2001 Postponement, Product Customization, and Market-Oriented Supply Chain Management Reference #SCMR-0001 Date: 2001 Short Line and Regional Railroad Executives Look at Their Industry Reference #SCMR-0005 Date: 2001 The Effects of Logistics Capabilities and Strategy on Firm Performance Reference #SCMR-0006 Date: 2000 John Ozment, University of Arkansas Julie J. Gentry, University of Arkansas David L. Kurtz, University of Arkansas Scott B. Keller, Michigan State University John Ozment, University of Arkansas Steve Rutner, University of Arkansas Matthew A. Waller, University of Arkansas Pratibha A. Dabholkar, University of Tennessee Julie J. Gentry, University of Arkansas Michael Landry, Northeastern State University John Ozment, University of Arkansas Daniel F. Lynch, Montana State University at Billings Scott B. Keller, Michigan State University John Ozment, University of Arkansas

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CENTER FOR SUPPLY CHAIN MANAGEMENT
(http://www.nyenrode.nl/int/research_faculty/cscm)

There are within the CSCM three areas of expertise:
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Information Systems/ Information Technology (IS/IT) Marketing Operations and Logistics Management

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft The Purchasing and Supply Unit is part of Nyenrode's Center for Supply Chain Management. This Center coordinates all activities on education and research in the area of Supply Chain Management within Nyenrode's (international )management programs. The Purchasing and Supply Unit is responsible for graduate education, academic research and contract research in the area of purchasing and supply management. Our publications:
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Professionalising purchasing in organisations: towards a purchasing development model - prof. dr. Arjan J. van Weele (download in PDF-format, 44 kb) Purchasing and information age: towards a virtual purchasing organisation - prof. dr. Arjan J. van Weele (download in PDF-format, 36 kb) Aanbestedingen in de praktijk - drs. Elliott Thijssen (download in PDF-format, 10 kb)

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CENTER FOR ADVANCED PURCHASING STUDIES
(http://www.capsresearch.org/about.htm)

An independent research firm with ties to Arizona State University and the Institute for Supply Management. Research activities include: benchmarking; best practices; focus studies; and Project 10X. recent focus studies: Senior Purchasing and Supply Managers' 2001 Compensation Benchmarks and Demographics by Thomas E. Hendrick, Ph.D., and Jeffrey A. Ogden Achieving World-Class Supply Chain Alignment: Benefits, Barriers, and Bridges by Stanley E. Fawcett, Ph.D., and Gregory M. Magnan, Ph.D. Report on the Job Analysis to Update the Certified Purchasing Manager and Accredited Purchasing Practitioner Examinations by Eugene W. Muller, Ed.D. e-commerce/e-markets white paper: Coming into focus using the lens of economic value to clarify the impact of B2B e-marketplaces color web version black/white print version Benchmarking CAPS' Benchmarking consists of compiling and publishing benchmark reports for separate industries: from aerospace to telecommunications services. These reports, published on an annual or bi-annual basis, list the performance metrics of greatest interest to purchasing professionals in each industry as well as a standard set of benchmarks that are collected in each of the industries.

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft In order to collect reliable purchasing performance data, our researchers interact with purchasing professionals at leading firms in each industry. The data we gather enable us to determine purchasing performance standards within each of the industries. Certainly, this effort requires significant participation from outside corporations. Their support is of great benefit to the purchasing profession as a whole since the information in the benchmarking reports is available from no other source. Best Practices A quarterly Best Practices publication available from CAPS. Number of practices profiled per issue: 3 Definition of Best Practice: The identification of policies, procedures, and programs, referred to as the critical success factors, that top performers are using that lead to superior performance. Selection criteria for Best Practices: Best Practices may be identified as those activities that are new, innovative practices that are successfully incorporated into an organization/industry for the first time. Other identifiers - practices that are systematic, eliminate waste, maximize resources, etc. Focus Studies CAPS continually sponsors and conducts focus studies that analyze recent trends and explore the current environment of the purchasing profession. A list of completed studies from the past 10+ years is available, as is a list of research in progress. Project 10X - Partnership for Strategy Innovation Responding to the needs of its contributors, CAPS has launched Project 10X. This rolling five- to 10year vision for purchasing and supply chain management establishes new and innovative strategies to take you a step outside the box, defines best-in-class practices that stretch your imagination, and augments your current methods. Project 10X uses face-to-face executive vision sessions, field studies, and e-research to establish critical future innovations in sourcing/supply chain strategies, practices, and change management. Being first to execute the high impact and integrated strategies identified by Project 10X provides leading organizations a source of sustainable competitive advantage. For a preview of Project 10X go to www.caps10x.org. e-Supply Chain/e-Sourcing Project. The Internet and Web applications are changing the global economy and the ways in which organizations conduct business. CAPS’ e-Supply Chain/e-Sourcing Project examines the impact of these applications on purchasing/supply and identifies how organizations are harnessing the connectivity and information exchange made possible by the Internet. The value propositions of e-markets, dynamic pricing, industry portals, buying process automation, and supply decision support systems are clarified by the CAPS research team. The study is an ongoing project and will generate reports at regular intervals. For further information please contact [email protected]. RESEARCH (http://www.capsresearch.org/completed.htm) 5

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Entire Executive Study Year Title, Authors, Description Summary (PDF File) Senior Purchasing and Supply Managers' 2001 Compensation Benchmarks and Demographics by Thomas E. Hendrick, Ph.D., and exec Jeffrey A. Ogden both of Arizona State University. This purpose of this entire summary study was to facilitate a first-of-its-kind survey of annual compensation study (pdf) packages for senior purchasing and supply mangers of United States' Fortune 500 companies. (September 2001) Achieving World-Class Supply Chain Alignment: Benefits, Barriers, and Bridges by Stanley E. Fawcett, Ph.D., Brigham Young University and exec Gregory M. Magnan, Ph.D., Seattle University. This research will identify entire summary successful supply chain integration strategies, the conditions that lead to study (pdf) success and the barriers that were overcome. The costs and benefits of 2 supply chain integration will also be documented. (July 2001) 0 Report on the Job Analysis to Update the Certified Purchasing 0 Manager and Accredited Purchasing Practitioner Examinations by 1 Eugene W. Muller, Ed.D., NAPM. This report describes the methods and results of a comprehensive job analysis of the purchasing and supply management function, conducted for the National Association of exec Purchasing Management from November 1997 to January 1999. The entire purpose of the study was to establish a basis for updating and revising the summary study Certified Purchasing Manger and Accredited Purchasing Practitioner (pdf) programs, to ensure their relevance and validity throughout the wide spectrum of the purchasing/supply profession, and to obtain important, upto-date information about the present state and future direction of the purchasing/supply function in a variety of industries, and organization sizes and types. (January 2001) 2 0 0 0

Purchasing's Contribution to the Socially Responsible Management of the Supply Chain by Craig R. Carter, Ph.D., University of Maryland and Marianne M. Jennings, J.D., Arizona State University. The purpose of this research was to examine the involvement of purchasing managers in the exec socially responsible management of the supply chain. This concept is referred to as purchasing social responsibility (PSR) and consists of a wide summary array of behaviors that fall into the categories of environment, safety, (pdf) diversity, human rights, quality of life, and community and philanthropy activities. The factors that drive PSR, barriers to PSR, ways to overcome those barriers, and outcomes of PSR are examined in greater detail in the report. (December 2000)

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Deregulation in the Energy Industry: A Vision of the Future by Robert B. Handfield, Ph.D., University of South Carolina and Bart Moore, Ph.D., Michigan State University. This study documents the emerging trends occurring in the electrical utility markets within different regions of the exec country. It also looks at the process that purchasers can use in evaluating entire summary potential suppliers. Selected purchasing managers will be asked to share study (pdf) insights on the following issues: Key evaluation criteria to consider, leveraging opportunities that may arise in the future, and future trends that may affect industrial purchasers of electricity in the near and distant future. (August 2000) Chief Purchasing Officers' Compensation Benchmarks and Demographics: A 1999 Study of 152 Fortune 500 Firms by Thomas E. exec Hendrick, Ph.D., Arizona State University. The purpose of this study was entire summary to develop a model to identify the factors that explain the relative value and study (pdf) extent of compensation components (base salary, bonus, benefits) for Chief Purchasing Officers (CPOs) of Fortune 500 companies. (August 2000) Major Structural Changes in Supply Organizations by Michiel R. Leenders, D.B.A., and P. Fraser Johnson, Ph.D., both of University of exec Western Ontario. This research examined major changes in the entire purchasing/supply organization of large companies and ascertained the summary study reasons for the change and the important benefits and costs of the changes. (pdf) The research established the internal and external drivers of these changes and examined how the changes were implemented. (May 2000, 105 pages) International Purchasing and Supply Management: A Comparison of U.S. and German Practices by Lutz Kaufmann, Ph.D., University of Giessen, and Craig R. Carter, Ph.D., University of Maryland. This research identified successful international purchasing and supply management exec practices. First, it explored how successful firms have designed their entire international purchasing and supply management systems, and how these summary study designs relate to both external and internal success factors. Second, it (pdf) looked at how international purchasing and supply transactions can be managed successfully within those contexts. Finally, world-class purchasing practices were identified and compared in manufacturing industries in the United States and in Germany. (May 2000, 74 pages) A Skills-Based Analysis of the World Class Purchaser by Larry exec Giunipero, Ph.D., C.P.M., Florida State University. The report documents entire the attributes of world-class purchasing and supply management summary study individuals based on the experiences and practices at leading corporations. (pdf) (April 2000, 55 pages)

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft The Impact of Purchasing on Financial Performance by Julia S. David, exec Ph.D., Yuhchang Hwang, Ph.D., Buck K.W. Pei, Ph.D., J. Hal Reneau, Ph.D., and Mark Ruzicka, all of Arizona State University, used the CAPS summary 1 benchmarking database and data on publicly held firms to explore (html) 9 entire relationships between purchasing performance, as reported on CAPS 9 study benchmarking studies, and financial performance of firms. The study exec 9 speaks to the aggregate relationships between purchasing and financial summary performance, and evaluates the performance of individual firms. (June (pdf) 1999, 30 pages) A Multi-Country Study of Strategic Topics in Purchasing and Supply Management by Thomas E. Hendrick, Ph.D., Arizona State University. exec Dr. Hendrick is the North American Co-director of this project. The research looked at what changes (or drivers of change) are under way (or summary expected to occur in the next decade) in both the external global (html) entire economic/political environments, and internal organizational environments study that are expected to have a direct or indirect impact upon the nature of both exec traditional and/or leading-edge purchasing and supply management summary functions, activities, authorities, responsibilities, domains, human (pdf) resources, organizational structures, services, suppliers, and customers/clients. (June 1999, 177 pages) Reducing the Transactions Costs of Purchasing Low-Value Goods and Services by Michael G. Kolchin, D.B.A., C.P.M. and Robert J. Trent, exec Ph.D., both of Lehigh University, looked at how organizations can reduce entire summary the time allocated to and transactions costs of low-value purchases so that study (pdf) more effort can be dedicated to high-value purchases. (June 1999, 152 pages) ISO 14000 Assessing Its Impact on Corporate Effectiveness and Efficiency by Steven A. Melnyk, Ph.D., CPIM, Michigan State University, exec looked at this new international standard. While the ISO 9000 series summary focused on quality and the processes developed within the firm, ISO 14000 (html) focuses primarily on the environmental management systems developed by entire firms. The project addresses the following research questions: What is the study exec initial predisposition of potential users of ISO 14000 to the ISO 14000 summary standard; how are these predispositions influenced by factors such as past (pdf) experiences with ISO 14000 registration and success and improved market and corporate performance. (May 1999, 89 pages) Developing a World-Class Supply Base by Daniel R. Krause, Ph.D., and Robert B. Handfield, Ph.D., both of Michigan State University, compares exec buying firms' supplier development efforts in the United States to buying entire firms' supplier development efforts in the United Kingdom and South summary study Korea, in the automotive and electronics industries. Specifically, what are (pdf) these firms doing to effectively improve their suppliers' performance to world-class levels. (January 1999, 78 pages)

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft The Role of Supply Management in Target Costing by Lisa Ellram, Ph.D., C.P.M., C.P.A., Arizona State University, investigates how leading exec firms use target costing in purchasing and supply. The research examines entire summary factors that influence implementation, the role of purchasing and supply study (pdf) professionals, supplier involvement, and variations among industries. (January 1999, 96 pages) The Influence of the EURO on the Purchasing Function by Prof. Ing. Dkfm. Dr. Geiserich Tichy, University of Economics; Mag. Josef Baumgartner, Austrian Institute for Economic Research and Dr. Josef Vlcek, Secretary General, European Center for Research in Purchasing and Supply, all of Vienna, Austria, looks at the effect of the European Economic and Monetary Union (EMU) on the establishment of a single European currency in 11 European countries. The research determines which changes are expected in Europe, in international business, and in the transition period (1999-2002). (December 1998, 57 pages) Managing the Year 2000 Supplier Compliance Process by Eberhard Scheuing, Ph.D., St. John's University. This research project will explore the efforts being made to address the Year 2000 challenge by purchasing professionals. Year 2000 supplier compliance processes, supplier support issues, and organizational issues will be explored. Because they are responsible for assuring the performance and integrity of the supply chains they create and manage, the Year 2000 challenge is a substantial concern for purchasing professionals. (October 1998, 43 pages) The Future of Purchasing and Supply: A Five- and Ten-Year Forecast jointly sponsored by CAPS, NAPM, and AT Kearney, Inc. provides a forecast of the environment in which purchasing and supply professionals will be working five and 10 years into the future. This forecast will allow professionals and their organizations to better plan and prepare for the future. The study is ongoing and will be updated at regular intervals. (September 1998, 95 pages) The Making of the CPO: The Mobility Patterns of Chief Purchasing Officers by Aaron A. Buchko, Ph.D., Bradley University, studies the career paths of executives in purchasing and supply management. The research looks for patterns that accompany career moves within, into and out of the purchasing and supply function. It also looks at the history of career moves from the chief purchasing officer position to other executive positions in the organization. The study is an ongoing publication and will be updated at regular intervals. (September 1998, 36 pages) Environmental Supply Chain Management by Joseph R. Carter, D.B.A., C.P.M., Arizona State University, and Ram Narasimhan, Ph.D., Michigan State University. The research provides practical guidelines and methods of using environmental audit information for dealing with supply base management, capability buying relating to process and product technology, supplier alliances, and early supplier involvement in new product development. (June 1998, 136 pages) 9

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft exec Ethical Issues in Global Buyer-Supplier Relationships by Craig R. Carter, Ph.D., The University of Maryland, investigates the factors that summary comprise ethical issues in global sourcing, the precursors and outcome of (html) entire ethical purchasing behavior, and distinctions in the perceptions of ethical study behavior that might exist at different levels within the purchasing exec organization as well as between purchasing and global suppliers. (June summary 1998, 54 pages) (pdf) Purchasing and Supplier Involvement: New Product Development and exec Production/Operations Process Development and Improvement by summary Michael A. McGinnis, D.B.A., C.P.M., A.P.P., University of South (html) Alabama, assesses early supplier involvement in new product design entire (NPD). Specific issues examined include the roles of purchasing, supplier study exec identification and certification, timing of involvement, technology sharing, summary monitoring and control, risks/rewards, timesaving, and quality cost issues (pdf) in early supplier involvement. (February 1998) How Managers Become Chiefs by Eugene E. Jennings, Ph.D. is a fivedecade analysis of the successful means by which business managers work their way into the top ranks of organizational structures, examining the constant principles exhibited in the careers of hundreds who have succeeded. The author arranges the rules each manager needs to know, focusing on the issues of performance, authority, power, opportunity, and promotibility that society and business continue to grapple with. (September 1997) Purchasing Consortiums: Horizontal Alliances Among Firms Buying exec Common Goods and Services What? Who? Why? How? by Thomas E. Hendrick, Ph.D., Arizona State University, explores combining summary requirements for goods and services of two or more buying organizations (html) to gain the price, design, supply availability/assurance benefits (and other benefits) of higher volume commitments. In what environment(s) or exec situation(s) does consortium buying work best? What are the problems? summary What are the benefits? What are the legal issues? How should purchasing (pdf) develop and structure consortium buying? (September 1997) Measures of Purchasing Effectiveness by Harold E. Fearon, Ph.D., C.P.M., CAPS, and William A. Bales, C.P.M., CAPS, addresses the exec questions of what effectiveness measures are used, and what is done with summary the measurement results. Data was collected from companies who are in (html) the mainstream of attempting to improve the measurement process. (July 1997)

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Conditions That Create Influence For Purchasing In Corporate Strategic Planning by Larry Smeltzer, Ed.D., Arizona State University, looked at what differentiates firms in which the material sourcing process exec is highly integrated with corporate strategic planning from those in which summary the sourcing process is minimally integrated into corporate strategic (html) planning. The answers to this question will enable purchasing managers to identify pathways for the inclusion of purchasing concerns in corporate strategic planning. (July 1997) Outsourcing: Implications for Supply Management by Lisa Ellram, Ph.D., C.P.M., Arizona State University and Arnold Maltz, Ph.D., New exec Mexico State University, looked at how an organization decides which purchases to outsource; what skills and organizational approaches seem to summary be critical success factors for the outsourcing of MRO, and what role the (html) purchasing function has played in the decision and ongoing management of MRO outsourcing. (April 1997) Purchasing's Organizational Roles and Responsibilities by Harold E. Fearon, Ph.D., CAPS and Michiel R. Leenders, D.B.A., University of Western Ontario, expands the CAPS' earlier study (1988), Purchasing Organizational Relationships, to include data/information on the centralization/decentralization issue; head count; changing responsibilities; reengineering/downsizing; teaming; reporting; and how purchasing fits into organizational strategy. (November 1995) Purchasing and Supply Management: Future Directions and Trends by Joseph R. Carter, D.B.A., C.P.M., Arizona State University, and Ram Narasimhan, Ph.D., Michigan State University, uses a modified Delphi technique to gather informed opinions from knowledgeable leaders from industry and academe of what purchasing will look like in the new century. How will the purchasing process operate? What changes will take place and why? (November 1995) Purchasing from Minority Business Enterprises: Best Practices by Richard J. Auskalnis, C.P.M., Fermi National Accelerator Laboratory (retired), Carol L. Ketchum, CAPS, and Craig R. Carter, Arizona State University, used CAPS benchmarking data to identify those organizations having the greatest success in purchasing from MBEs. Through in-depth interviews and questionnaires, CAPS identified the policies, procedures, and programs top performers use, as well as what makes their minority efforts succeed. (August 1995) Purchasing of Nontraditional Goods and Services by William A. Bales, C.P.M., CAPS, and Harold E. Fearon, Ph.D., C.P.M., CAPS looked at how most purchasing departments limit their activities to raw material and MRO buys. How are the purchases of other items, such as construction, utilities, resale items, and real estate handled? Who does it? What are the relative dollars spent? What works? Can the purchasing department add value? Twenty goods and 69 services were analyzed. (May 1995)

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Role of Carriers in Buyer/Supplier Strategic Alliances by Julie J. exec Gentry, Ph.D., University of Arkansas, looked at the role that transportation providers play in the success of strategic supplier summary partnerships and supply chain management. How do carriers contribute to (html) overall success of the buyer/supplier relationship? (May 1995) Purchasing and Sourcing Strategy: Trends and Implications by Robert M. Monczka, Ph.D., C.P.M., Michigan State University, and Robert J. exec Trent, Ph.D., Lehigh University, provides information about procurement summary and supply/sourcing strategy trends in selected areas. Research was (html) conducted with more than 100 companies over a three-year period to specifically identify strategy trends. (January 1995) Purchasing's Contributions to Time-Based Strategies by Thomas E. Hendrick, Ph.D., Arizona State University, looked at the current and potential effects of purchasing functions and activities on reducing firms' "Product Design-Development" and "Procedure-Make-Distribute" cycle times. (December 1994) Total Cost Modeling by Lisa Ellram, Ph.D., C.P.M., Arizona State University, explored (1) the benefits from total cost of ownership approaches, (2) various types of cost models used, (3) the pros and cons of each type, and (4) whether certain models are more compatible with specific types of purchases. (May 1994) Job Analysis Comparing the Tasks in State/Local Government Purchasing and Institutional Purchasing by Eugene W. Muller, Ed.D., NAPM, compared purchasing tasks within State/Local Government and Institutional Sectors. (January 1994) Cross-Functional Sourcing Team Effectiveness by Robert M. Monczka, Ph.D., C.P.M., Michigan State University, and Robert J. Trent, Ph.D., Lehigh University. The research was conducted with more than 100 crossfunctional sourcing teams including more than 700 participants in 18 leading companies. Critical factors leading to teaming success were identified. (October 1993) CEOs'/Presidents' Perceptions and Expectations of the Purchasing Function by Harold E. Fearon, Ph.D., C.P.M., and William A. Bales, C.P.M., used data gathered from a sample of the CEOs/Presidents of the 500 largest manufacturing firms, 500 largest service firms, 200 leading small firms to assess (1) importance and effectiveness of purchasing, (2) contribution to decisions, (3) value added, (4) inputs, (5) organizational status, and (6) remuneration elements. (May 1993)

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Purchasing Education and Training Requirement and Resources by Michael G. Kolchin, D.B.A., C.P.M., Lehigh University, and Larry exec Giunipero, Ph.D., C.P.M., Florida State University, looked at how the purchasing function is changing, how these changes impact the purchasing summary body of knowledge, and how these changes affect the training and (html) education needs of purchasing professionals now and in the year 2000. (April 1993) Purchasing and Materials Management's Role in Total Quality Management and Customer Satisfaction by Joseph R. Carter, D.B.A., exec C.P.M., Arizona State University, and Ram Narasimhan, Ph.D., Michigan summary State University, examined purchasing's responsibility for quality, (html) purchasing's ownership of quality, and the quality aspects of supplier certification. (March 1993) Strategic Supplier Partnering: An International Study by Thomas E. Hendrick, Ph.D., C.P.M., Arizona State University, and Lisa Ellram, Ph.D., C.P.M., Arizona State University, looked at the factors that lead to exec successful and unsuccessful strategic supplier partnerships, their impact on summary competitive behavior and competition, the commodities and industries best (html) suited for these special relationships, and similarities and differences of approach to these relationships in various parts of the world. (February 1993) 1 9 9 2 exec Job Analysis Identifying the Tasks of Purchasing by Eugene W. Muller, Ed.D., NAPM, presents data from eight major industry sectors to identify summary the knowledge needed to perform 69 purchasing tasks. (May 1992) (html) Benchmarking Purchasing in the Semiconductor Industry with Sigma Barometers by Henry A. Malec, John D. McClean, Timothy B. Crain, and exec Janet M. Goulet of the Digital Equipment Corporation, presents a summary methodology that facilitates performance comparisons across industries (html) and enables each industry to view other industries in terms of "Best-inClass" perspectives. (November 1991) Purchasing's Involvement in Transportation Decision Making by Julie exec J. Gentry, CAPS, assessed the current level of participation by purchasing summary managers in decisions such as carrier and price determination, hazardous (html) materials movement, and carrier performance ratings. (July 1991) Countertrade: Purchasing's Perceptions and Involvement by Laura exec Forker, CAPS, provides an understanding of the similarities and summary differences in perceptions of purchasing professionals of countertrade, and (html) examines the purchasing department's role in countertrade. (March 1991)

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Purchasing from Small Women-Owned Suppliers by Carol L. Ketchum, exec CAPS, Susan M. Olson, Alan E. Campbell, and Gabrielle Aguayo, looked summary at the impediments to purchasing from small women-owned suppliers. 1 (html) (September 1990) 9 9 Purchasing in the Industrial, Institutional, Governmental, and Retail exec 0 Sectors: A Comparative Study by Michael G. Kolchin, D.B.A., C.P.M., summary Lehigh University, looked at the purchasing process to identify the (html) similarities and differences among the sectors. (August 1990) Purchasing from Small Minority-Owned Firms by Marc J. Dollinger, Ph.D., Indiana University, and Catherine M. Daily, Indiana University, focused on impediments to purchasing from minority-owned suppliers, as perceived from suppliers' and buyers' viewpoints, and what can be done to overcome these problems. (July 1989) U.S. Buyers' Relationships with Pacific Rim Suppliers by Robert E. Spekman, Ph.D., University of Southern California, portrays the perceived advantages and disadvantages of dealing with Pacific Rim suppliers. (June 1989) Purchasing Practices of Large Foodservice Firms by R. Dan Reid, Ph.D., University of New Hampshire and Carl D. Riegel, Ph.D., Bowling Green State University, examined buyer-evaluation methods, supplier relationships, supplier-selection criteria, organization, and strategic sourcing. (April 1989)

exec summary (html) exec summary (html) exec summary (html)

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exec Purchasing Ethical Practices by Robert L. Janson, Ernst & Young, examined the practices of a cross section of purchasing personnel from summary across the United States. (December 1988) (html) Purchasing Organizational Relationships by Harold E. Fearon, CAPS, exec answers the questions, "To whom do purchasers report?" and "What are the summary functions for which purchasing is responsible?" (February 1988) (html)

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PRACTIX (http://www.capsresearch.org/practix.htm) December 2001, Volume 5, Issue 2 Compare and Share: A Structured Approach to Understanding Similarities and Differences in Part Costs and Functionality Co-Packing: Developing Contract Manufacturing Agreements in the Food Industry Purchasing Complex Services: The Case of E-Purchasing Acrobat PDF version September 2001, Volume 5, Issue 1 Buyer-Driven Electronic Marketplaces: Developing Business Models for an Integrated EProcurement Strategy 14

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Management of Supplier Network Knowledge for Enhanced Manufacturing Efficiency Evolution of Online Auctions in B2B E-Procurement Acrobat PDF version June 2001, Volume 4, Issue 3 Measuring Supply Risk: An Example from Europe Purchasing Strategy in the 21st Century: E-Procurement A Triangulation Approach to Diversity Supplier Development Acrobat PDF version March 2001, Volume 4, Issue 2 An Online RFQ System: A Case Study Digital Procurement: A Stand Alone Practice? Commercialization of Procurement Acrobat PDF version September 2000, Volume 4, Issue 1 Strategic Sourcing" A Systematic Approach to Supplier Evaluation, Selection, and Development Developing "Fast Track" Policies and Procedures for the Purchase of Underground Construction: A Public Utilities Example The QV Way to Avoid Adverse Selection and Moral Hazard Acrobat PDF version June 2000, Volume 3, Issue 4 Electronic Reverse Auctions: Integrating the Tool with the Strategic-Sourcing Process Invoiceless Procurement: Streamlining the Receiving and Billing Process One Buyers' Contribution to Supplier Managed inventory (SMI) Acrobat PDF version March 2000, Volume 3, Issue 3 Creating a Self-funding Purchasing Department: A European Example Meaningful Involvement of Purchasing: The Case of Consulting Services Best Value Procurement in Local Authorities Acrobat PDF version December 1999, Volume 3, Issue 2 Gaining Competitive Advantages Through a Supplier Diversity Program Procurement Revolution with Intelligent Agent Technology Worldwide Capital Construction Procurement at GlobaChem Acrobat PDF version

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft September 1999, Volume 3, Issue 1 Surrogate Sourcing - Not to be Confused with Outsourcing Purchasing Electricity in a Globally Transitioning Market Statement of Work for Technical Services: A Decision Process Approach Acrobat PDF version June 1999, Volume 2, Issue 4 Environmental Management: Purchasing's Cross-Functional Role Competency Development in Supply Chain Management Supply Risk Assessment Analysis Acrobat PDF version March 1999, Volume 2, Issue 3 OEM Cycle Time Reduction Through Supplier Development The Marketing of Professional Procurement Strengthening Internal Relationships Acrobat PDF version December 1998, Volume 2, Issue 2 Getting Suppliers Up to Speed on Y2K Purchasing Professional Services Spinning-Off Procurement - Establishing an Independent Procurement Company Acrobat PDF version September 1998, Volume 2, Issue 1 Making the Most of Your Distributors Target Costing Going Global Acrobat PDF version June 1998, Volume 1, Issue 4 Doing More with Less.... Integrated Purchasing Systems Beyond Purchasing... Acrobat PDF version Web version March 1998, Volume 1, Issue 3 A World-Class Supplier Quality Control Program Taking Stock of an Inventory System Purchasing on the Internet Acrobat PDF version Web version

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft December 1997, Volume 1, Issue 2 Pet Projects Supply Positioning at SGX Corporation Supply Chain Management as Profit Center Acrobat PDF version Web version September 1997, Volume 1, Issue 1 The Design of a Supplier Alliance Program Reinventing Purchasing for Competitive Advantage Supply Chain Management Handling Small Dollar Orders Acrobat PDF version Web version STUDIES UNDERWAY (http://www.capsresearch.org/underway.htm) Purchasing Education and Training in the 21st Century by Larry Giunipero, Ph.D., C.P.M., Florida State University. The study will provide an analysis of changes occurring in the purchasing function and how these changes will affect the skill sets and knowledge requirements of purchasing professionals. The impact of these changes on the body of knowledge in the purchasing/supply management area will also be analyzed. Finally a longitudinal comparison with the previous 1992 study will be performed to identify the major changes that have occurred in the past decade. Scheduled completion date is late 2002. Major Changes in Supply Chain Responsibilities by Michiel R. Leenders, D.B.A., and P. Fraser Johnson, Ph.D., both of University of Western Ontario. This research examines major changes to supply chain responsibilities of the purchasing function in large companies with the objective of understanding the important reasons for the changes and implementation issues related to additions or deletions in responsibilities. The research will also report on the expected benefits of making changes to purchasing's supply chain responsibilities. Scheduled completion date is late 2002. Strategic Cost Management in the Supply Chain by Lisa Ellram, Ph.D., C.P.M., Arizona State University. This research uses in-depth, on-site case studies to explore "best" practices in strategic cost management among leading-edge purchasing organizations today. Specifically, the research will (1) identify and study a number of "best practice" organizations across several industries; (2) explore both upstream and downstream strategic cost management issues and practices; (3) synthesize these best practices; and (4) develop a prescriptive model for world class cost management in the supply chain. Scheduled completion date is late 2002.

6.

INTEGRATED SUPPLY CHAIN MANAGEMENT PROGRAM at MIT
(http://web.mit.edu/supplychain/index.html)

A. Research and Symposia MIT Integrated Supply Chain Management (ISCM) Program 17 Consortia focused on supply chain, consists of best practice exchange symposia and

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft research for non-competing companies MIT Affiliates in Logistics Program MIT Center for Transportation Studies MIT Center for eBusiness Logistics and supply chain symposia Center for Transportation Studies (CTS) Find out more about the different components of the center for eBusiness here at MIT Research Center focused on emerging coordination theory developing process handbook for supply chain redesign Dual graduate degree program with internship research projects encompassing supply chain topics Research group focused on system dynamics with significant application in supply chains Research center focused on using auto identification technologies to create a seamless network. The Center for Information Systems Research (CISR) conducts field-based research on issues related to the management and use of information technology (IT) in complex organizations.

MIT Center for Coordination Science

MIT Leaders For Manufacturing Program

MIT System Dynamics Group

MIT Auto ID Center

MIT Center for Information Systems Research (CISR)

MIT Operations Research Center MIT Lean Aerospace Initiative

Research Center focused on operations research with strong supply chain element Consortia focused on aerospace industry with emphasis on supply chain

ISCM Overview The MIT - Industry Integrated Supply Chain Management Program (ISCM) was started in January 1995 by a group of faculty and staff from the Sloan School of Management and the Center for Transportation Studies, where the Program is currently managed. The purpose of the program is to accelerate the implementation of supply chain management principles within the sponsor companies and to advance the state of the art of supply chain management. 18

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft The ISCM Program enables sponsors to learn about the state-of-the-art and future supply chain practices in two main ways: 1. FACILITATING BEST-PRACTICE-SHARING AND EXCHANGE AMONG SPONSORS. ISCM sponsors share their own best-practices and develop a collective wisdom at ISCM events. The learnings are practical, reality-based and tested by real companies. We capture learnings from each event in a knowledge summary, enabling sponsors to quickly share learnings across their respective organizations. The primary vehicle for facilitating sharing and exchange are Quarterly Sponsor Collaboration Events. Each quarter, ISCM sponsors meet to share learnings, research findings and penetrate a specific set of supply chain issues. Event themes and topics are selected by sponsors. Each event respectively focuses on different aspects of improving how the supply chain integrates internally (with various functional areas, including manufacturing, procurement, planning and distribution) and externally with customers, suppliers and partners. Because the sponsors do not include competing companies, consulting companies or software providers, the exchange among the sponsors tends to be open, honest and very practical. 2. CREATING NEW SUPPLY CHAIN KNOWLEDGE THROUGH ISCM AND MIT RESEARCH PROJECTS. The ISCM Program funds research projects focused on creating knowledge for sustainable supply chain improvement. ISCM research projects explore unsolved supply chain problems, infusing new technologies with innovative approaches. The ISCM Program also leverages existing supply chain research at MIT to bring new knowledge to sponsors. Research projects range in size and scope, from detailed and company-specific to broad and cross-industry. The 2000 Research Agenda entails collaborative research with the MIT Center for Coordination Science in developing the Supply Chain Process Handbook (SCPH). This SCPH is a proprietary web-based tool that serves both practical (a supply chain knowledge repository) and high-level (a supply chain process redesign tool) purposes for the ISCM sponsors. We welcome companies interested in research and exchange to improve their supply chain performance. Please contact Jim Rice (Director - MIT ISCM Program) if you would like to learn more about how your company can participate and benefit from our work. Jim can be contacted via e-mail or telephone at (617) 258-85 Research Agenda 2000-2001 The ISCM Program is funding several supply chain projects currently, including: eClockspeed - Supply Chain Design in the Internet Age This research project entails applying and further developing the analytical supply chain design processes and principles presented in the book “Clockspeed” by Professor Charles Fine. Professor Fine will make site visits 19

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft to ISCM sponsors to apply and further these supply chain design concepts (with particular emphasis on how e-business and information systems integration are affecting business and supply chain strategy). Network Master & Multi-Tier Supply Chain Coordination (4-11-01) This research project led by Jim Rice entails developing a vision of possible structures and designs for coordination across multiple tiers of the supply chain. What entities, governance structures and processes are necessary to coordinate across several companies in different tiers of the supply network, rather than point-to-point collaboration as it is today? How could one coordinate information systems integration, logistics and operations, and making financial and resource investments across multiple parties? We envision this as a 'Network Master' although this role may actually be played by multiple parties as opposed to the single, most powerful 'channel master' that many describe today. We envision Using a Delphi Methodology to envision future state as seen by experts from different domains (Industry, Academia, Consulting), this work is designed to provide insight into possible frameworks for enabling a coordinated multi-tier supply network, a set of issues & obstacles for creating a coordinated multi-tier supply network, and a suggested set of refined requirements. Creating Lasting Values in Supply Chain Collaboration - Project conducted by the Stanford Global Supply Chain Management Forum (under the direction of Prof. Hau Lee) in collaboration with the MIT Integrated Supply Chain Management Program. This research project seeks to gain a deeper understanding on how collaborative efforts can be developed, their impacts be measured and valued, and continuing relationships can be maintained and improved. The research will be based on case studies of a few collaborative efforts between selected sponsors from different industries and their respective key customer and supplier partners. The case studies will help to gain insights and to develop hypotheses on strategies to create lasting values in supply chain collaboration. Supply Chain Visualization This project entails the development of an interactive supply chain learning and design tool with a tangible user interface, a process knowledge database (SCPH) and a system dynamics model to provide a user the opportunity to ‘visualize’ the supply chain across multiple companies. The work is focused on developing the system to enables multiple users to simultaneously build, adjust, exercise and assess the performance of various supply chain designs. Lead researchers from four MIT Centers are collaborating on this project to develop what we are calling 'the magic table' - Prof. Tom Malone of the Center for Coordination Science, Prof. Hiroshi Ishii of the Media Lab Tangible Media Group, Dr. Jim Hines of the System Dynamics Group and Jim Rice of the Center for Transportation Studies. 20

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft The Supply Chain Process Handbook This project entails continued work with the MIT Sloan School Center for Coordination Science (CCS) in developing the Supply Chain Process Handbook (SCPH). This SCPH is a proprietary web-based tool that serves both practical purposes (a supply chain knowledge repository) and high-level purposes (a supply chain process redesign tool). See attached page for additional information about the SCPH project. This entails access for the ISCM sponsors to the proprietary knowledge and an active plan to develop ISCM cases to illustrate the supply chain process redesign capabilities of the SCPH. (See attached page for additional information about the SCPH project).

7.

CENTRE FOR RESEARCH IN STRATEGIC PURCHASING AND SUPPLY (CRiSPS)
(http://www.bath.ac.uk/crisps/projects.htm)

Conceptual Research (http://www.bath.ac.uk/crisps/home.htm#conceptual) The field of Purchasing and Supply Management is facing a fundamental change as its increasing importance to economic and social systems becomes clear. The recognition of supply chains and networks, and inter-organisational relationships, as vital parts of commercial survival has led to a greatly increased interest, both academic and managerial, in concepts from theory which might be applied in practice. To develop an appropriate debate and to assist managers in meeting the challenges inherent in this change, it is necessary to conduct research that is not immediately linked to commercial practicality: theory building. Such research is typically conducted in collaboration with industrial partners - with CRiSPS providing a 'blue sky' research resource. Sometimes, of course, such research must be done without the constraints of immediate practicality, in order to ensure that radical concepts are not missed. Results of this research are published in refereed journals and books, but great store is set by presentations to international academic conferences, where radical concepts may be tested in debate with academics and practitioners. CRiSPS has a record of success in working with colleagues from other Departments within the University and from other universities. Research projects currently under way at CRiSPS include (http://www.bath.ac.uk/crisps/projects.htm):
• • • • • • • •

Relationship Assessment Process Supply Chain Development Programme Environmentally Sound Supply Chain Management Inter-Organisational Networks Single Vessel Processing within the Pharmaceutical Industry The Transparency Project The National Health Service Supplies Programme The BAM SIG IOR

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft EPSRC: Relationship Assessment Process Developing new approaches to effectiveness of supply chain relationships: with British Airways, ICL, Shell UK, Partnership Sourcing Ltd. (CBI/DTI). Output tools and concepts were subsequently licensed to the international strategy consultants, A.T.Kearney, who also sponsored subsequent research within CRiSPS. The methodology was subsequently enthusiastically adopted by the UK Aerospace industry (SBAC/SCRIA) and the UK Defence Procurement Agency. Top SCDP Supply Chain Development Programme co-researchers: Cardiff Business School. Twenty industrial sponsors; a series of projects on developing new managerial practices in supply chain management. It culminated in the (already) successful 2000 book, Value Stream Management FT Prentice Hall. Top EPSRC: Environmentally Sound Supply Chain Management (ESSCMo) Co-Sponsors: London Underground Ltd., Club of 25 companies. Delivered practical tools for managers as well as conceptual outputs. The project grew from an idea that arose during the SCDP. The ESSCMo Club was a very active ‘sounding board’ for the project and contributed to the funding. Results are management tools and methodologies, to be used by the sponsor companies and published for general adoption. Interested potential licensees include British Standards Institute. For further details on this project please click here. Top EPSRC: Inter-Organisational Networks (ION) (with the universities of Cambridge, Brighton and Warwick). The industrial club (CION) consisted of 28 organisations. This large project addressed the very complex and subtle management concern of managing within networks. Top EPSRC: IMI Programme, Single Vessel Processing within the Pharmaceutical Industry with the Departments of Mechanical Engineering and Pharmacy, at Bath, and five industrial companies. The project developed an new technology in pharmaceutical manufacturing. The management research role was to identify ways in which networked innovation is undertaken and to develop methodologies for managers in this situation, providing a framework for the analysis and design of company networks and relationships for fulfilling the development of an innovative technology. There was a great deal of synergy with the ION project. At the behest of IMI, the management tools developed in the project are now being employed in another such project at the University of Newcastle, with potential involvement from CRiSPS. Top The Transparency Project (T) (Phase 1 May 1999 - June 2000: £110,000) funding from TRW Inc. [previously Lucas Varity]. Phase 2 (01/01/01-31/12/02: £259,567 with a further £40k in kind) funding from EPSRC and four British high technology manufacturers (TRW, Rolls-Royce, BNFL and Rotork). Developing management understanding and guidance on implementing lean supply techniques related to value transparency at the interfaces in supply chains and networks. Top The National Health Service Supplies Programme (NHS PASA). This project commenced in 1995 and, from April 2000, has a Partnership funding (currently £170,000 per annum with three years' 22

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft notice) from the NHS Purchasing and Supply Agency covering a Senior Research Fellow, two Research Officers and a full-time secretary, as well as several MBA projects. In addition, for 2 years from September 2000, the programme is benefitting from the secondment as Visiting Senior Fellow to CRiSPS of the NHS PASA's Director of Strategy, Roxanne Sutton. The Partnership aims to create and develop a research agenda and programme of leading edge research, to disseminate the outputs of the research, to facilitate exploitation of the outputs within the NHS and its supply networks, to educate NHS staff on supply strategy and to provide advice in the form of strategic consultancy. The current research agenda for the Partnership comprises supply strategy formulation and implementation, framework and methodology for public sector supply strategy decisions, outsourcing, and variety management. Top The BAM SIG IOR The British Academy of Management's Special Interest Group on Inter Organisational Relations was formed at the BAM conference in 1999. Members of CRiSPS were prominent from the outset and Prof. Lamming was part of a team of five that presented the SIG's work at the North American Academy of Management conference in Toronto in 2000. Subsequently, Prof Lamming successful applied for an EPSRC Network grant (£61,469 over three years, starting January 2001) supported by the academics from the other universities and CIPS. The funding is being used to employ a part-time secretary, based in CRiSPS, to co-ordinate the work of the SIG, and expenses for regular workshops and seminars at Bath and elsewhere. This network will greatly enhance and enrich the work of CRiSPS.

8.

BUSINESS PROCESS RESOURCE CENTRE at the UNIVERSITY OF WARWICK
(http://bprc.warwick.ac.uk/supply26nov.html)

The ESRC funded Business Processes Resource Centre, at Warwick University has established 3 major themes on which to base its work, these are Complexity, Knowledge Management and Professional Development and Business Restructuring. Information is also available on our Cross-theme Activities. Information about the new British Academy of Management SIG (Special Interest Group) for Knowledge and Learning. is available here. For more information about any of these themes, or the bprc in general, please contact Rebecca Dale, on 024 765 24344, or email me on [email protected] The BPRC also provides access to BPR research and global events, DTI Management Best Practice and EPSRC and the Innovative Manufacturing Initiative materials, and documentation of industry practice. The BPRC supports self-sustaining networks of researchers and practitioners in business process analysis and management. See related management research and emerging themes. Reports on the BPRC work are available here Supply Chain Management in Low Volume, Capital Goods manufacture 26th November 1997 at the University of Newcastle We would like to invite you to attend a ‘Focus Group’ meeting at the University of Newcastle on 26th November 1997. The group will be run by an Associate centre of the Business Processes Resource Centre (BPRC). The BPRC are supporting this event and will publish the proceedings in due course.

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft This focus group meeting is aimed at industrial managers, academics and policy makers concerned with supply chains involving low volume capital goods procurement, manufacture and supply. Its objectives are to: i) identify the key problems relating to supply chain management in the context of capital goods; ii) identify how supply chain management in the low volume/capital goods sector differs from and requires different principles to the high volume industries, such as automotives and electronics; iii) identify key issues for research that will enable capital goods procurers and suppliers to improve their understanding and implementation of supply chain management principles; iv) help define a research agenda that will develop the theory and practice of supply chain management in low volume manufacturing. B. Background The motivation for this focus group meeting arises from research undertaken by the Newcastle University Business Process Research Group into the business process relationships of capital goods procurers and manufacturers that are needed in order to deliver value to the customer. This research highlighted a number of important supply chain issues facing capital goods companies:
• • • •

supply chains are often ephemeral, in that they have to be assembled on a project by project basis; key technologies frequently reside within the supply chains of the capital goods producers, rather than with the producers themselves; capital goods manufacturers may be dependent upon suppliers over whom they have limited influence; small companies may find it difficult to engage in the partnerships sought by the major capital good procurers.

The researchers from Newcastle will lead the discussion on the day. They will begin by sharing the results of their research to date, which has led to some interesting new thinking about Supply Chain Management. C. The need for further research Current research on supply chain management tends to focus on the high volume sector where economies of scale, long term relationships and partnerships are possible. Conditions in the low volume sector suggest many accepted supply chain management principles may be inappropriate or at least difficult to achieve. Research is therefore needed to establish the extent to which experience from the high volume sector can be transferred to the capital goods context and to identify new ways of working that will improve supply chain management for those procuring and supplying low volume capital goods. D. Who should attend The focus group meeting will be of interest to those working in procurement functions where a more strategic approach to procurement is needed; to those responsible for technology acquisition through the exploitation of the capabilities of supply chain companies; to those seeking to establish longer term partnerships and alliances with key customers or suppliers within the capital goods sector; to those 24

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft researching supply chain management and/or the capital goods industry; and those seeking to develop policy to promote more sophisticated supply chain management within the low volume sector. The topic is relevant not only to capital goods companies themselves, but also those organisations in other sectors, such as energy or construction, that procure capital equipment on a project by project basis. E. The outcomes The outcomes of the meeting will be a prioritised set of research issues that address the immediate needs of the industry. These issues will be published and disseminated for debate to establish an industry-led research agenda that the Research Councils and other research sponsors can take forward. If appropriate, proposals will be prepared for a full scale forum meeting to further this process. If you would like to attend , please reply to Aileen Thomson BPRC International Manufacturing Centre University of Warwick Coventry CV4 7AL. Tel: 01203 524853 Fax: 01203 524307 e-mail: [email protected] Following confirmation of attendance, we will send you further information about the arrangements for the day and the discussion document prepared by the research team at the University of Newcastle. Please feel free to nominate or pass this invitation on to any colleagues who are more closely involved with the issues to be addressed by the Focus Group. If you would like to attend but cannot make this date please let us know. If you would like further information please do not hesitate to contact us at the above address. (Table of Contents) Aileen Thomson, ESRC Business Processes Resource Centre (C) Revised October 1997

9.

ROBERT H. SMITH SCHOOL OF BUSINESS at the UNIVERSITY OF MARYLAND
(http://www.rhsmith.umd.edu:8001/smithresearch/projects/104A.htm)

Focus on Supply Chain Management The Smith School has established itself as a leading research institution in the field of Supply Chain Management and a pioneer of the concept of Netcentricity. The Netcentricity Lab provides the hardware and software infrastructure conducive to research in today's networked world. Corporate partners, such as Sun Microsystems, SAIC (Science Applications International Corporation), EDS, Cisco, TIBCO, Manugistics, Oracle, and SCL (Supply Chain Logic, Inc.), have contributed over $6 million in business applications and computing resources. Sandy Boyson and Tom Corsi direct the Supply Chain 25

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Management Center which has a broad on-going research program. The Center recently received funding from the Department of Defense to develop the Supply Chain Integration Center. In a research project Scalable Supply Chain Infrastructures: Models and Analysis funded by the National Science Foundation, Professors Michael Ball, Sandy Boyson, Louiqa Raschid and V. Sambamurthy, are studying the potential of Supply Chain Infrastructures including the role of ERP and Supply Chain Management (SCM) software systems. The faculty involved in this project represent the School's expertise in Operations Research, Logistics and Information Systems. In the first year of this project, a Supply Chain Infrastructure (SCI) test-bed was installed. This consisted of an Oracle ERP, Manugistics supply chain management software, optimization software, and TIBCO Middleware. A supply chain simulation model was developed and initially integrated with the SCI test-bed. Several critical decision models for supply chain management were identified and developed after empirical investigation. One of the research topics under study involves the Available-to-Promise (ATP) function, which has been attracting much attention from the "supply chain management research community as a tool for enhancing the responsiveness of order promising and the reliability of order fulfillment." In their papers Quantity-and-Due-Date-Quoting Available-To-Promise, Material Compatibility Constraints for Maketo-Order Production Planning and A Model for Batch Advanced Available-To-Promise Michael Ball, Chien-Yu Chen and Zhen-Ying Zhao develop new models to support ATP decision making and use these models to study related business strategies. Professor Saul Gass recently directed a workshop entitled: Supply Chain Management Practice and Research-Status and Future Directions. The objective of the workshop was "to bring together Supply Chain Management (SCM) practitioners, researchers and software vendors in a series of presentations" to "(1) review how SCM methodologies and computer-based systems are being applied, (2) describe supply chain requirements that are not being met in terms of an agenda for research and development, and (3) via conference proceedings, report to the SCM community on the status and future directions of SCM practice and research." This workshop, which recently concluded in Rockville, was sponsored by the National Science Foundation, the National Institute of Standards and Technology and the Robert H. Smith School of Business.

10.

SUPPLY CHAIN MANAGEMENT RESEARCH GROUP at OHIO STATE UNIVERSITY
(http://fisher.osu.edu/supplychain)

The Supply Chain Management Group is a cluster of faculty and MBA students that focus their research efforts on supply chain relationships. We have an ongoing research program that is funded by firms and organizations that are interested in new, exploratory research on supply chain issues. As a University based research group, our research results are published and available to other researchers and practitioners in the field. The early results are available on our web site and the more finished product are designed for publication in the Journals. This is an exciting time for supply chain research. Business firms are searching for new ways to bring additional value to their customers and end users. This search for improved shareholder and customer value appears to be prompting a redefinition and redesign of global supply chain relationships. This, in turn, leads to new value based performance metrics shared by the partners to the supply chain. 26

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft The questions surrounding this new business process / philosophy are many and the answers to date are incomplete. The overall objective of our Supply Chain Management Group is to light a few candles and explore some of the key questions facing supply chain executives in the new Millennium.

Supply Chain Glossary Activity Based Costing Best Practices 1999 Using Channel Functions as the Building Blocks for Strategic Channel Design Supply Chain Management Bibliography Switching Costs Recent Developments in Activity-Based Costing Distribution in the PC Industry Activity-Based Costing Annotated Bibliography PC Distribution Bibliography 1998 Survey of ABC Applications Within Business Logistics Activity-Based Costing Best Practices 1997 Issues in Supply Chain Costing

Summer 2000 June 2000 November 1999 July 1999 July 1999 July 1999 July 1999 March 1999 January 1999 September 1998 Spring 1997 Summer 1996

INSIGHTS FROM THE JOURNAL "SUPPLY CHAIN MANAGEMENT REVIEW" Will the Chickens Come Home to Roost? An Historical Analysis of Inventory Levels The Long & Short of It New Roles & Risks for 3PL's Turbulent Times: Part II Guideposts for Turbulent Times? What's Behind the Buzz? Nov. / Dec. 2001 Sept. / Oct. 2001 May / June 2001 March / April 2001 Jan. / Feb. 2001 Coming soon

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Making Finance take Notice The Gap Creep I Can (Still) Get it for You Wholesale Will e-Networks take the High or Low Road The Morphing of a Supply Chain The Costs of Switching The Quest for Supply Chain Integration Let's Do Benchmarking Right Why So Much Inventory? Executing in the Red Zone The Costs of "Functional Shiftability" Building a Better Supply Chain Relationship Customer Value: A Power Shift Supply Chain Evolution by the Numbers The Challenge of Organizational Change Where's the Beef in Supply Chain Management? Supply Chain Management: Myth or Reality? [NOTE: Surveys referenced In Section D] Nov. / Dec. 2000 Winter 2000 Sept. / Oct. 2000 July / August 2000 May / June 2000 March / April 2000 Winter 1999 Fall 1999 Summer 1999 Spring 1999 Winter 1998 Fall 1998 Summer 1998 Spring 1998 Fall 1997 Summer 1997 Spring 1997

11.

INSTITUTE FOR SUPPLY MANAGEMENT (formerly the National Association of Purchasing Management)
(http://www.napm.org/Conferences/ResearchSymposium2002.cfm)

13th Annual North American Research and Teaching Symposium on Purchasing and Supply Chain Management THURSDAY, MARCH 21, 2002 28

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 11:45 a.m. - 12:45 p.m. Opening Luncheon - In the Hotel Atrium 12:45 p.m. - 1:00 p.m. Break Welcome Paul Novak, C.P.M., A.P.P. Chief Executive Officer, Institute for Supply Management™ Jeanette Rennie, C.P.P. Executive Vice President, Purchasing Management Association of Canada™ Lisa M. Ellram, Ph.D., CPA, C.P.M. Professor of Supply Chain Management, Arizona State University and Chair, ISM Educational Resources Committee Phillip L. Carter, D.B.A. Executive Director, CAPS Research and Harold E. Fearon Eminent Scholar Chair of Purchasing, Arizona State University Keynote Address and Discussion G. Ken Newton, Vice President of Worldwide Procurement and Logistics, Texas Instruments Break Concurrent Research/Instructional Paper Sessions Supply Chain Management
•

1:00 p.m. - 1:15 p.m.

1:15 p.m. - 2:00 p.m. 2:00 p.m. - 2:15 p.m.

•

Drivers of Major Changes in Supply Chain Responsibilities by P. Fraser Johnson and Michiel R. Leenders, The University of Western Ontario Supply Chain Coordination: The Supplier's Perspective by Amelia S. Carr, Georgia State University and Angelisa Gillyard, Ohio State University

2:15 p.m. - 3:30 p.m.

Supplier Relationships
•

•

Supply Chain Management and Supplier Alliances: Differences in Attitude of Adopters to Quality and Supplier Management and Their Impact on Business Performance by Vijay R. Kannan, Utah State University and Keah Choon Tan, University of Nevada, Las Vegas Relationship Building, Lean Strategy and Firm Performance: An Exploratory Study in the Automotive Supplier Industry by Jayanth Jayaram, University of Oregon and Shawnee Vickery and Cornelia Droge, Michigan State University

3:30 p.m. - 4:00 p.m.

Networking Break Reverse Auction - Panel Discussion Brenda Bunch, C.P.M., Commodity Manager, Phelps Dodge Michelle E. Vogelsang, MBA e-Procurement Implementation, Bechtel Power Corporation 29

4:00 p.m. - 5:00 p.m.

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Milton J. Young Global Director, Strategy and Planning, Whirlpool Corporation 5:00 p.m. - 6:00 p.m. 6:00 p.m. - 6:30 p.m. 6:30 p.m. - 8:30 p.m. Open Complimentary Reception, Embassy Suites Dinner Presentation Dr. Corey Billington, Vice President, Supply Chain Services, Hewlett-Packard

FRIDAY, MARCH 22, 2002 6:00 a.m. - 8:00 a.m. Breakfast - Hotel Atrium Concurrent Research/Instructional Paper Sessions Supply Chain Management
• •

The Notion of Customized Supply Chain Management by Ajay Das, Zicklin School of Business, Baruch College Supply Chain Design and Product Life Cycle: A Framework of Fit by Baohong Liu and Lisa Ellram, Arizona State University

8:00 a.m. - 9:15 a.m.

Collaboration and Integration
•

•

An Examination of Collaborative Planning Effectiveness in the Context of Interorganizational Information Systems by Kenneth J. Petersen and Robert M. Monczka, Arizona State University and Gary L. Ragatz, Michigan State University A Case Study of the Solectron Data Warehousing and Integration Challenges by Fay Cobb Payton and Robert Handfield, North Carolina State University

9:15 a.m. - 9:30 a.m.

Break Concurrent Research/Instructional Paper Sessions Performance Measurement and Risk Management
• •

9:30 a.m. - 10:45 a.m.

Performance Measurement Scheme for Decentralized Internal Supply Chains by Nitin Singh, Indian Institute of Management Indore Assessing and Discovering Supply Risk by George Zsidisin, Michigan State University and Lisa M. Ellram, Arizona State University

Defining Supply Chain Management
• •

What is SCM? And, Where Is It? by Paul D. Larson, Iowa State University and Arni Halldorsson, Copenhagen Business School Supply Management: What's In a Name? Or, Do We Know Who We Are? Some Thoughts for Discussion of What We Are About by Ralph

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft G. Kauffman, University of Houston-Downtown 10:45 a.m. - 11:00 a.m. Break

Teaching Supply Chain Management: The Western Michigan Interdisciplinary Approach 11:00 a.m. - 12:00 Noon Robert Reck, Western Michigan University 12:00 Noon - 1:00 p.m. 1:00 p.m. - 1:15 p.m. 1:15 p.m. - 2:00 p.m. 2:00 p.m. - 2:15 p.m. Lunch - Hotel Atrium Break Institute for Supply Management, Where It Is and Where It's Going. Paul Novak, C.P.M., A.P.P. CEO, Institute for Supply Management™ Break Concurrent Research/Instructional Paper Sessions Instructional Session
•

How to Teach Basic Concepts of Operations Management Using a Simulation Exercise by Rajeev Sawhney, Western Illinois University

Future Trends 2:15 p.m. - 3:30 p.m.
•

•

Purchasing Strategies for the Future: A Delphi Study by Jeffrey A. Ogden, Kenneth J. Petersen, Joseph R. Carter and Robert M. Monczka, Arizona State University You Can Predict the Next Recession! by Alan Raedels and Lee Buddress, Portland State University and Michael E. Smith, Western Carolina University

3:30 p.m. - 4:00 p.m.

Networking Break Concurrent Research/Instructional Paper Sessions Table Top Sessions
• •

4:00 p.m. - 5:15 p.m.

•

• •

Acquisition Educational and Certification Requirements: Civil and Defense Agencies, FY2002 by Ronald L. Straight, Howard University Collaborative Communities on Internet Logistics Exchanges: How Business Rules Matter by Rahul Kale, Martin Dresner and Philip Evers, University of Maryland College Park What is the Appropriate Search Space for Innovation in Supply Chain Management? A Systems Framework for Creative Research by Michael Smith, Western Carolina University and Lee Buddress and Alan Raedels, Portland State University Diversity in Hospitality Supply Chain by Jocelina Santos, University of Nevada Las Vegas Subjectivity in Supplier Evaluation: Examining Prejudice and Ethnocentrism in a Diverse and Global Society by Gwendolyn 31

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Whitfield, Western Michigan University Supplier Relationships • A Phase-Differentiated Approach to Supplier Integration: An Empirical Analysis by Stephan M. Wagner, SIG Holding Ltd. • Managing Global Buyer-Supplier Relationships: Implications for Supply Managers by Linda L. Stanley, Our Lady of the Lake University 5:15 p.m. Open - Dinner on Own

SATURDAY, MARCH 23, 2002 7:00 a.m. - 8:00 a.m. Breakfast - Hotel Atrium Concurrent Research/Instructional Paper Sessions Supply Chain Management
•

•

A Supply Chain Diagnostic: Is Your Supply Chain Fully Integrated? by Gregory M. Magnan, Seattle University and Stanley E. Fawcett, Brigham Young University Supply Chain Profits, Coordination, and Optimal Contract Design by Maomao Chen, University of Maryland

8:00 a.m. - 9:15 a.m.

Negotiations
•

•

The Relationship Between Strategic Sourcing and Negotiation Planning: A Case Study of Exemplars by Jennifer Manship, Christian Rossetti and Larry Smeltzer, Arizona State University Impacts of Electronic Communication on Negotiation Outcomes by Lee Buddress and Alan Raedels, Portland State University and Michael E. Smith, Western Carolina University

9:15 a.m. - 9:30 a.m.

Break Concurrent Research/Instructional Paper Sessions Instructional Session
•

Teaching Win-Win Negotiations and Win-Lose Negotiations in Perspective by Michael A. McGinnis and J. Patrick Cancro, Penn State New Kensington

9:30 a.m. - 10:45 a.m.

E-Purchasing/Supply
•

•

The Impact of Purchase Type on the Reverse Auction Process: A Conceptual Model by Dawn H. Pearcy and Larry C. Giunipero, Florida State University and Lisa M. Dandeo, University of Kentucky A Commitment-Trust Framework in Buyer-Supplier Relationships in the Context of eMarketplaces by Pilsik Choi, University of Illinois at

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Urbana-Champaign 10:45 a.m. - 11:00 a.m. Break Logistics Graduate Education: Evolution of Organizational Structures, Leadership Philosophies and Teaching Styles in Educating Future Leaders of Electronic Supply Chains Lisa Williams and Terry Esper, University of Arkansas Best Paper Award and Closing Remarks Lisa M. Ellram, Ph.D., CPA, C.P.M. Arizona State University Phillip L. Carter, D.B.A. Arizona State University

11:00 a.m. - 12:00 p.m.

12:00 Noon

12.

MATERIALS MANAGEMENT AND DISTRIBUTION - Canada's Supply Chain Magazine
(http://www.mmdonline.com)

Supply Chain Report - December 01, 2001 Frontline workers will be grateful for the powerful pocket PC tools being released to the market Supply Chain Forecast 2002 - December 01, 2001 The year ahead is being greeted with even more trepidation and uncertainty Border Build Up - December 01, 2001 All eyes were focused squarely on discussions over the future shape of the world's longest undefended border that separates Canada and the US Future Look - December 01, 2001 C.I.T.T. members get a glimpse of tomorrow's supply chain Weathering the Storm - December 01, 2001 Port Vancouver and the Port of Halifax have found themselves in similar boats, seeing container throughput drop three percent and .5 percent, respectively Turn Tap On - December 01, 2001 "Our then-service provider made too many decisions for us. It made arbitrary changes to the carrier base without warning" Team Work Pays - December 01, 2001 Operational efficiency isn't the only thing that makes the warehouse impressive Product Showcase - December 01, 2001 Logix Conveyor & Palletizing Systems has devised a way to beat those tough to handle 90-degree product transfers between adjacent conveyor lines... Transportation Services - December 01, 2001 Trailer lessor, Transport International Pool (TIP), has brought the latest technology to bear on its inbound and outbound unit inspections... Materials Handling - December 01, 2001 While it may come as a surprise, education can be one of the best materials handling investments a company can make 33

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft

13.

COUNCIL FOR LOGISTICS MANAGEMENT
(http://www.clm1.org/research/progress.asp)

Research in Progress The Council undertakes at least one new research project each year to add to the knowledge base of logistics theory and practice for logistics professionals worldwide. These projects are scheduled for completion in 2002. Connective Technology and Its Impact on Logistics Today, the notion of rigid, fixed, linear supply chains is rapidly being replaced by visions of more flexible and fluid networking alliances and economic webs. And, just as the linear model was supported by physical infrastructure (plants, trucks, rail, shipping lines, and physical distribution points, including stores and warehouses), this new model will be built around new elements: people, information, and smart products. Connective technologies promise to integrate people, information, and products across traditional supply chain boundaries. Smart materials represented by actuators and sensors, tagging represented by global positioning systems (GPS) and radio frequency identification technologies (RFID) tags, and peer-to-peer decentralized processing can create a new logistics process that provides a network supply system where anything can be an addressable part of a dynamic system. This research will give logistics professionals the latest information on these technologies and help them understand what the potential implications to their profession will be. Securing the Supply Chain Floods, tornadoes, fires, unannounced blackouts, bombs, chemical spills, computer viruses, product tampering, riots, frozen currencies--each of these is a disaster that can profoundly impact logistics operations. Business disasters rarely occur, but when they do, the results can be devastating. Without the proper disaster planning, recovery may be impossible. This research project will provide a template for logistics professionals for the purpose of developing relief from any number of natural and human-made disruptions to business.

14.

ETHZ RESEARCH REPORT - PROF. DR. PAUL SCHÖNSLEBEN
(http://www.rereth.ethz.ch/bepr/center_for_enterprise/schoensleben/pj.06.html) or, (http://www.rereth.ethz.ch/bepr/bepr.inst_overview.html)

Supply Chain Management in the semiconductor industry The ESEC SA has to align their existing logistics concept to today's constantly changing market conditions and, at the same time, to the rapid change of innovations. In logistics and production networks, a competition-crucial factor is the integration of the partners. The increasing enterprisespreading networking results in higher requirements for co-operation and co-ordination between the individual partners. The objectives of the project are:
• •

Development of an ''ideal'' Supply Chain Management concept for the semiconductor industry. Derivation of a generic model for types of buyer-supplier relationships with consideration of material orders, information flow and resources based on the developed ''ideal''concept. 34

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Status of the project: The project was started on 1.12.99 The following activities are in progress
• •

Analysis of the organizational structure and information exchange in a Supply Chain Network Development of an ''ideal'' Supply Chain Management concept for the semiconductor industry.

Contacts: I. Hartel, R. Alard, R. Hieber, Prof. P. Schönsleben Electronic Contacts:
• • • •

[email protected] [email protected] [email protected] [email protected] ESEC SA

Supported By:

Last Update: 20/03/01 Responsible: Professor or Project Leader: Prof. Dr. Paul Schönsleben Institute or Independent Professorship: Center for Enterprise Science Department: Department of Industrial Management and Manufacturing Engineering

15.

INSTITUTE FOR CIVIL INFRASTRUCTURE SYSTEMS at NEW YORK UNIVERSITY'S ROBERT F. WAGNER GRADUATE SCHOOL OF PUBLIC SERVICE
(http://www.nyu.edu/icis/InfraPriorities/pubs/obrien.pdf) Infrastructure Priorities from the Management Perspective Research Needs for Civil Infrastructure Systems Management Community Engagement in End-Use Energy Infrastructure: a story and, perhaps, some lessons Need For National Critical Infrastructure Vulnerability Assessment And Mitigation Planning Program Challenges of Infrastructure Asset Management An Infrastructure Institutional Research Agenda Evaluating the Benefits of Mitigation for Lifeline Systems 35

Daniel J. Alesch Kristen Sanford Bernhardt Michael Bobker Dan Dornan Michael J. Garvin Jonathan L. Gifford Patricia Grossi &

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Howard Kunreuther Richard Hanley Jose HolguinVeras Tom Horan John Lathrop Ewe-Leng Lim Sue McNeil William O'Brien Rutherford Platt Annie Raven Dorothy A. Reed Daniel A. Rodriguez Deborah Rosenbloom Dennis Ross Martha Rozelle Tom Wakeman W. Al Wallace & David Mendonca Koko Warner The Changed Primacy: Thoughts on a Research Agenda for Infrastructures Moving People and Goods Towards a 21st Century Agenda of Freight Transportation Research Bringing the End User into the System: Directions in the U.S. Intelligent Transportation Systems Program Decision Analysis in Public Participation: Experiences, Lessons Learned, and Recommendations The Use Of GIS And Statistical Analysis For The Preventative Maintenance Of Pipelines The Infrastructure Crisis: Are We There Yet? Enabling Technologies for Project Supply Chain Collaboration Protecting the New York City Water Supply Through Negotiated Watershed Agreement Infrastructure Management System (IMS) for a Water Distribution Network Research Needs in Infrastructure from a Civil Engineering Perspective Infrastructure and Social Equity: Lessons from Transportation Small Community Outreach Project for Environmental Issues Infrastructure Needs: A Public Works Perspective The Public Uses Technology to Analyze a Decision Multi-Modal Connections at the Port of New York and New Jersey Managing Risks to Critical Infrastructures: Opportunities for Research Paying for Risk? Evaluating the Role of Risk Transfer in Public Infrastructure Investment Decisions

Richard N. Wright Reflections on the National Infrastructure Research Agenda Rae Zimmerman & Bringing Information Technology to Infrastructure: A White Paper for a Mara Cusker Research Agenda

16.

SUPPLY CHAIN MANAGEMENT CENTRE OF EXCELLENCE
(http://www.nitl.ie/hdocs/research/using.htm)

Although NITLs research niches of expertise are always evolving in nature, specific to his work at NITL, current research interests include:
• •

Organisational management and behaviour for supply chain management Social interactions and relationships management in supply chain management 36

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft • IT applications in supply chain management • Human resource management issues in logistics • Benchmarking of the Irish haulage sector • Third party logistics and outsourcing • Supply chain partnerships • Incentives and performance measures • Reverse logistics (product recycling, disposal, and repair) • "Real World" research in logistics and supply chain management Case Studies ACTIVE RESEARCH - Case Studies view Growth through SCM Growth through SCM view SCM Training & Education Adding Value Article - SCM Training & Education Adding Value view Periodicals Periodicals view Services -the Irish Distribution Sector Service Provided by the Irish Distribution Sector view Transport & Logistics Transport & Logistics view Access Dublin Initiative Report Access Dublin Initiative Report view Information & Communications Technology Information & Communications Technology - Supply Chain Implications

37

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft view Logistics Services Logistics Services Requirements of Companies Located in Ireland view Outsourcing Outsourcing view Management Concerns ACTIVE RESEARCH - Management Concerns view Growth through SCM article Growth through SCM article view Negotiating Service Level Agreements Negotiating Effective Service Level Agreements view Report Dublin Port Research - Report Dublin Port view Logistics Requirements Logistics Requirements of Irish Companies view Information & Communication Technologies RESEARCH REPORT - Information & Communication Technologies - Supply Chain Implications view The Irish Distribution Sector Services Provided by the Irish Distribution Sector view

38

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft

17.

CANADIAN ASSOCIATION OF SUPPLY CHAIN AND LOGISTICS MANAGEMENT - INFO CHAIN (includes a survey - #2)
(http://www.infochain.org/topics/research.html) Under the direction of our Research Committee, chaired by Jill Anderson, SCL has three practical research initiatives underway. They are as follows: 1. E-commerce Sector Impact Study on Supply Chain and Logistics Management in General Merchandising and Pharmaceutical Retailing SCL is undertaking this study in partnership with Industry Canada and consultant Kenneth White. The study focuses on the impact of electronic commerce and logistics systems for two specific industries in the retail trade sector. The study is consistent with a methodology prepared by OECD (Organization for Economic Co-operation and Development). Results were presented at the 2001 Annual Conference, and appear in the Spring 2001 issue of Supply Chain & Logistics Journal. 2. Canadian Logistics Cost and Service Database In co-operation with Herbert W. Davis and Company, SCL launched a new Canadian Survey in the Fall of 2000 that would determine a broad-scale, cross-industry comparison of logistics cost and performance. The survey focused on Canadian manufacturers, distributors and retailers. The results were presented at SCL’s Fall Symposium and can be obtained by downloading a pdf file (246k). 3. Enterprise Resource Planning (ERP): World Class Practices and Performance This research is being conducted by the Kenan-Flagler Business School of the University of North Carolina, Chapel Hill. SCL is providing the Canadian industry component. The research seeks to develop an understanding of the best practices and competencies required to leverage the competitive capabilities offered by ERP systems. It is intended that the results will be published in an upcoming Journal issue and will provide some background for the short course focus on ERP later in 2001.

18.

CONFERENCE BOARD OF CANADA
(http://www.conferenceboard.ca)

A. Report, Meeting the Challenges of Global Logistics (1998), is available at NEOS Library Systems. ISBN: 0823706567. Holdings: UA Rutherford North Flr 4 | HD 38.5 P35 1998 | c.1 B. Report, Organizing Logistics for a Competitive Advantage (1998), is available at http://www.conferenceboard.ca/boardwiseii/documents/242-98.pdf. Also available at NEOS Library Systems. ISBN: 0887634230. Holdings: UA Rutherford North Flr 4 | HD 38.5 B73 1998 | c.1

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft

C. MAILING or DISCUSSION LISTS
1. LOGISTICS-RESEARCH-NETWORK MAILING LIST ARCHIVE logistics-research-network mailing list archive The JISCmail (formerly Mailbase) discussion list 'logistics-research-network' provides a forum for the exchange of research ideas, developments and findings in the fields of logistics and supply chain management. It is a means of communication for members of the Logistics Research Network which has been established by UK academics in conjunction with the Institute of Logistics. Keywords: logistics, discussion list, supply chain management, research Available from: http://www.jiscmail.ac.uk/lists/logistics-research-network.html 2. PURCHASING-SUPPLY-CHAIN MAILING LIST ARCHIVE purchasing-supply-chain mailing list archive purchasing-supply-chain is a JISCmail (formerly Mailbase) discussion list for all aspects of purchasing and supply chain management, and inter-organisational theory. The list actively supports the networking and collaborative activities of the association called IPSERA. Keywords: supply chain management, inter-organisational theory, discussion list, purchasing Available from: http://www.jiscmail.ac.uk/lists/purchasing-supply-chain.html

40

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft

D. RECENT SURVEYS
1. Supply-chain strategies - The latest findings; Anonymous; Logistics and Transport Focus, Corby; Jan/Feb 2001; Vol. 3, Iss. 1; pg. 48.

Companies are creating high customer expectations, which put impossible pressure on the supply-chain to deliver. Ultimately, they are facing a logistics disaster. Respondents from transportation companies cited their key supply-chain management concerns as: 1. price and cost pressures, 100%, 2. supply-chain integration, 86%, 3. globalization, 71%, and 4. procurement, 57%. 2. A. B. 3. KPMG 1999 Survey and Benchmarking Results (http://www.kpmgconsulting.com/news/press_releases/1999/pr_07-19-1999.html ) Lessons in Supply Chain Management in 2001 (http://www.kpmgconsulting.com/library/pdfs/SCM%20Lessons%20Learned%20hi%20res.pdf) INSTITUTE FOR CIVIL INFRASTRUCTURE SYSTEMS at NEW YORK UNIVERSITY'S ROBERT F. WAGNER GRADUATE SCHOOL OF PUBLIC SERVICE (http://www.nyu.edu/icis/surveys)

In May 2001, ICIS began conducting an online survey to collect comments, ideas and thoughts from the major U.S. infrastructure research centers, both academic and industry-related, on the proposed conference topics. If you have not already, please take a few minutes to participate in the survey >> Survey responses are being collected as the first step in developing an infrastructure research agenda. The collected survey responses will also provide background for the discussions at the conference. ICIS National Infrastructure Research Agenda Survey Spring 2001 This national research agenda for civil infrastructure systems is being developed by the Institute for Civil Infrastructure Systems (ICIS) with funding from the National Science Foundation. Thank you for your participation. To begin, please enter your contact information in the boxes below. Four survey questions follow. In each case, please briefly identify just a few key areas you think are the most important - the intent is not to be exhaustive. 1. 2. 3. What ongoing research projects or programs of an interdisciplinary nature (combining social science and engineering) are you aware of? What are the most important infrastructure problems that need to be addressed in a National Infrastructure Research Agenda? In your opinion, do the areas we have identified -- 1)valuing and financing infrastructure; 2)institutional change; 3)community participation; 4)transformation of infrastructure through 41

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft advanced technology; and 5)decision support -- constitute an appropriate framework for developing the research agenda? If not, please suggest others. 4. Please provide the names (and contact information) of other researchers and accomplished practitioners who are particularly creative and insightful about interdisciplinary work in the area of civil infrastructure systems. SUPPLY CHAIN MANAGEMENT RESEARCH GROUP at OHIO STATE UNIVERSITY (http://fisher.osu.edu/supplychain) December 2001 June 2000 September 1999 September 1998

4.

2001 Survey of Career Patterns in Logistics 2000 Survey of Career Patterns in Logistics 1999 Survey of Career Patterns in Logistics 1998 Survey of Career Patterns in Logistics 5.

2001 LOGISTICS AND SUPPLY CHAIN MANAGEMENT COMPENSATION SURVEY (http://www.wmmercer.com/usa/english/resource/resource_news_topic_060601.htm)

New Survey Details Pay Levels for Employees In Logistics and Supply Chain Management Contact: Ann M. Egan 1-816-556-4811 [email protected]

New York – June 6, 2001 – A new survey from human resource consulting firm William M. Mercer, Incorporated provides detailed compensation information for 54 jobs in logistics and supply chain management. The 2001 Logistics and Supply Chain Management Compensation Survey includes information provided by 192 companies representing nearly 31,500 employees in 974 locations. Job categories include executives, middle-level management, first-level management/supervisory, professional, and hourly jobs, with individual jobs ranging from top supply chain executives to inventory control clerks. By industry, the participating organizations include manufacturers (45%), wholesalers (10%), retailers (10%), utilities (4%), transportation firms (3%), and other firms (29%). 6. TRANSCENTRIC SUPPLY CHAIN VISION (http://www.transentric.com/contact/xmlsurvey.asp)

TranXML™ User Survey

42

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft By participating in this survey, your organization will be providing leadership in the development of the only cross-industry XML standard for Transport. We are seeking active participants in TranXML.org to provide strategic guidance in the development of the TranXML Standard. 7. A. B. 8. FINANCIAL TIMES (http://surveys.ft.com) Supply Chain Management 2001 (http://specials.ft.com/supplychain/index.html) Supply Chain Management 2000 (http://surveys.ft.com/supply2000) SAPIENS INTERNATIONAL (http://www.sapiens.com/supplychain/survey)

General Online survey 9. CHARTERED INSTITUTE OF PURCHASING AND SUPPLY (http://www.cips.org/research/currentresearch.asp) The CIPS undertakes an annual survey of purchasing and supply management research in order to promote awareness and an exchange of ideas between academia and industry. Current Practitioner-Based Research Themes This report summarises a series of hot topics' for research in 2001 that have been recorded in the purchasing and supply management practitioner and academic communities. PDF 316kb UK Research 2002 This document gives a brief summary of current research in purchasing and supply management at UK academic institutions and other research establishments. PDF 118kb eBusiness Report 2001 CIPS has published the eBusiness Report 2001 in conjunction with the Institute of Management, the Institute of Logistics and Transport and the University of Birmingham. The aim of the research was to assess the ways in which the Internet is impacting upon management practices in the three key business areas of: Marketing and Sales Management Internal Organisational Management Supply Chain Management A brief Executive Summary can be downloaded here. A copy of the eBusiness Report can be purchased from the CIPS Bookshop. CIPS members can access a more comprehensive summary looking specifically at the supply chain 43

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft management area. To access this summary you should login via Member Access and then return to this page when a link to the summary will become visible. 10. COUNCIL OF LOGISTICS MANAGEMENT (http://www.clm1.org/about/surveyresults.asp)

Executive Summary: http://www.clm1.org/about/executive%20summary.pdf Survey Results Greetings! On behalf of the Council of Logistics Management, I would like to thank the nearly 2,000 logistics professionals who responded to our recent strategic planning initiatives. We were overwhelmed by your interest and support. As you may have sensed, CLM is at a unique crossroad in its history. Environmental elements such as the changing scope and structure of logistics, advances in technology and the increased impact of the Internet, economic volatility, and the far-reaching effects of September 11 have converged to create a window of opportunity for change and progress. In order to better assess this environment—and its impact on our members—CLM engaged the services of Bonner Consultants, a company specializing in conducting primary research for associations involved in strategic planning.The first step in our investigation was to conduct focus groups that explored CLM’s strengths, weaknesses, opportunities, and threats. Participants in the focus groups were selected to reflect the membership at large.They met in six sessions at the 2001 annual conference in Kansas City. These focus groups identified issues and provided direction for a follow-up electronic survey that was sent to all CLM members, plus a subset of nonmembers and former members. We asked for your opinions and 1,873 of you enthusiastically responded. The Executive Summary of the survey responses is attached. We’ve heard your comments and we are prepared to respond. CLM’s Executive Committee has scheduled additional days at both their March and July meetings to address the findings of the survey and to draft a strategic plan that meets your needs, and the needs of the logistics profession. We’re excited to have the opportunity to take a new look at CLM, embracing the future with open minds and imagination, while retaining the best of the traditions that have served our members so well in the past. Thank you for taking the time to share your thoughts and ideas. We will continue to communicate with you and share our progress. Sincerely, Maria A. McIntyre Executive Vice President 11. NATIONAL INSTITUTE OF GOVERNMENTAL PLANNING (http://www.nigp.org/research)

Procurement Research Supports Your Benchmarking Efforts A critical member service of NIGP is to produce frequent statistical surveys on relevant public 44

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft procurement topics. The Institute produces approximately one web-enabled survey every other month resulting in a high number of qualified responses (NIGP usually surpasses the statistical standards for surveys by receiving a 25%+ response rate). The majority of these surveys are produced in coordination with the Public Procurement Research Center. To learn more about the Center, click here: www.nigp.org/research/ResearchCenter.htm While every survey is open to the general practitioner community, the survey results are considered a value-added benefit of NIGP national membership and are only available through the Members-Only Section of the web. If a survey is currently available for participation, it will be posted at the following web address: www.nigp.org/Research/Survey.htm A key study produced by NIGP is the annual survey of Purchasing Preference Programs. Additionally, a biannual survey of Procurement Practices collects and reports statistics pertinent to all aspects of purchasing and materials management. 12. Supply-chain losses studies; Michael A Gips; Security Management, Arlington; Jun 2001; Vol. 45, Iss. 6; pg. 16, 1 pgs Driver theft, errors by receiving and shipping personnel, and poor control of overseas and air freight are among the biggest threats to loss prevention in the supply chain of mass retailers, according to a recent survey conducted by the International Mass Retailer Association. 13. Study reveals 3PL customer satisfaction with providers; Anonymous; Warehousing Management, Radnor; Mar 2001; Vol. 8, Iss. 2; pg. 7, 1 pgs A recent survey, conducted by Exel, Cap Gemini Ernst & Young and the University of Tennessee's Center for logistics Research, found that although 80% of customers of third-party logistics (3PL) providers are satisfied with their providers, very few (15%) feel that 3PLs are fulfilling the need for Web-enabled supply chains. The study also found that the market for 3PL services is growing 18% to 22% annually. 14. Technology will play larger logistics role; Peter Bradley; Logistics Management and Distribution Report, Radnor; May 1999; Vol. 38, Iss. 5; pg. 28 According to the Ohio State University Career Patterns survey, 34% of logistics executives rank technology as the top factor that affects logistics. This compares with 21% who cite supply chain management and 12% who mention finance. 15. Survey finds bottom line drives outsourcing; Peter Bradley; Logistics Management and Distribution Report, Radnor; May 1999; Vol. 38, Iss. 5; pg. 24 Cost savings and reduced overhead still are perceived as the main benefits of outsourcing logistics, according to a new study on the topic by a major third-party provider. Penske Logistics of Reading, Pennsylvania, surveyed some 250 executives at top US companies for its third-party logistics study published late last year.

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 16. Communication is key; Kristi Sue Labetti; Frozen Food Age, New York; Jul 2001; Vol. 49, Iss. 12; pg. 35, 2 pgs Recent findings in the 2000-2001 Temperature Controlled Logistics Report, conducted by Iowa State University with support from C.H. Robinson, a third-party logistics company, highlighted several problems, and some improvements, in the industry as seen by shippers. According to many surveyed, problems such as excessive waiting times, driver shortages, and communication inefficiencies all lead to missed delivery appointments and add costs to supply chain partners. The industry is trying to overcome many years of bad habits-bad shipping and receiving practices, says Richard Durst, president and CEO of Arctic Express, Inc. and chairman of the Truckload Carriers Association's "Just in Time to Wait" management panel.

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft

E. KEY THEMES
1. WHAT IS SUPPLY CHAIN MANAGEMENT?
Debate in both academic and industry literature questioning the use of the term "supply chain management," highlighting a lack of agreement regarding its definition, scope, etc. 1. Article: Supply Chain Management and its impact on purchasing; Joel D Wisner; Journal of Supply Chain Management, Tempe; Fall 2000; Vol. 36, Iss. 4; pg. 33, 10 pgs. Abstract: The term "supply chain management" has been used to denote the integration of logistics and physical distribution activities by wholesalers and retailers and manufacturers' efforts to effectively integrate purchasing and supply with other functions in the firm. The concept is still evolving. There is no generally accepted definition of supply chain management or general understanding of how supply chain management impacts organizational characteristics and practices. This article presents exploratory findings from a comprehensive survey regarding supply chain management. The objectives of this study were to study the impact of supply chain management on purchasing practices, to further define and develop the supply chain model from various perspectives, and to identify problems associated with supply chain management, particularly from the purchasing perspective. 2. Supply chain management: A new challenge for researchers and managers in logistics; Tage SkjoettLarsen; International Journal of Logistics Management, Ponte Vedra Beach; 1999; Vol. 10, Iss. 2; pg. 41, 13 pgs Supply Chain Management (SCM) has recently become a popular theme at management conferences and in international journals. However, the concept is not well defined and only implemented in relatively few companies in Europe, typically large, multinational companies. Also, research and educational programs within SCM are exceptional at most European business schools and universities. One reason may be that SCM is a new discipline without established theoretical frameworks and generally accepted methodologies. The paper begins with a definition of supply chain management and discusses the need for a new paradigm for logistics research. It then introduces three different theoretical perspectives on supply chain management: 1. the transaction cost approach, 2. the network perspective, and 3. the resource-based view. The three perspectives represent an economic, a sociological and a strategic approach to an analysis of supply chain management. In combination, these approaches can provide logistics researchers and managers with a strong conceptual framework for analyzing supply chain management in theory and practice. This is illustrated by a discussion of two strategim supply chain issues: managing a portfolio of supplier relationships and third-party logistics. 3. A taxonomy of supply networks; Christine M Harland; Journal of Supply Chain Management, Tempe; Fall 2001; Vol. 37, Iss. 4; pg. 21, 7 pgs There has been limited research into how different types of supply networks can be created and operated. This article develops a taxonomy of supply networks with a particular focus on managing network creation and operation. The taxonomy is based on a review of network literature from various academic perspectives and extensive empirical data across a variety of industry sectors including automotive, fast-moving consumer goods, electronics, pharmaceuticals, and communications technologies. The main differentiating factors for classifying a matrix of four types of supply network are found to be the degree of supply network dynamics and the degree of focal company supply network 47

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft influence. Network characteristics and different patterns of networking activities are identified for each type of supply network. 4. Agent-oriented supply-chain management; Mark S Fox; International Journal of Flexible Manufacturing Systems, Boston; Apr 2000; Vol. 12, Iss. 2,3; pg. 165 The supply chain is a worldwide network of suppliers, factories, warehouses, distribution centers, and retailers through which raw materials are acquired, transformed, and delivered to customers. In recent years, a new software architecture for managing the supply chain at the tactical and operational levels has emerged. It views the supply chain as composed of a set of intelligent software agents, each responsible for one or more activities in the supply chain and each interacting with other agents in the planning and execution of their responsibilities. This paper investigates issues and presents solutions for the construction of such an agent-oriented software architecture. The approach relies on the use of an agent building shell, providing generic, reusable, and guaranteed components and services for communicative-act-based communication, conversational coordination, role-based organization modeling, and others. Using these components, two nontrivial agent-based supply-chain architectures able to support complex cooperative work and the management of perturbation caused by stochastic events in the supply chain, are shown. 5. Logistics function still misunderstood by CEOs; Anonymous; Warehousing Management, Radnor; Nov 2001; Vol. 8, Iss. 10; pg. 12, 1 pgs A new survey says that warehouse managers and logistics professionals in general are still dealing with many of the problems that have plagued them for years - notably the fact that CEOs still do not understand the real role played by the warehouse and logistics within the supply chain. 6. Implementing supply chain management lessons learned at Becton Dickinson; John J Kanet; Production and Inventory Management Journal, Alexandria; Second Quarter 2000; Vol. 41, Iss. 2; pg. 33, 8 pgs This article describes the implementation of two elements of supply chain management - distribution requirements planning, or DRF, and continuous replenishment process, or CRP - at a major manufacturer of medical equipment and supplies. The successful use of technology to redesign the company's supply chain was an important element of the project's success, but the lessons derived from the implementation indicate that great consideration must be given to the role of people and processes as well. 7. Best practice management in an SME environment; Ian Jenner; Logistics and Transport Focus, Corby; Oct 2001; Vol. 3, Iss. 8; pg. 38. Abstract: Supply-chain management is the integration of business processes from end-puser through original suppliers that provides products, service and information that add value for customers. There are 4 key aspects that influence an international supply-chain. These range from legal aspects and the implications of exchange rate fluctuations, through communication and cultural issues to the degree of top management commitment to internationalization. The exploration into best practice management of an international supply chain in an SME was undertaken through a case-study approach using the key aspects of internationalization and best-practice principles previously identified.

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 2. COMMUNICATION 1. Communication Gaps Foil SCM Efforts -- Parts Vendors Step In With Hope Of Better Managing Flawed VMI Programs; Jennifer Baljko Shah; EBN, Manhasset; Nov 19, 2001; pg. PG.1 Although OEMs will continue to influence parts replenishment and suppliers will still have to manage unique scenarios for each customer, there is a broader acknowledgement that three things need to change: information sharing, supply chain collaboration, and financial accountability. VMI has drawn criticism in the past because of these hurdles. That's an area EMS company Flextronics International Ltd. is working on. Though not new to VMI, the company is looking into ways of improving its campus concept globally, which establishes supplier warehouse hubs close to the factory, as well as better linking ERP, forecasting, supply chain optimization, and logistics software tools, and further developing VMI relationships at all of its operations, said Paul Fox, a San Jose-based vice president of demand chain management at Flextronics. "What is going to drive [VMI] activity is better forecasting," he said. "In order to make VMI really work, we have to really tackle this information disconnect." 2. The impact of inventory and flow planning parameters on supply chain performance: An exploratory study; Ram Ganeshan; International Journal of Production Economics, Amsterdam; May 6, 2001; Vol. 71, Iss. 1-3; pg. 111 The primary objective of this paper is to study the impact of selected inventory parameters and management techniques on the performance of an expanded and comprehensive retail supply chain. Specifically, we study the sensitivity of supply chain performance to three inventory planning parameters: 1. the forecast error, 2. the mode of communication between echelons, and 3. the planning frequency. We achieve this by constructing a detailed simulation model and with data adapted from a case study which we were involved with. The studies conclude that all the three parameters have a significant effect on performance. Increasing forecasting errors and the re-planning frequency decreases service, return on investment, and increases cycle time. Using a mode of communication that facilitates exchange of information between echelons in the supply chain yields a higher level of service when compared to the scenario where the entities in different echelons plan material flows independently. 3. Communication edges out e-commerce as topic of the moment at AHRMM fete; Anonymous; Hospital Materials Management, Ann Arbor; Sep 2001; Vol. 26, Iss. 9; pg. 3, 2 pgs The approximately 1,500 members of the Association for Healthcare Resource and Materials Management who attended the annual conference at the end of July heard that communication at all levels will be necessary to continue squeezing savings out of the supply chain. Other than a panel discussion and product demonstrations at the exhibit booths, electronic commerce was not the dominant topic, as it has been for the past several years. 4. Buyers must be at forefront of change; David Arminas; Supply Management, London; Oct 18, 2001; Vol. 6, Iss. 21; pg. 16, 1 pgs The pressure on businesses to adhere to more socially acceptable behaviour is increasing, not only from fringe groups, but from mainstream shareholders as well. Globalisation is a call in itself for purchasers to 49

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft acquire new skills to plan and manage the total value chain. Supply chains now circle the globe and purchasers must be able to communicate effectively with different cultures. Rapid communication means problems can both arise and be solved more quickly, so procurement professionals must have the skills to react within shorter timescales. 5. Manufacturing and supply chain management in China: A survey of state-, collective-, and privatelyowned enterprises; David Pyke; European Management Journal, London; Dec 2000; Vol. 18, Iss. 6; pg. 577 Because of the booming economy, interest in China has soared in recent years. The government has decided to privatize many State-owned enterprises (SOEs), so foreigners can much more easily invest in existing firms than ever before. A discussion of whether or not it is wise to invest in SOEs is presented. This paper presented a survey of State-owned enterprises, collective-owned enterprises and privately held firms. It is found that these firms are far more advanced using explicit manufacturing strategies than had been anticipated. However, they are not as advanced in supply chain management as many Western firms. They report significant communications with customers and suppliers - more with customers than suppliers - but the nature of the communication is often limited to one dimension, particularly on the downstream side. Firms that communicate with customers tend to do so with suppliers as well. 6. Execs agree: Collaboration protects against bad forecasts; Laurie Sullivan; Electronic Buyers' News, Manhasset; Sep 25, 2000; pg. PG.1 Forecasting is a topic of growing concern among procurement and supply-chain managers throughout the electronics industry, and was the central topic of discussion among executives at last week's Supply Chain Summit, hosted by Avnet Inc. in Scottsdale, Ariz. There is a growing consensus among executives that the first step toward improved forecasting is improved collaboration up and down the supply chain. While cutting lead times is something Artesyn Technologies Inc. is working toward, the provider of power-conversion equipment, real- time systems, and logistics management for the communications industry has found its method for forecasting product demand has never been more than 50% accurate, said Burt Rabinowitz, vice president of global supply-chain management at Artesyn, Boca Raton, Fla. "Even if you get internal execution right, the external execution is a nightmare because everyone in the supply chain does it differently," [Roger Norberg] said. "What's more complex is interconnectivity between partners. Most of the IT infrastructure out there isn't designed around connectivity. Even the ERP doesn't provide that function; ERP systems were designed to create internal visibility, not external connectivity." 7. Supply-chain synchronization: Lessons from Hyundai Motor Company; Chan K Hahn; Interfaces, Linthicum; Jul/Aug 2000; Vol. 30, Iss. 4; pg. 32 One of the challenges of supply-chain management is developing ways to effectively integrate activities across organizations on the supply chain. Hyundai Motor Company developed mechanisms to coordinate production planning and scheduling activities among supply-chain members. Hyundai Motor's production-and-sales-control (P/SC) department uses regularly scheduled cross-functional meetings and scheduling policies to coordinate supply-chain activities. When implementing this process, the P/SC department overcame structural, environmental, and behavioral problems. Although Hyundai 50

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft management concedes that the process is not perfect, communication among supply-chain members has improved, and the P/SC group has successfully promoted mutual understanding and respect among functional areas. The primary benefit, ultimately, is improved customer satisfaction through better integration of functional activities. 8. The use and impact of communication media in purchasing and supply management; Paul D Larson; Journal of Supply Chain Management, Tempe; Summer 2000; Vol. 36, Iss. 3; pg. 29, 11 pgs Effective communication is a critical component of buyer-supplier relationships. Purchasing professionals utilize a variety of media to communicate with suppliers, including phone, fax, face-toface, mail, e-mail, Internet, and electronic data interchange (EDI). The purpose of this research was to assess the impact of EDI and a variety of other media on buyer supplier relationships and performance. Analysis of the responses from a survey revealed that EDI is not living up to its promise. The results also show that purchasing professionals' preference for various communication media depends on the nature of the message being transmitted. 9. Manufacturers jain the technology revolution--reluctantly; Joanna Doyle; Midrange Systems, Spring House; May 22, 2000; Vol. 13, Iss. 7; pg. 27, 5 pgs Effective SCM has increasingly become a symbol of success and a primary focus for manufacturers that want to compete in an e-economy. While the goal of building and maintaining business partner relationships remains basically constant, what has changed about SCM are the means, the speed and the scope of how business is conducted across a supply chain. Very often, however, implementing a supply chain management solution also means tackling the big monster, ERP. And here is where many legacy manufacturers hesitate to climb on the bandwagon. For many established manufacturers it is difficult to plunge ahead with new IT initiatives that may temporarily disrupt productions. Before now there has not been sufficient communication between CIOs and manufacturing engineers when a major technology infrastructure change is put into place. And while the benefits of ERP and SCM are clear on the business end, shop floor managers often are not educated on how to use the new systems for their purposes. However, this is beginning to change. 10. Communication key to supply chain efficiency; Kevin Neuman; Hospital Materials Management, Ann Arbor; Apr 2000; Vol. 25, Iss. 4; pg. 11, 3 pgs To play an active role in the evolution of the health care environment, supply chain practitioners must rethink how they transact business within their health care enterprise and with their trading partners. True supply chain optimization cannot occur unless supply chain activities and information are communicated to all supply chain participants, from enterprise to enterprise, from vendors to providers, and from consumers to purchasers of those supplies. The supply chain should be thought of as being more like a web. 11. Staples portal zaps productivity-sappers; Anonymous; I/S Analyzer Case Studies, Rockville; Apr 2000; Vol. 39, Iss. 4; pg. 1 Staples needed a way to help its 40,000 associates nationwide access key information quickly and seamlessly. Rather than tweaking its burgeoning intranet, the office supply chain decided to implement a Plumtree-based corporate portal. Up and running since February, the new portal has not only eased communications between its far-flung sites, but has also cut down on time spent surfing the Web. The 51

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Staples portal addresses 4 needs: 1. Increased productivity, 2. Increased effectiveness, 3. Lovered information delivery costs, and 4. Improved communications. 12. Communication - the route to successful change management: lessons from the Guinness Integrated Business Programme; Mark Collyer; Supply Chain Management, Bradford; 2000; Vol. 5, Iss. 5; pg. 222 Over 75 percent of business transformations fail with two of the main problems being a lack of communication with employees and the failure to recognize the impact of change. This paper discusses the processes involved corporate change with special emphasis on Guinness. 13. Examining supplier improvement efforts from both sides; Laura B Forker; Journal of Supply Chain Management, Tempe; Summer 1999; Vol. 35, Iss. 3; pg. 40, 11 pgs Perceptual data from the population of buyers and suppliers to a major electronics firm were collected to test the extent of judgmental convergence between matched pairs of buyers and suppliers with respect to the suppliers' quality management practices and the buyers' supplier development activities. The customer firm (and its supply base) was chosen due to its national leadership in quality improvement achievements and forward thinking in supply management. It was believed that this electronic systems manufacturer would be most likely to have reached a common understanding with its suppliers regarding continuous improvement needs. Results indicate that buyers and suppliers are largely in agreement regarding the extent of the suppliers' total quality management implementation. Little agreement was noted regarding the buyers' execution of supplier development activities. Recommendations to supply managers regarding enhanced communication with their suppliers and recognition of their suppliers' role in quality improvement are offered. 14. Plenty of technology, but a shortage of trust; John Mariotti; Industry Week, Cleveland; Jun 7, 1999; Vol. 248, Iss. 11; pg. 128, 1 pgs The weakest link in the most advanced supply chains is not technology, not software or hardware, but people - or rather the level of trust between people who must cooperate and collaborate to get results. Lack of trust can exist both within a company (or its divisions or departments) and between companies. In either case, they are damaging to efforts to improve the management of a supply chain. Overcoming the tendency toward risk avoidance requires trust - trust that others will use the shared knowledge and information for the good of all parties, and not for some self-serving purpose such as placing blame. 15. Information, please; Hal Buell; The Journal for Quality and Participation, Cincinnati; May/Jun 1999; Vol. 22, Iss. 3; pg. 52, 4 pgs To best manage a supply chain, companies must set up information/communication chains to match workflow. In other words, they need to learn how information truly runs through an organization rather than following preconceived notions based on a corporate chart. Some organizational tricks of the trade that companies can learn from a model for information management from the Associated Press include: 1. Employees are trained in writing, editing and formatting skills. 2. All writing takes place in a prescribed style. 3. A common lexicon speeds oral communication and creates a team atmosphere. 4. Accuracy checks are built into the workflow.

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 16. The context of e-supply chain management; Jean Luc Badoc; Industrial Management, Norcross; Sep/Oct 2001; Vol. 43, Iss. 5; pg. 20, 3 pgs Supply chain collaboration on the Web has proven far more difficult than people realized, despite a voluminous real-time exchange of information. Content gains us little if we do not adhere to the basic tenet of viable communications: The message must have meaning to the recipient - not the sender. Information arising from the process of manufacturing specifically detailed, accurate, real-time production statusing information - has value to partners all across the supply chain. This information is chiefly resident in advanced planning and scheduling software (APS). Some plant systems software vendors have begun to embrace the importance of varying the contextual presentation of plant-centric information generated by APS, accessing what is required to add value beyond the confines of the four walls of the plant. 17. Understanding Agri-food networks as Social Relations, Jarosz,-Lucy, Agriculture-and-HumanValues; 17(3), September 2000, pages 279-83. Actor network theory and supply chain management theory provide suggestive research directions for understanding regional agri-food networks. These theories claim that relationships based upon trust and cooperation are critical to the strength and vitality of the network. This means that exploring and detailing these relationships among the suppliers, producers, workers, processors, brokers, wholesalers, and retailers within specific regional geographies of these networks are critical for furthering cooperation and trust. Key areas of cooperation include resource sharing and apprenticeship programs. Employing food networks as a key unit of contextual analysis will deepen our understanding of how to enhance their resiliency and vibrancy. Important questions can be raised about the difference gender makes for farmers, brokers, entrepreneurs, and workers in local food networks. 18. Internal integration: The foundation for B2B success; Anonymous; Logistics Management and Distribution Report, Radnor; Nov/Dec 2001; pg. S3, 2 pgs Failure to communicate is a problem facing a lot of companies around the world today. It is the technology that presents a problem. Many companies operate several, sometimes dozens of, installations around the globe. But the technology driving the local systems do not always talk to each other. That problem is magnified when companies attempt business-to-business integration. It is no wonder that the late B2B craze left so much confusion in its wake. The opportunities presented by today's instantaneous communications - coupled with the rigors of increased competition - dictate the move toward real-time access to enterprise and supply-chain information. Having diverse systems understand each other allows information to be communicated from place to place and from application to application in real time. Just as importantly, this capability provides measurable efficiencies and reduced costs. It is a necessary precursor to successfully building a B2B supply chain.

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 3. USE OF INFORMATION AND COMMUNICATION TECHNOLOGIES (ICTs) 1. Article: Computer integrated supply chain; Reuven R Levary; International Journal of Materials & Product Technology, Geneva; 2001; Vol. 16, Iss. 6,7; pg. 463. Abstract: Information technology makes the inter-organizational coordination of activities feasible to implement effectively. This coordination of activities is the core of supply chain management. Information technology plays a central role in the development, functioning and success of virtual corporations. The role of virtual corporations in supply chains is described. A conceptualized information system that integrates the programmable design of a product and its manufacture with both planning activities and the manufacturing process is provided. This concept is expanded to the concept or computer integrated supply chain The roles or both team approach to product design and the just-intime concept in supply chain management are described. Issues involving the information technologies needed for intra- and inter-organizational coordination and integration of activities along supply chains are discussed. 2. Article: Better supply chains through information technology; Reuven R Levary; Industrial Management, Norcross; May/Jun 2000; Vol. 42, Iss. 3; pg. 24, 7 pgs. Abstract: A special business relationship must be established among the companies along a supply chain to optimize the coordination of activities. To be competitive, each company must concentrate on its core competencies and outsource all other activities to other companies that specialize in performing these activities. Automatic transfer of information regarding product distribution and sales improves the effectiveness of a computer integrated manufacturing (CIM) system. When engineering databases of the supplier are connected to the engineering database of the manufacturer of the final product, design engineers at different companies can concurrently design the final product, its component parts, the manufacturing process and all necessary logistics. To enhance the effectiveness of CIM technology, communication with retail stores, warehouses and suppliers must extend even further. Thus, one successful automated company creates the need for another, eventually, an entire computer-integrated supply chain is established. 3. Companies test their wireless supply chain wings; Marc L Songini; Computerworld, Framingham; May 21, 2001; Vol. 35, Iss. 21; pg. 34, 1 pgs With the need for real-time, accurate inventory data in the supply chain, aircraft parts distributor Aviall, like several other companies, is turning to handheld technology. Currently, Aviall salespeople go from bin to bin in customers' warehouses and manually check stock levels to see what needs to be reordered. With the new system, salespeople will be able to scan bar-code labels on bins to immediately determine whether they need refilling. All of the data is uploaded via the Web to the Aviall back-end replenishment and enterprise resource planning systems, and the fulfillment process can start within minutes of scanning. 4. Extending supply chains with smart off-shore siting; Roger Morton; Transportation & Distribution, Cleveland; May 2001; Vol. 42, Iss. 5; pg. 78, 4 pgs The way to the world has never been easier for supply chain managers who need to move their companies beyond US shores. Electronic communications make material management and movement more convenient. Governmental and quasi-governmental agencies stand ready - even avid - to help US 54

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft businesses locate in their countries, whether as manufacturers or sites for distribution centers. The story of Ireland is a familiar one today. The world's largest exporter of software, Ireland is now a location for 1,200 international companies, of which 60% are US based. Location, facilities, and resources of the Netherlands has led US companies to site manufacturing and distribution operations there. 5. Information and communication technology driven business transformation - a call for research; Thomas Keil; Computers in Industry, Amsterdam; April 2001; Vol. 44, Iss. 3; pg. 263 Information and communication technologies are in the process of transforming the way business is conducted in a large number of industries. The impact of this change is not well understood. This paper develops a research agenda that helps to investigate the implications of information and communication technology on selected management fields. In particular, the implications are investigated for strategic management, demand and supply chain management, logistics, organization and leadership, and management education. The research agenda is developed by first identifying impacts of information and communication technologies in the domains discussed. From these impacts, research needs are derived. 6. Better supply chains through information technology; Reuven R Levary; Industrial Management, Norcross; May/Jun 2000; Vol. 42, Iss. 3; pg. 24, 7 pgs A special business relationship must be established among the companies along a supply chain to optimize the coordination of activities. To be competitive, each company must concentrate on its core competencies and outsource all other activities to other companies that specialize in performing these activities. Automatic transfer of information regarding product distribution and sales improves the effectiveness of a computer integrated manufacturing (CIM) system. When engineering databases of the supplier are connected to the engineering database of the manufacturer of the final product, design engineers at different companies can concurrently design the final product, its component parts, the manufacturing process and all necessary logistics. To enhance the effectiveness of CIM technology, communication with retail stores, warehouses and suppliers must extend even further. Thus, one successful automated company creates the need for another, eventually, an entire computer-integrated supply chain is established. 7. How e-business is transforming supply chain management; Gary J Cross; The Journal of Business Strategy, Boston; Mar/Apr 2000; Vol. 21, Iss. 2; pg. 36, 4 pgs With the Internet, companies can access a broader range of trading partners and exchange detailed information more quickly and more cheaply than before. Information and communication technologies are forcing managers to rethink and reshape their business strategies, their use of technology, and their relations with suppliers and customers. The convergence of new technologies, hypercompetitive markets, and "heat-seeking" financial and human capital that quickly flow to new and untested business models now threatens a number of traditional business models and processes. 8. "Virtually" connected; Helen L Richardson; Transportation & Distribution, Cleveland; Mar 2000; Vol. 41, Iss. 3; pg. 39, 4 pgs The term "virtual warehouse" is a concept of connectedness that allows a company to be confident in its delivery system. The result is a streamlined supply chain. Distribution centers are not going to be replaced by whizzing bands of e-communication, but the warehouse picture is changing. An e-commerce 55

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Web site's order management system communicates with the firm's warehouse management system to coordinate inventories and shipping. Walking next door to check on what is in the warehouse is not fast enough when someone wants to buy a product now and you have to let them know if it is in stock. Realtime information flow is essential to a virtual warehouse. 9. E-Commerce drives focused PDM solutions; Ed Miller; Computer - Aided Engineering, Cleveland; Feb 2000; Vol. 19, Iss. 2; pg. 48, 1 pgs A growing number of product data management suppliers are offering Web-based solutions focused on solving specific business problems, based upon pre-developed applications. These packages are aimed at specific sets of users with particular problems. These systems leverage the Internet for communications to help manage product definition in extended enterprises and are particularly well-suited for companies in complex supply chains. Because of their tremendous potential benefit, Web-based, focused PDM solutions are definitely worth investigation by many companies. 10. The role of the Internet in supply chain management; Richard A Lancioni; Industrial Marketing Management, New York; Jan 2000; Vol. 29, Iss. 1; pg. 45 The Internet has grown rapidly over the last 5 years. It is predicted that more than 100 million households will be connected to the World Wide Web by 2002. In business-to-business supply chain applications, the greatest potential of the Internet is being realized by speeding up communication between customers and their suppliers, improving service levels, and reducing logistics costs. This paper discusses how the Internet is being used in managing the major components of supply chains, including transportation, purchasing, inventory management, customer service, production scheduling, warehousing, and vendor relations. The study breaks down each area and describes to what extent and how the Internet is being applied. The study also looks at the development of Intranets and Extranets in supply chains. 11. How to make RFDC work; James Geier; Material Handling Engineering, Cleveland; Dec 1999; Vol. 54, Iss. 13; pg. SCF8, 3 pgs A radio frequency data communication system (RFDC) can bring efficiencies to an entire supply chain just by improving one warehouse's receiving, putaway, picking, packaging and inventory control. It is critical to fully understand the company's existing information systems before selecting RFDC components. Software is a key component of any RFDC system but is often overlooked. It provides application-level communications between end-user devices and the warehouse management system, therefore its selection should be based on the type of WMS in place. By diligently planning and executing an RFDC project, one can improve the quality of data shared with internal and external supply chain partners. 12. Building a new kind of on-line business; Tom Feare; Modern Materials Handling, Boston; Aug 1999; Vol. 54, Iss. 9; pg. 66, 2 pgs Developing its Internet-based grocery shopper and errand runner service, Streamline solidifies links to consumers and sets up new supplier relationships. The role of technology can be seen at Streamline's small (56,000 square foot) but efficient distribution center. This DC relies upon an innovative blend of technologies to serve its customer base. Included are a warehouse management system, bar code scanners and wrist-worn computers with radio frequency data communications capability and an 56

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft outbound transportation management system. Together, they help receive, pick and send out individual orders to customers. With over 75% of its orders now coming in over the Web and less than 25% by fax or phone, the chances for order entry errors are diminished. 13. "Netting" effective e-commerce; Joseph Regina; Communications News, Nokomis; Apr 1999; Vol. 36, Iss. 4; pg. 48, 2 pgs What is becoming apparent to high-level IS executives at manufacturing companies with Web sites is that creating the e-commerce business-to-business Web site is really only half the job. Linking that Web site to back-end processes to facilitate the entire sales cycle, the other half, is just as important as a stateof-the-art Web site. With a Web-based storefront, the buyer will be visiting a site to shop. At the storefront, the marketing, sales, manufacturing, and accounting business processes converge. As automation and integration of file distribution takes place between the processes and the storefront, an information supply-chain management system is created that is every bit as important to a business as a product supply chain. 14. Using information technology to leverage transport and logistics service operations in the supply chain: An empirical assessment of the interrelation between technology and operations management; Remko I van Hoek; International Journal of Technology Management, Geneva; 2002; Vol. 23, Iss. 1,2,3; pg. 207 Based upon existing work, a synergistic relation between technology and operations management can be assumed. The paper uses a specific focus area to empirically validate this assumption. Within the filed of third party logistics operations in the supply chain, technology can be expected to be a critical factor in achieving the often targeted expansion of service offerings. The empirical research presented in this paper goes beyond existing material in this field, which remains mostly conceptual, qualitative or descriptive, by targeting statistical generalization, using findings from a multi-annual survey of transport and logistics service operations in the supply chain. 15. Bar-code technology for inventory and marketing management systems: A model for its development and implementation; Vassiliki Manthou; International Journal of Production Economics, Amsterdam; May 6, 2001; Vol. 71, Iss. 1-3; pg. 157 The search for increased industrial productivity, better customer service, improved inventory accuracy, enhancement of buyer/seller communication, inventory and marketing cost savings and higher quality standards is generating new opportunities and challenges for bar codes as a means to support complete supply chains. In this paper, a conceptual framework for the integration of a bar-code system in inventory and marketing and a model for the development and implementation of such a system are presented. Problems, benefits and solutions regarding the integration of a bar-code system in the inventory marketing management of a company are examined. 16. Collaborative planning, forecasting, and replenishment; Scott H Williams; Hospital Materiel Management Quarterly, Rockville; Nov 1999; Vol. 21, Iss. 2; pg. 44, 15 pgs This paper highlights Procter & Gamble's current success and future direction of creating consumer value and improving trading partner relationships through electronic data communication, including the future vision of the company's ultimate supply system and CPFR - Collaborative Planning, Forecasting, and Replenishment. 57

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 17. Lowdown on the high end; Paul McDougall; InformationWeek, Manhasset; Jun 11, 2001, Iss. 841; pg. 48, 7 pgs Businesses are looking to wring every drop of price/performance out of their high-end systems while ensuring that the systems have enough power and flexibility to handle the increased workloads that result from new applications such as E-business, customer-relationship management, and supply-chain and logistics management. Server vendors are in an arms race, trying to top each other with new features, more power, and lower prices. New servers let IT managers reallocate processing power and memory to applications that need more help. The highest-end servers can run multiple operating systems and applications simultaneously, giving users more options. Vendor service and support are becoming increasingly important factors in making buying decisions. 18. Toward the virtual supply chain: The convergence of IT and organization; Ashok Chandrashekar; International Journal of Logistics Management, Ponte Vedra Beach; 1999; Vol. 10, Iss. 2; pg. 27, 13 pgs Any chain (or network) connected through electronic links can be considered virtual. However, a virtual supply chain often encompasses much more than electronic links. It represents an organization structure that facilitates efficient and effective flows of both physical goods and information in a seamless fashion. What distinguished the virtual chain from the traditional supply chain is its inherent flexibility to quickly adopt and adapt to changes in the business environment. As a result, new members can be continually added and old members deleted or have roles reassigned to them within the chain. Consequently, the ability to reconfigure organizational structures provides the chain the capability to customize solutions for different segments of customers or keep up with changes in customer requirements. This adaptability of the chain is likely to lead to competition between chains rather than between organizations. What "virtual" means in the context of a supply chain is described. The evolution of the supply chain over the last few decades is explained, and why organizations are being forced to confront the reality of virtual organizations is described. Then both technical and managerial issues associated with virtual chains are presented, and how the chain could look in the future is projected. 19. Internet is key to Cisco outsourcing model; James Carbone; Purchasing, Boston; May 18, 2000; Vol. 128, Iss. 8; pg. 103, 2 pgs It should be no surprise that the Internet plays an integral role in Cisco Systems supply management strategies. After all Cisco designs and makes the equipment that connects computers to the World Wide Web. Cisco not only receives most of its orders via the Internet, it uses the Internet to do business with its supply chain partners through extranets with its contract manufacturers and distributors. Cisco also uses the Internet in an effort to control quality and integrity of its products. 20. The role of the Internet in supply chain management; Richard A Lancioni; Industrial Marketing Management, New York; Jan 2000; Vol. 29, Iss. 1; pg. 45 The Internet has grown rapidly over the last 5 years. It is predicted that more than 100 million households will be connected to the World Wide Web by 2002. In business-to-business supply chain applications, the greatest potential of the Internet is being realized by speeding up communication between customers and their suppliers, improving service levels, and reducing logistics costs. This paper 58

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft discusses how the Internet is being used in managing the major components of supply chains, including transportation, purchasing, inventory management, customer service, production scheduling, warehousing, and vendor relations. The study breaks down each area and describes to what extent and how the Internet is being applied. The study also looks at the development of Intranets and Extranets in supply chains. 21. Information technology, innovation and supply chain structure; Jan H M Stroeken; International Journal of Technology Management, Geneva; 2000; Vol. 20, Iss. 1,2; pg. 156 The link between IT, innovation and supply chain structure is central here. This article is divided into three parts. First, a theoretical analysis of the role of IT in innovation processes. Actually, it involves the total innovation of the supply chain, not merely logistic innovation. The introduction of IT first of all leads to process innovation (internal and external), followed by product innovation in the sense of more diverse, cheaper and customer specific products. Process innovation can best be described in terms of standardization, differentiation, specialization and (vertical and horizontal) integration. The empirical results from the following sectors in the Netherlands are presented: hairdressing, dentistry, building, banking, textile industry and car production. The supply chain classification underlying the analysis has been deduced from the composition and the functions of the actors in the supply chain. Supply chain integration and reversal are the central concepts.

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4. COLLABORATION, PARTNERSHIPS
1. Supply chain collaboration requires antitrust safeguards; Peter Bradley; Logistics Management and Distribution Report, Radnor; Aug 2001; Vol. 40, Iss. 8; pg. 31, 1 pgs Collaboration in a supply chain has become a key competitive strategy for many shippers. But efforts to work closely with other businesses may overstep antitrust boundaries, warns a white paper on the topic. 2. Lessons in collaboration; Ken Cottrill; Traffic World, Newark; Jul 23, 2001; Vol. 265, Iss. 30; pg. 20 Many companies were seasoned supply-chain collaborators long before the Internet arrived. A lesson learned from this experience is that even though the gains possible through collaboration are compelling, the business models of trading partners may have nuances that need special attention if the new relationships are to work. Web-based collaborators can learn much from such experience. D&K Healthcare Resources Inc. has established close collaborative relationships with customers and suppliers through a number of vendor-managed inventory (VMI) programs. Although VMI can provide significant benefits to the supply chain as a whole, there are several key factors that must be resolved to protect distributor interests in their industry before it will ever become accepted, said the company's purchasing director, Mark Sitz. So much attention is being paid to Web-based supply-chain collaboration these days, it is easy to overlook the fact that VMI is at the heart of numerous well-established collaborative networks. 3. Implementing collaboration between organizations: An empirical study of supply chain partnering; David Boddy; The Journal of Management Studies, Oxford; Nov 2000; Vol. 37, Iss. 7; pg. 1003 Many managers attempt to develop collaborative alliances with other organizations. Such strategies are difficult to implement: they are as likely to fail as to succeed. Implementing and managing an alliance is harder than deciding to collaborate. The topic is explored empirically through a study of one form of alliance - supply chain partnering. The model is illustrated through a case study of two organizations attempting to co-operate more closely. The case shows how the cultural and other differences between the parties at first caused difficulty. Actions were taken to change aspects of the context to facilitate more co-operative behavior. Improving interpersonal relations led to further actions to create more formal mechanisms which would support future co-operation. These appear to have contributed to the relationship exceeding the initial expectations of the partners. The interaction model illuminates both the content and process of supply chain partnering. 4. Partnerships to improve supply chains; Charles J Corbett; Sloan Management Review, Cambridge; Summer 1999; Vol. 40, Iss. 4; pg. 71, 12 pgs The open exchange of information and coordinated decision making typical of a long-term supply-chain partnership can reduce the inefficiencies inherent in less collaborative relationships, such as excess inventories and slow response. Different from strategic alliances or project-based partnerships, supplychain partnerships are characterized by level of investment that further improve the joint supply chain to mutual advantage. Two joint supply-chain improvement projects are described, one of which led to logistics benefits and helped reverse a traditionally adversarial relationship that, in turn translated into commercial benefits. The 2nd project held the potential to quickly deliver logistics benefits, yet did not 60

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft yield the expected commercial value. In contrasting the 2 projects, the authors identify key steps to take when beginning joint supply-chain improvement projects. 5. Partnership sourcing: An organization change management perspective; Ronan McIvor; Journal of Supply Chain Management, Tempe; Summer 2000; Vol. 36, Iss. 3; pg. 12, 9 pgs This article highlights the organization change implications for organizations that are attempting to develop collaborative relationships with their suppliers. The research focuses on four dimensions of collaborative relations including joint buyer-supplier cost reduction, supplier involvement in new product development, delivery and logistics management, and core business strategy. A case study is presented which outlines how an organization adopted a strategy that led to extensive outsourcing and the adoption of more collaborative relations with its key suppliers. The pursuit of this strategy has acted as a stimulus for change within the organization. The article identifies a number of issues that must be addressed, including the adoption of an integrated approach to the management of strategic change, the pivotal role of senior managers as facilitators of this change, and the involvement of those most affected by the movement toward more collaborative buyer-supplier relationships. 6. Carriers can drive out your logistics costs; John Pogorelec; Frontline Solutions, Duluth; May 2000; Vol. 1, Iss. 5; pg. 52, 2 pgs Today's global supply chain has become more complex and challenging to navigate. As a result, there has been an increasing emphasis on the concept of trading partners, a collaborative relationship that allows all supply chain participants to work together to create greater efficiencies. Until recently, transportation carriers were not recognized for the critical role they play in this process. The foundation of Collaborative Transportation Management, a new initiative that combines the interest in collaborative business relationships with a deeper, more integrated approach to supply chain management, will allow carriers to play a larger role in speeding products to the retail floor. 7. Can Design Collaboration Work? -- Standards Organizations May Hold Key To Efficient Communication; Jennifer Baljko Shah; EBN, Manhasset; Jan 21, 2002; pg. 4 Mark Schenecker, vice president of product management at E2open Inc., a Belmont, Calif., high-tech exchange, takes the vision a bit further. The way Schenecker sees it, design collaboration involves enabling trading partners to do machine-to-machine information swaps about products and engineering change notifications. Also complicating the issue is the fact that design collaboration is being viewed myopically as a standalone activity. Rather, it is something that should be incorporated into the broader product lifecycle management (PLM) picture, said Kevin O'Marah, an analyst at AMR Research Inc., Boston. Typically, PLM encompasses the entire range of a product's lifecycle from design through volume production to obsolescence. "The focus on collaboration right now is mostly on sourcing or other direct-materials-related areas," O'Marah said. "The likelihood of design collaboration and new-product lifecycle management being a bigger part of the supply chain process is very high. I say the likelihood is 100% that it will happen. It's irresistibly appropriate to bring them together, and it's not technically difficult."

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 8. Strategic alliance success factors; Judith M Whipple; Journal of Supply Chain Management, Tempe; Summer 2000; Vol. 36, Iss. 3; pg. 21, 8 pgs There is recognition that competition is shifting from a "firm versus firm perspective" to a "supply chain versus supply chain perspective." In response to this shift, firms seeking competitive advantage are participating in cooperative supply chain arrangements, such as strategic alliances, which combine their individual strengths and unique resources. Buyer-supplier sourcing relationships are a primary focus of alliance improvement efforts. While interest in such arrangements remains strong, it is well accepted that creating, developing, and maintaining a successful alliance is a very daunting task. This research addresses several critical issues regarding that challenge. First, what factors contribute most to long-term alliance success? Second, what conditions define the presence of those success factors? Third, do buyers and suppliers in an alliance agree on those success factors and defining conditions? The research results demonstrate a remarkably consistent perspective among alliance partners regarding key success factors, despite the acknowledgment that the resultant success is based on a relatively even, but not equal, exchange of benefits and resources. Additionally, within an alliance's intended "win-win" foundation, suppliers must recognize their innate dependence on customers. Finally, significant opportunities for improvement exist with respect to alliance goal clarification, communication, and performance evaluation. 9. Enacting a European supply chain: A case study on the role of management accounting; Seal, Willie; Management Accounting Research, Orlando; Sep 1999; Vol. 10, Iss. 3; pg. 303, 20 pgs This study reports on an action research project carried out in 2 non-Japanese, UK manufacturing companies that were considering the establishment of a strategic supply partnership. The supplier wished to move towards the level of cooperation and trust that the 2 companies had realized in their US operations. The participation of the researchers as neutral intermediaries between the 2 companies gave them an opportunity to analyze the role of management accounting in the construction of a strategic partnership. The constitutional role of accounting is highlighted together with the need to develop costing and performance measurement technologies that can be understood and respected by both senior managers and non-accountants involved in the procurement process. 10. Contracting and economic alliances in the aerospace sector: Do formal contact arrangements support or impede efficient supply chain relationships?; Penny-Anne Cullen; Technovation, Amsterdam; Aug 2001; Vol. 21, Iss. 8; pg. 525 This paper examines relationships developed in the UK's defense branch of the aerospace supply chain. Comparisons are made between economic and formal contractual relationships. Major customers, this paper refers to the Ministry of Defence (MoD), have tended to develop complex and legalistic contacts with their suppliers and use the threat of enforcement when problems arise. The ensuing litigation has negative effects on all parties in the relationship. Reactions to the recent introduction of MoD Integrated Project Teams to coordinate and effectively manage the acquisition process will also be reviewed. The initial findings will be analyzed in the context of relevant theories of the firm, contracting and supply chain management. While the focus of this paper is on aerospace defense contracting many of the issues identified will be relevant to many other manufacturing sectors.

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5. INFORMATION SHARING
1. Information sharing in supply chain; Hau L Lee; International Journal of Technology Management, Geneva; 2000; Vol. 20, Iss. 3,4; pg. 373 Advances in information system technology have had a huge impact on the evolution of supply chain management. As a result of such technological advances, supply chain partners can now work in tight coordination to optimize the chain-wide performance, and the realized return may be shared among the partners. A basic enabler for tight coordination is information sharing, which has been greatly facilitated by the advances in information technology. This paper describes the types of information shared: inventory, sales, demand forecast, order status, and production schedule. How and why this information is shared is discussed using industry examples and relating them to academic research. Three alternative system models of information sharing - the information transfer model, the third party model and the information hub model - are also discussed. 2. Information sharing in global supply chain systems; Barry Shore; Journal of Global Information Technology Management, Marietta; 2001; Vol. 4, Iss. 3; pg. 27, 24 pgs With increasing frequency the effective management and coordination of supply chains requires the sharing of a wide range of data. But the challenge, both technically and socially, to share information increases when customers and suppliers are spread throughout the geographic regions of the world. It is this challenge that is addressed here. First a conceptual framework is built. This framework classifies the stages of information sharing within a supply chain and proposes seven variables that affect the flow of information between customers and their suppliers. These variables include industry, market and competitive environment, national culture, corporate IT culture, size, IT infrastructure, and country IT support. The results are generalized and summarized in a Supply Chain IT Linkage Capability Model. Case studies of four organizations are presented and analyzed to validate the role of these variables in data sharing strategies. The paper concludes with several implications for global information technology supply chain management systems. 3. Decentralized supply chains subject to information delays; Fangruo Chen; Management Science, Linthicum; Aug 1999; Vol. 45, Iss. 8; pg. 1076, 15 pgs A supply chain whose members are divisions of the same firm are considered. The divisions are managed by different individuals with only local inventory information. Both the material and information flows in the supply chain are subject to delays. Under the assumption that the division managers share a common goal to optimize the overall performance of the supply chain, the optimal decision rules for the divisions are characterized. The team solution reveals the role of information leadtimes in determining the optimal replenishment strategies. It is shown that the owner of the firm can manage the divisions as cost centers without compromising the systemwide performance. This is achieved by using an incentive-compatible measurement scheme based on accounting inventory levels. The impact of irrational behavior on supply chain performance is investigated. It is important for the upstream members of the supply chain to have access to accurate customer demand information. 4. Contracting to assure supply: How to share demand forecasts in a supply chain; Gerard P Cachon; Management Science, Linthicum; May 2001; Vol. 47, Iss. 5; pg. 629

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Forecast sharing is studied in a supply chain with a manufacturer that faces stochastic demand for a single product and a supplier that is the sole source for a critical component. Optimal supply chain performance requires the manufacturer to share her initial forecast truthfully, but she has an incentive to inflate her forecast to induce the supplier to build more capacity. The supplier is aware of this bias, and so may not trust the manufacturer's forecast, harming supply chain performance. The contracts that allow the supply chain to share demand forecasts credibly under either compliance regime are studied. 5. Maximizing relationships; Anonymous; Chain Store Age, New York; Aug 2001; pg. 21A, 3 pgs Wal-Mart has done it again. Last October it announced that it would enhance its own on-line private exchange. Wal-Mart seeks to expand upon the achievements of the company's Retail Link, a system which was developed nearly 10 years ago to facilitate greater collaboration in inventory planning and shipping by giving more than 10,000 suppliers access to item-level sales information. Wal-Mart is adopting a portfolio approach to merchandise purchasing and supply-chain optimization.

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 6. ORGANIZATIONAL POWER AND/OR STRUCTURE, DECISION-MAKING 1. Sun's gold standard for Procurement -- Trendy e-partnerships aren't Sun's style. Rather, 'Enforced' communication is key to the company's supply chain strategy.; Valerie Rice; EBN, Manhasset; Mar 19, 2001; pg. PG.49 Sun's newest supply chain effort-its private exchange network-may put its integrity to the test. In the last four months, Sun has spent $500 million purchasing components through this portal, and by the end of June (Sun's fiscal 2001 close), [Kevin Carroll] estimates that number will hit $1 billion. The last major piece of Sun's supply chain management strategy is its relationship with EMS providers. Although this is a fairly common practice among computer makers, Carroll believes Sun pushes its EMS partners harder and sends more products through them. In fact, he expects the company's EMS partners to produce between 65% and 70% of Sun's unit volume by the end of June. From his perspective, that accomplishes a few things, including lowering Sun's manufacturing overhead-the company has only three factories-as well as letting it respond to the market more quickly. 2. Vendor managed inventory - A successful initiative. Logistics and Transport Focus. Corby. Jun 2001. Authors: Ashley Jones. Volume: 3. Issue: 5. Pagination: 31-35. The BHP offshore facility is made up of oil and gas fields designed to produce 70,000 barrels of oil and 300 million standard cubic feet of gas each day. Since assets were commissioned in late 1995, an alliance partnership has existed between BHP and Nalco/Exxon covering the supply of specialty chemicals and associated services. Reductions in supply-chain operating costs had been delivered. However, in late 1998 it was recognized that further benefits were only achievable through a fundamental review and redesign of the existing supply-chain structure. As a result, the creation of a supply-chain project team was proposed by BHP. This team, lead by Nalco/Exxon, had 4 primary objectives: 1. operating cost reduction of 25%, 2. reduced supply-chain complexity, 3. one-party management, and 4. system integrity. Following the launch in 1999, cost reductions in excess of 28% have been consistently delivered by moving from a vertical to a horizontal management structure. 3. The impact of tacit knowledge on purchasing decisions; Larry Giunipero; Journal of Supply Chain Management, Tempe; Winter 1999; Vol. 35, Iss. 1; pg. 42, 8 pgs The use of tacit knowledge in making purchasing decisions is examined. A model is developed which combines the use of both formal data and tacit knowledge in the decision-making process. A survey of 97 purchasing managers revealed that almost equal amounts of formal data and tacit knowledge were used in making buying decisions. The use of both types of information in decision making appears to be related to the concept of bounded rationality. Results showed no significant differences between the subgroupings of respondents with respect to age, work experience, and length of employment with the current employer. 4. Power influences in the supply chain; Michael Maloni; Journal of Business Logistics, Oak Brook; 2000; Vol. 21, Iss. 1; pg. 49, 25 pgs Inter-firm power often plays a critical role in the supply chain. This research examines the detrimental and beneficial effects of power on the ability to build integrated, high-performance buyer-supplier 65

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft relationships. In doing so, the research highlights the need for power awareness and promotes the benefit of effective power management. The purchasing function is receiving increased attention as a key contributor to the strategic success of the firm. An attempt is made to identify the strategic role of the purchasing function and the contributions that purchasing can make in an organization. A mail survey was conducted among CEOs based in Singapore to examine the relationship between corporate competitive strategy and purchasing objectives, as well as how purchasing affects business performance through its integration with other functions, its partnership with suppliers, and its involvement in team decisions. The data collected were factor analyzed and the results suggest that purchasing objectives are affected by the firm's corporate competitive strategy. More important, purchasing can yield better business performance through greater integration with other functions, closer partnership with suppliers, and greater involvement in team decisionmaking. (Strategic role and contribution of purchasing in Singapore: A survey of CEOs; Mark Goh; Journal of Supply Chain Management, Tempe; Fall 1999; Vol. 35, Iss. 4; pg. 12, 11 pgs) 5. An Inter-organizational Information System for Supply Chain Management, Humphreys,-P.-K.; Lai,-M.-K.; Sculli,-D., International-Journal-of-Production-Economics; 70(3), April 2001, pages 245-55. The deployment of the emerging concepts of information technology, strategic alliances, and business process re-engineering within the intra/inter-organizational context have become a popular prescription in enhancing supply chain management. This paper reviews the theoretical foundations for the study of inter-organizational relationships within a supply chain management context, and analyzes the contingencies of deploying inter-organizational information systems (IOIS). A framework is proposed which deploys IOIS from an IOIS provider's perspective. The framework is discussed from the viewpoint of using a strategic information system within the context of the China to Hong Kong to importing country supply chain. 6. Sun's gold standard for Procurement -- Trendy e-partnerships aren't Sun's style. Rather, 'Enforced' communication is key to the company's supply chain strategy.; Valerie Rice; EBN, Manhasset; Mar 19, 2001; pg. PG.49 Sun's newest supply chain effort-its private exchange network-may put its integrity to the test. In the last four months, Sun has spent $500 million purchasing components through this portal, and by the end of June (Sun's fiscal 2001 close), [Kevin Carroll] estimates that number will hit $1 billion. The last major piece of Sun's supply chain management strategy is its relationship with EMS providers. Although this is a fairly common practice among computer makers, Carroll believes Sun pushes its EMS partners harder and sends more products through them. In fact, he expects the company's EMS partners to produce between 65% and 70% of Sun's unit volume by the end of June. From his perspective, that accomplishes a few things, including lowering Sun's manufacturing overhead-the company has only three factories-as well as letting it respond to the market more quickly.

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 7. CONTRACTING OUT (3PL) 1. Outsourcing boom ahead?; Lisa H Harrington; Industry Week, Cleveland; Jan 10, 2000; Vol. 249, Iss. 1; pg. 51, 3 pgs Logistics outsourcing appears to be poised for a new wave of growth. Results of a survey of shippers by Lazard Freers & Co. LLC indicate that the practice of contracting with a 3rd-party logistics service provider to perform supply-chain-management functions is still in its infancy. According to the study, large shippers plan to increase the percentage of functions they outsource from 37% to 73% over the next 5 years. Asked which logistics activities they outsource or are considering outsourcing, the shippers ranked customs processing as the most suitable function to be outsourced. 2. Is third party distribution paying its way?; Adam Lawrence; Works Management, Horton Kirby; May 1999; Vol. 52, Iss. 5; pg. 51, 2 pgs There are signs that a few manufacturers have grown discontented with the reality of contracting out warehousing and logistics. The cost savings they expected have not materialized. Logistics companies see it differently. John Perry of CERT Supply Chain Solutions says there is still a trend to increase the amount of distribution that is outsourced. Handing responsibility for logistics to a third party can actually give business a boost, if you choose the right partner, says Geoff Clark of Multipart Distribution. But many companies fail to recognize logistics as a vital part of the sales process and make do with a second-best service, risking losing sales through customer dissatisfaction, he adds. It is true that the trend is towards more outsourcing in all areas of business. 3. Outsourcing Cuts Logistics Complexity; Tim Wilson; InternetWeek, Manhasset; Nov 26, 2001; pg. PG.25 Many large companies are outsourcing their transportation and logistics functions, driven by a need to cut costs quickly combined with growing complexity in logistics technology. Although many enterprises are reluctant to hand over critical supply chain functions to an outside company, they're discovering that third-party logistics companies are better at integrating logistics functions into their supply chain management environments and can obtain lower transportation prices. 4. GM hatches plan to cut 70 days from order cycle time; David Hannon; Purchasing, Boston; Jul 5, 2001; Vol. 130, Iss. 13; pg. 61, 1 pgs General Motors wanted more visibility into its overall supply chain to stream-line the time from vehicle order to delivery. In addition to managing supplies coming into its production plants, GM wanted to be able to track a customer's vehicle from production floor to dealer's lot with detailed knowledge of every stop along the way from its long list of third-party logistics suppliers. GM began looking at its options in January 2000, and decided that logistics services provider CNF Inc., which had a long history with GM, was the only company to which it could entrust its supply chain management. 5. USCO, Clark, MARC Global form strategic alliance; Anonymous; Warehousing Management, Radnor; Jun 2001; Vol. 8, Iss. 5; pg. 11, 1 pgs Third-party-logistics provider USCO Logistics, supply chain execution systems integrator MARC Global Services and contractor Clark Construction Group have formed a strategic alliance. The goal of 68

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft OneSource4All is to be a full-service logistics outsourcing services group, allowing customers to take advantage of a one-stop shopping method to develop and build their facilities, manage inventory and orders, and complete product fulfillment 6. Celestica eyes bigger role for 3PLs; Anthony Coia; Purchasing, Boston; Apr 19, 2001; Vol. 130, Iss. 8; pg. 67, 1 pgs With the supply chain management process becoming increasingly sophisticated comes the need to reevaluate the parameters of outsourcing. Third-party logistics providers have become a staple for multinational companies seeking to improve their supply chain performance. One company that has experienced the ups and downs of 3PL providers is Celestica Americas Inc. 7. From 3PL to 3PI; James A Cooke; Logistics Management and Distribution Report, Radnor; Apr 2001; Vol. 40, Iss. 4; pg. 42, 4 pgs In the Internet age, Sun Microsystems Inc. has taken its parts distribution into the virtual realm. The Palo Alto, California-based computer maker last year closed two parts-distribution centers run by its thirdparty logistics (3PL) company. To replace the functions provided by those distribution centers, it then had the same 3PL take over management of an information network that tied its suppliers and 100-plus remote stocking locations together to improve customer after-sales support. Sun's decision to make its American parts distribution a virtual process stems from a corporate policy to shift non-core functions to outsiders so it can remain agile in an era of rapid change. 8. Outsourcing supply management; Arnold Maltz; Journal of Supply Chain Management, Tempe; Spring 1999; Vol. 35, Iss. 2; pg. 4, 14 pgs There is increasing interest in outsourcing part or all of the supply function, but little empirical knowledge of the drivers of this phenomenon. Based on a survey of 126 chief purchasing officers, internal purchasing outperforms third parties when strategic buys are involved. For nonstrategic purchases, performance is about equal for internal and third party purchasers, except where tight systems connections or strategic input are critical. Accompanying case studies support these conclusions and illustrate the approaches used by leading firms to position internal purchasing for maximum efficiency and effectiveness. 9. 1997 CEO perspectives on the current status and future prospects of the third party logistics industry in the United States; Robert C Lieb; Transportation Journal, Lock Haven; Spring 1999; Vol. 38, Iss. 3; pg. 28, 14 pgs. The market for third party logistics (3PL) services in the US is very dynamic, and important changes continue to occur in both the user and provider communities. The use of such services continues to grow, as do user expectations. As more manufacturers and retailers develop a supply chain management focus they are increasingly turning to 3PL providers for not only a broader range of logistics services, but also more extensive geographic coverage. At the same time, new companies consolidate, and form strategic alliances. In response to market demands, many 3PL providers have expanded their logistics service menu, and broadened the areas that they serve. Service offerings are becoming increasingly international, as providers seek to support the foreign sourcing, manufacturing, and distribution requirements of their customers. This pace of change is exciting to some, threatening to others. Annual surveys of the CEOs of 25 of the largest companies within the industry are discussed. 69

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 10. The role of third-party logistics providers in mass customization; Remko I van Hoek; International Journal of Logistics Management, Ponte Vedra Beach; 2000; Vol. 11, Iss. 1; pg. 37, 10 pgs Mass customization is coming to the forefront of international supply chains, contributing to an increasing focus on postponement. Third-party logistics providers, are targeting postponement applications as an extension of their service portfolios. Findings from a multi-annual survey (1996-1999) are presented to generate insights into the supply chain mechanisms service providers can use to develop postponement services. A framework for achieving extension of their activities is then developed. 11. Who's in charge around here?; Thomas A Foster; Logistics Management and Distribution Report, Radnor; Jun 1999; Vol. 38, Iss. 6; pg. 61 Many companies that use third party logistics providers (3PL) help manage their logistics operations are well satisfied with the results. Despite the favorable indicators, there are doubters who think that the 3PLs have nearly reached the limit of what they can do to improve shippers' logistics and supply chain performance. A new model for managing third party logistics services - one that involves yet another party to the relationship is beginning to take shape. The leading proponent of this new model is Andersen Consulting, whose consultants believe it is time for a radically different approach to managing 3PLs. Andersen has developed a concept it calls Fourth Party Logistics (4PL) to respond to this perceived need. It defines this term as a supply chain integrator that assembles and manages the resources, capabilities, and technology of its own organization with those of complementary service providers to deliver a comprehensive supply chain solution. 12. IT for hire; James A Cooke; Logistics Management and Distribution Report, Radnor; Jun 2001; Vol. 40, Iss. 6; pg. 49, 4 pgs Logistics and supply chain managers who need technical support managing their increasingly complex supply chain operations can hire integrators or consultants to identify software that can do the job and incorporate it into their systems. Or they can try another option: outsourcing. Growing numbers of retailers and manufacturers are already hiring outside IT services. There is a lot of market demand to provide this service in 3 areas: high tech, retail, and automotive, says Dwight Klappich, a program director with the Meta Group, a market research firm based in Stamford, CT. Emboldened by this development, vendors are springing up everywhere to offer IT support for what analysts are calling supply chain event management, the oversight and communication of key events as goods move through a corporate supply chain. In some cases, the vendors are newcomers to the field; in other cases, traditional 3rd-party logistics companies are broadening their service menus. 13. Virtual manufacturing; Mike Ansley; CMA Management, Hamilton; Feb 2000; Vol. 74, Iss. 1; pg. 31, 5 pgs The Internet is permanently changing how businesses operate, yet its potential has barely been tapped. Icommerce, Web publishing and enhanced internal and external communications represent initial efforts in this exciting new era. Now, another opportunity is transforming and empowering enterprises - virtual manufacturing. Virtual manufacturing is one way companies are revolutionizing their operations to deliver better products faster and at a lower cost. It is argued that outsourcing manufacturing means a return in reduced fixed costs and increased focus on core competencies. The experiences of several companies' with virtual manufacturing are discussed. 70

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 14. FedEx and UPS lead the logistics pack; Norbert Turek; InformationWeek, Manhasset; Jan 22, 2001, Iss. 821; pg. 46, 1 pgs For the past several years, UPS and FedEx have put massive efforts into their outsourced logistics operations. To provide custom logistics offerings for its clients, UPS Logistics uses its own homegrown supply-chain software and also leverages third-party shipping, warehouse, materials management, and resource planning software. FedEx, meanwhile, has developed a supply chain that uses a combination of custom and packaged software for order management, transportation management, and warehouse management. 15. 3PLs narrow the gap; William C Copacino; Logistics Management and Distribution Report, Radnor; Mar 2001; Vol. 40, Iss. 3; pg. 36, 1 pgs The term 4PL is based on the idea that achieving a supply chain transformation required capabilities that went well beyond effective transportation and warehouse management - the traditional strengths of third-party logistics companies, or 3PLs. Specifically, the 4PL concept held that deep information technology skills and deeper analytical skills were required in order to achieve supply chain leadership. Those information technology skills included the ability to provide visibility across the supply chain, more effective supply chain planning and optimization functionality, and effective execution systems. Required analytical skills included the ability to develop new business models and supply chain physical architectures, and to redesign the way they operated. 16. The purchasing and control of supplementary third-party logistics services; Remko I van Hoek; Journal of Supply Chain Management, Tempe; Fall 2000; Vol. 36, Iss. 4; pg. 14, 13 pgs Mass customization poses a challenge to the development of competitive supply chains. Third-party logistics service providers are targeting customizing operations to supplement their transport and warehousing services. Their expansion is driven by strategies for adding value and upgrading customer relations. This article assesses the development of these relations by presenting the results of a survey conducted among service providers. The assessment covers the nature of the purchasing policy and governance structure applied in this particular type of interfirm relations, including the type of services, contracts, frequency, level, and content of coordination and communication among parties in the chain. It was found that the new transactional context does not represent a market environment in which third parties can escape traditional arm's-length fixed contracts. It was also found that supplementary customizing services are not often applied. Recommendations are made about purchasing these services and about initiatives for third parties to start expanding their competence - within the governance structure. 17. Third-party logistics expands reach, but falls behinds on Internet; Brian Milligan; Purchasing, Boston; Mar 9, 2000; Vol. 128, Iss. 3; pg. 81, 3 pgs Third-party logistics use may be on the rise, but critics warn that the industry has got to evolve if it wants to stay popular with shippers. If they want to stay ahead of the game, most agree that 3PL providers will have to: 1. become increasingly global in scope, striving toward providing one-stop shopping for shippers, 2. expand their abilities to move large shipments, and 3. become more Internet savvy, fulfilling users' e-commerce strategy needs. The major 3PL providers are evolving, expanding 71

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft their service in breadth and depth. Their business relationships with shippers are becoming increasingly diverse as they search for ways to rope in the supply chain, and not simply act as a shipper of goods. The typical 3PL service user makes use of a variety of services. The most frequently used services are related to transportation and warehousing. The most frequently outsourced information applications are freight payment/accounting, transportation planning/optimization, international documentation and warehouse management systems. 18. Distribution for hire; Tony Seideman; Logistics Management and Distribution Report, Radnor; Aug 2000; Vol. 39, Iss. 8; pg. 61 Creating the distribution infrastructure needed to server demanding clients can be costly and difficult. Georgia-Pacific solved that problem by renting logistics expertise. Today the company works with a number of logistics service providers. In fact, 3rd-party logistics providers are now an integral part of Georgia-Pacific's business model. Several technology-related factors play a big role in the success of there partnerships. They include: 1. an existing internal information infrastructure, 2. strong integration capabilities, 3. process-improvement expertise, 4. control, and 5. communications. Software, databases, and supply chain systems provided by SAP and Manugistics form the backbone of Georgia-Pacific's logistics information systems. 19. Coordinating investment, production, and subcontracting; Jan A Van Mieghem; Management Science, Linthicum; Jul 1999; Vol. 45, Iss. 7; pg. 954, 18 pgs The option of subcontracting to improve financial performance and system coordination is evaluated by analyzing a competitive stochastic investment game with recourse. The manufacturer and subcontractor decide separately on their capacity investment levels. Then demand uncertainty is resolved and both parties have the option to subcontract when deciding on their production and sales. Outsourcing conditions are analyzed and presented for three contract types: 1. price-only contracts where an ex-ante transfer price is set for each unit supplied by the subcontractor; 2. incomplete contracts, where both parties negotiate over the subcontracting transfer, and 3. state-dependent price-only and incomplete contracts for which an equivalence result is shown. While subcontracting with these three contract types can coordinate production decisions in the supply system, only state-dependent contracts can eliminate all decentralization costs and coordinate capacity investment decisions. The minimally sufficient priceonly contract that coordinates our supply chain specifies transfer prices for a small number of contingent scenarios. The game-theoretic model allows the analysis of the role of transfer prices and of the bargaining power of buyer and supplier. 20. Virtual manufacturing; Mike Ansley; CMA Management, Hamilton; Feb 2000; Vol. 74, Iss. 1; pg. 31, 5 pgs The Internet is permanently changing how businesses operate, yet its potential has barely been tapped. Icommerce, Web publishing and enhanced internal and external communications represent initial efforts in this exciting new era. Now, another opportunity is transforming and empowering enterprises - virtual manufacturing. Virtual manufacturing is one way companies are revolutionizing their operations to deliver better products faster and at a lower cost. It is argued that outsourcing manufacturing means a return in reduced fixed costs and increased focus on core competencies. The experiences of several companies' with virtual manufacturing are discussed.

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 21. Lucent Embraces Outsourcing -- OEM Vows To Commit Up To 50% Of Its Business To EMS; Claire Serant; EBN, Manhasset; Jan 29, 2001; pg. PG.86 Though it tested the waters last year when it announced plans to sell 12 plants from within its U.S. power-supply business to contract manufacturers, Lucent is one of the last top-tier domestic OEMs to wholeheartedly embrace the outsourcing model. Following the lead of another late bloomer in the communications market, Motorola Inc., Lucent will slash 10,000 administrative, sales, and marketing positions and another 6,000 manufacturing jobs at facilities in Oklahoma City, Okla., and Columbus, Ohio. The company also will roll its supply-chain management, manufacturing, logistics, and distribution efforts into the newly created Supply Chain Operations Group in an effort to shorten cycle times and lower production costs. As is the case with Motorola, Lucent has a strong relationship with major EMS providers. However, under its new plan, Lucent will consolidate its business and deal with only three contract manufacturers, according to [Jose Mejia], who declined to name the companies. Combined with Lucent's recent announcements that it will sell its Global Provision Center in Rouen, France, to Viasystems Group, and the sale earlier this month of part of a similar center in Bydgoszcz, Poland, to contract manufacturer APW Ltd., Lucent is clearly headed in the direction of its industry peers. 22. An empirical investigation of outsourcing decisions; Lambros Laios; Journal of Supply Chain Management, Tempe; Winter 1999; Vol. 35, Iss. 1; pg. 33, 9 pgs Eighty-five make or buy decisions, each made in a different enterprise, were classified into three categories (items/services made, items/services bought, new items/services) according to the method of acquisition before the resolution of the make or buy issue. Information was collected on a number of variables and analyzed by statistical methods. Items/services made (subjected to make or buy investigations) are characterized by low product complexity and low commercial uncertainty. On the contrary, items/services bought and new items/services (subjected to make or buy investigations) are characterized by high product complexity and high commercial uncertainty. The involvement of functions and hierarchical levels in make or buy investigations for new items/services was found to be relatively low. This fact increases the risk of making erroneous decisions that have a serious impact on the competitive position and profitability of enterprises. 23. Complete list of Proquest holdings (valid only for 30 days) http://proquest.umi.com/pqdlink?Ver=1&Exp=03-122002&VAULT=1&REQ=2&Cert=zmTX0det3AnBh%2fUtVnvMY3RoZaqPQ8Pn%2fOkQPYTYGBlSEV 2ZqCTOYwDuqQOFL6%2bG9In31WQ0%2f2QheL67wtYIoawRKXBVPd6UfOwigxX4sAMXAGbIcmeog ovVCbQFryTbTmi28kYsdPgxriEQ8if6GRCsENQS4wpUq0uz4zXOFaLd%2bUZu4YLLVUWt2FOx2RVf and http://proquest.umi.com/pqdlink?Ver=1&Exp=03-122002&VAULT=1&REQ=2&Cert=zmTX0det3AkIJ8khJ7hJeqbU5fXDzIcNQqa%2byaHpbtLe8wr3Djy YDIw2%2bQ2nndUIIUD1cDFi1S55QayxiMb%2btt3ZwCqybVZJ6VCaUnkKrqARLS%2bPhR%2f4xF 8MtrTeL03Nx%2bFMo46nvOPe4P6cDw%2bY0g-73

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8. ENTERPRISE LOGISTICS
1. Article: Enterprise logistics and supply chain structure: The role of fit; Gregory N Stock; Journal of Operations Management, Columbia; Aug 2000; Vol. 18, Iss. 5; pg. 531. Abstract: The emergence of the extended manufacturing enterprise, a globally dispersed collection of strategically aligned organizations, has brought new attention to how organizations coordinate the flow of information and materials across their supply chains. This paper explores and develops the concept of enterprise logistics as a tool for integrating the logistics activities both within and between the strategically aligned organizations of the extended enterprise. Specifically, this paper examines the fit between an organization's enterprise logistics integration capabilities and its supply chain structure. Using a configurations approach, we test whether globally dispersed network organizations that adopt enterprise logistics practices are able to achieve higher levels of organizational performance. Results indicate that enterprise logistics is a necessary tool for the coordination of supply chain operations that are geographically dispersed around the world. However, for a pure network structure, a high level of enterprise logistics integration alone does not guarantee improved organizational performance. The paper ends with a discussion of managerial implications and directions for future research. 2. Enterprise logistics and supply chain structure: The role of fit; Gregory N Stock; Journal of Operations Management, Columbia; Aug 2000; Vol. 18, Iss. 5; pg. 531 The emergence of the extended manufacturing enterprise, a globally dispersed collection of strategically aligned organizations, has brought new attention to how organizations coordinate the flow of information and materials across their supply chains. This paper explores and develops the concept of enterprise logistics as a tool for integrating the logistics activities both within and between the strategically aligned organizations of the extended enterprise. Specifically, this paper examines the fit between an organization's enterprise logistics integration capabilities and its supply chain structure. Using a configurations approach, we test whether globally dispersed network organizations that adopt enterprise logistics practices are able to achieve higher levels of organizational performance. Results indicate that enterprise logistics is a necessary tool for the coordination of supply chain operations that are geographically dispersed around the world. However, for a pure network structure, a high level of enterprise logistics integration alone does not guarantee improved organizational performance. The paper ends with a discussion of managerial implications and directions for future research.

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9. CHANNEL GOVERNANCE POINT OF VIEW
1. Article: Supply chain management: The integration of logistics in marketing; Ursula Y Alvarado; Industrial Marketing Management, New York; Feb 2001; Vol. 30, Iss. 2; pg. 183. Abstract: Based on the phenomenon of Efficient Consumer Response, the nature of Supply Chain Management (SCM) is conceptualized from a channel governance point of view. The theoretical typology of interfirm governance, introduced by Heide, is applied. It is suggested that there is a need to conceptually capture the fundamental structure and processes for an effective relationship to exist between manufacturers and resellers.

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10. EXPANSION INTO NON-TRADITIONAL SECTORS
1. Article: Insurers eye supply chain management; Stan Long; National Underwriter, Erlanger; Sep 3, 2001; Vol. 105, Iss. 36; Property & casualty/risk & benefits management ed.; pg. 23, 1 pgs. Abstract: Supply chain management is the automation and integration of business procedures among suppliers, vendors and consumers to bring a product or service to market in a more efficient and timely fashion. This is a concept most commonly applied to manufacturing and retailing, but property insurers have much to gain by applying the same principles to the delivery of their core promise to policyholders - claims service. 2. Article: Streamlining links in the supply chain; Karen D Schwartz; Government Executive, Washington; Mar 2001; Vol. 33, Iss. 3; pg. 56, 2 pgs Abstract: The primary supply agency for the Defense Department, the Defense Logistics Agency (DLA) must ensure the troops and personnel from other Defense organizations and several civilian agencies get food, parts and other supplies when - and no matter where - they need them. To make the process more efficient, Fred Ballie, executive director for business management in DLA's logistics operations division, and his team chose to implement an automated, integrated and more organized method of managing the entire procedure - a process called supply chain management. Simply put, supply chain management is an overarching concept that can include software overhauls and integration and the implementation of state-of-the-art applications like enterprise resource planning and advanced planning and scheduling systems. Today, supply chain thinking encompasses DLA's business concepts. Supply chain management at the US mint also is discussed.

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11. SECURITY ISSUES SINCE SEPTEMBER 11
1. Supply-Chain Adjustments Key After Attacks, InformationWeek, Dec 3, 2001 (12:00 AM) URL: http://www.informationweek.com/story/IWK20011129S0009

Getting parts and materials from less-expensive overseas suppliers has become an increasingly important sourcing and supply-chain strategy in the past few years. With nearly unfettered air and ocean freight and smart-logistics technologies to manage shipments, companies often thought of overseas shipments as reliable as deliveries from within the United States. But the events of Sept. 11 revealed flaws in that strategy. Many companies realized that global sourcing, just-in-time lean inventory, and a wartime supply chain might be incompatible.

An InformationWeek Research survey of 100 business-technology professionals in November signals a change in the overseas sourcing strategy for a large percentage of those surveyed. Prior to the attacks, foreign suppliers accounted for nearly a fifth of the parts and materials used by those interviewed. Now, although 96% of respondents say their overseas suppliers are reliable, a quarter report that because of disruptions in the supply chain, they're focusing on sourcing more of their strategic parts and materials from U.S. suppliers or are considering buying more from U.S. suppliers. The survey indicates another significant change in the lean-inventory models that some companies use. More than 20% of those interviewed say they're increasing their stockpile of parts and materials, a strategy that previously might have been considered too risky. Following the attacks, however, many companies began increasing their stockpile, sometimes called a "float," to ensure that production parts would be on hand. Before the attacks, stockpiling more than a few days of parts ran counter to the smartest thinking about the way to run a supply chain. Stockpiling led to unnecessary inventory management, and warehousing and transportation expenses. Companies that maintained more than a minimum inventory ran the risk that demand could drop suddenly and leftover parts would mean unrecovered expenses. How have the events of Sept. 11 affected your supply-chain partnering? Let us know at the address below.

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Diverse Requests InformationWeek Research's supply-chain survey shows that service agreements are increasingly undergoing scrutiny. And 34% of the 100 business-technology professionals polled are renegotiating their service contracts or are considering doing so. Of those that are re-evaluating their service contracts, more than 80% want increased IT security in the wake of Sept. 11, more than 60% want more concise contingency plans, nearly 60% are looking for better system integration, and half want improved data recovery. It's clear that the events of Sept. 11 are causing IT managers and the businesses they help manage to rethink some basic concepts about what will work--and won't work--in a very changed business climate. These events also are prompting companies to re-evaluate the best ways to safeguard the data that is the lifeblood of their businesses 2. NATIONAL CARGO SECURITY COUNCIL (NCSC) AND AMERICAN SOCIETY FOR INDUSTRIAL SECURITY (ASIS) Book: Contraband, Organized Crime, and the Threat to the Transportation Supply Chain Function, Mario Possamai, 2002, 90 pp. http://www.asisonline.org/asiscatalog/1444TOC.pdf Contraband markets—everything from computer components and cigarettes to electronic products and fashion apparel—are expanding around the world. These markets are demand driven. They can’t develop unless there is enough demand and it’s sufficiently lucrative to meet it. Cargo crime, smuggling, counterfeiting, and product piracy are the primary means of supplying contraband markets. These criminal activities are attractive to organized crime groups because they combine high profit margins with lower risks than alternatives like drug trafficking. Worldwide cargo crimes account for estimated direct merchandise losses of as much as $50 billion a year. This study, underwritten by Brown & Williamson Tobacco Corporation, and authored by one of the world’s leading experts in fraud, money laundering, and contraband issues, is an in-depth and detailed study of cargo contraband issues. In addition to information gathered from relevant reports, in-depth and lengthy interviews were conducted with police, FBI agents, corporate security directors, carriers, insurance companies representatives, and many others. This study is a must read for anyone who wants to understand cargo crime issues and how the worldwide economy is impacted by the expansion of contraband markets. 3. Lobbyists seek to eradicate govt. regulation; Mike Troy; DSN Retailing Today, New York; Jan 7, 2002; Vol. 41, Iss. 1; pg. 3, 2 pgs 78

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft To brace for the political battles sure to take place in the year ahead, members of the International Mass Retail Association gathered outside Phoenix in early December to formulate legislative priorities. While these priorities range across a variety of issues, one consistent theme continues to underscore all of them. A key trade issue that has emerged in the wake of the September 11 terrorist attacks is port security and US Customs. IMRA's retailer and supplier members import billions of dollars worth of merchandise every year. As port security and searches by customs officers have ratcheted up, there have been supplychain disruptions. To alleviate the problem and reduce security risks at the nation's ports, IMRA supports providing the most advance notice about a vessel's contents and conducting background checks on port employees. A security issue of another sort is also of concern. Currently, those who make bomb threats against a store or would seek to disrupt operations by spreading around some white powder face minimal penalties. IMRA wants to make such actions felony crimes that would entail more serious consequences. 4. CLM studies security; David Biederman; Traffic World, Newark; Jan 7, 2002; Vol. 266, Iss. 1; pg. 24 Just as security has become one of the hottest topics in supply-chain management, the Council of Logistics Management has undertaken a security study. Among other things, the project will undertake case studies and create a resource guide on types of disaster aid, tools for customizing relief plans and securing transportation. The researchers' first goal is to define the range of incidents that could impact the flow of goods if a portion of the supply-chain infrastructure were damaged. 5. Brave new world; James Aaron Cooke; Logistics Management and Distribution Report, Radnor; Jan 2002; Vol. 41, Iss. 1; pg. 31, 4 pgs The war on terrorism has produced at least one unintended side effect - a wholesale rethinking of the way Corporate America moves and distributes freight. Logistics managers could be forced to make big changes to their basic supply chain management practices. They may have to hold some buffer inventory, source more components domestically, or consider alternative modes of transportation. Indeed, the practice of logistics may be permanently altered by the events of September 11, 2001. But that is not to say this is the end of supply chain management as it is known today. Although companies may be forced to modify their inventory and distribution strategies, most experts believe that they will still adhere to the central tenet of supply chain management - that synchronizing production to demand avoids excessive inventory, enhances an operation's efficiency and reduces costs. 6. Supply Chain Management -- VPN Extranets: Proceed With Caution -- Although security and management concerns persist, companies are moving forward with B2B systems; TERRY SWEENEY; InternetWeek, Manhasset; Aug 20, 2001; pg. PG.26 Virtual private networking via IP has been touted as a viable, secure and economical way to connect companies with their partners, suppliers and customers. VPNs offer secure tunnels to remote databases, which let users access inventory data, examine special discounts, view delivery status and place volume orders. The down economy is only partly to blame for the more measured deployment of VPN extranets. Security concerns have stopped many companies from moving forward with them. 7. Security in the balance; Michael A Gips; Security Management, Arlington; May 2001; Vol. 45, Iss. 5; pg. 24, 2 pgs

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft In mid 1998 New Balance noticed that knock off footwear had appeared in Japan and Taiwan, then in Italy, Argentina and other countries. New Balance started rolling newly protected footwear off the production lines last September. At every link in the supply chain from manufacture to sales rack, New Balance staff can check the appropriate area on the product using a special hand-held reader. Since implementing its solutions, New Balance has stopped several shipments that were being diverted to other countries. 8. Extranet Security Should Be A Standard Investment; Jamie Lewis; InternetWeek, Manhasset; Jun 21, 1999; pg. PG.40 As enterprises turn to extranets for supply-chain management, improving efficiency and implementing just-in-time delivery, these Internet channel applications are being used to transmit sensitive data. They also pose security challenges for IT managers, including the need for granular access controls and authentication requirements, such as single sign-on functionality. 9. Supply-side contingency planning; Gregory A Gilbert; Security Management, Arlington; Mar 2000; Vol. 44, Iss. 3; pg. 70, 4 pgs To reduce the likelihood of a breakdown at any point on the continuum and to plan for disruptions that cannot be avoided, a company must identify, assess, rank, and manage its supply chain risks. A company should first consider the range of likely risks and their possible impact on operations. Only risks with potentially significant impacts should be the focus of business continuity planning. To identify exposures, the company must identify not only direct risks to its operations but also the potential causes of those risks at every significant link along the supply chain. Once likely risks are identified, these risks should be thoroughly examined to assess their less obvious effects so that countermeasures will appropriately address all concerns. Properly assessing risks creates legal protection for a business. The next step is to prioritize these risks based on likelihood and level of impact. After ranking risks, the company is ready to determine desired recovery times and establish plans for achieving those targets for the various types of incidents. When identifying countermeasures, a general rule is to examine possible solutions in as much detail as possible for large risks but less so for smaller risks. Possible methods for managing risk include selection of low-risk suppliers, use of several suppliers, stockpiling, and resource pooling. A rule of thumb is to select suppliers from different geographical areas. 10. Are you ready for RFID and 2-D bar codes?; Anonymous; Modern Materials Handling, Boston; May 1999; Vol. 54, Iss. 5; pg. A6, 2 pgs If there were ever two automatic data capture technologies poised for greatness, radio frequency identification (RFID) and 2-D bar codes are them. Research firm Venture Development Corp. says RFID system shipments will increase 25% annually through 2002 when sales will hit $1.6 billion. Today, security/access control applications dominate RFID and will for the next 18-24 months, says the Venture Development report. Beyond that, however, the greatest long term opportunity for RFID systems is within the supply chain. Applications include cradle to grave product tracking, closed-loop logistics management, and high-value asset management. Meanwhile, 2-D bar code reading hardware and systems will advance 50% annually through 2002. That will move 2-D sales from a base just over $170 million this year to more than $580 million in 2002. 11. The price of silence; Jim Thomas; Logistics Management and Distribution Report, Radnor; Jan 1999; Vol. 38, Iss. 1; pg. 88 80

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft You can calculate the total cost of logistics secrets by adding together the costs of security, penalties, and missed opportunities. Security costs include the physical systems and miscellaneous resources that are allocated to prevent corporate espionage, either real or imagined. Companies may be penalized for secrets. Perhaps the biggest financial toll of secrecy arises from missed opportunities. Individual supply chains tend to operate with the same links. You cannot completely understand these links and the opportunities they offer unless you begin to share. 12. Complete list of Proquest findings (available for 30 days only) http://proquest.umi.com/pqdlink?Ver=1&Exp=03-122002&VAULT=1&REQ=2&Cert=zmTX0det3AkIJ8khJ7hJeqbU5fXDzIcNQqa%2byaHpbtJBvBHUeX FIhIw2%2bQ2nndUIIUD1cDFi1S55QayxiMb%2btt3ZwCqybVZJu3tqXLNp3QYRLS%2bPhR%2f4xF 8MtrTeL03NLe0I1BrsExQuxdMbGQSEBQ--

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12. BUSINESS TO BUSINESS (B2B)
1. Business-to-business electronic commerce; John Wenninger; Business Credit, New York; Mar 2000; Vol. 102, Iss. 3; pg. 62, 4 pgs To improve efficiency, some large retailers, suppliers, and distributors have begun to conduct businessto-business commerce electronically. This practice could grow rapidly if the Internet becomes the primary low-cost network for such transactions. Before the Internet can fully support business-tobusiness commerce, however, companies must overcome several technological and security obstacles. In recent years, a number of companies have reported gains in operating efficiency through the use of business-to-business electronic commerce, or the movement of information electronically between businesses over computer networks. By extending the benefits of computers to the exchange of information among suppliers, manufacturers, and retailers, business-to-business electronic commerce may give companies the added advantage that they need to achieve measurable productivity gains. 2. Semi Industry Turning To B2b Connectivity To Solve SC Snafus; Kevin Krehbiel; EBN, Manhasset; Mar 5, 2001; pg. PG.43 One of those shifts is occurring in the supply chain. It is becoming increasingly complex as chip companies focus on core competencies and use third parties to support the other functions. No longer is vertical integration the norm. Nearly all semiconductor companies are outsourcing some stage of their supply chain, with assembly, test, and logistics being the most common. Ten or more separate entities might be involved in the process.

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15. SMALL AND MID-SIZED BUSINESSES
1. Relations between small and large auto parts manufacturers in Brazil; Alessandra Rachid; International Journal of Automotive Technology and Management, Milton Keynes; 2001; Vol. 1, Iss. 2,3; pg. 335 Relations between large companies and their suppliers have undergone changes, which have intensified with the increase of outsourcing in the 1990s. However, Brazilian national policies favored vehicle parts and components imports, to the detriment of these relations. This study analyzes the influence of large auto parts manufacturers on the introduction of production organization practices at small supplier companies in this context. Case studies were carried out at one large auto parts manufacturer and 10 of its suppliers. It was noted that large buyer companies play an important role in the process of innovation in small supplier companies, although the level of requirements varies from one practice to another. 2. Midsize, small companies expected to take plunge; Jennifer Baljko Shah; Electronic Buyers' News, Manhasset; Jan 1, 2001; pg. PG.68 While larger organizations jumped in early to help leverage the use of exchanges' technology and drive efficiencies in their supply chains, smaller companies will be able to sharpen their competitive edge by joining a public exchange or setting up a private one, [Joan Harbin] said during a recent seminar sponsored by software vendor IPNet Solutions Inc., Newport Beach, Calif. "Auctions and news content were the easiest things to set up, and that's why they were done first," Harbin said. "Things like sourcing and collaboration are much harder to do and are emerging in exchange models today. Among the top collaboration priorities expected to surface are services relevant to contract management, sourcing capabilities, and supply-chain optimization, Harbin said.

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14. REVERSE SUPPLY CHAIN
1. Article: Strategic safety stocks in reverse logistics supply chains; Stefan Minner; International Journal of Production Economics, Amsterdam; May 6, 2001; Vol. 71, Iss. 1-3; pg. 417. May be accessed at http://www.elsevier.com/inca/publications/store/5/0/5/6/4/7/index.htt In the last few years growing interest has been dedicated to supply chain management. Modeling complexity is added to the supply chain coordination problem by accounting for reverse logistics activities. An increasing number of ecological constraints, together with economic incentives, allows product recovery become an interesting field in supply chain management. Limitations, enormous waste and by-product disposal cost, the duty for manufacturers to take back used products from customers and the fact that returned products might have a positive economic value are some of the reasons. The objective of this paper is to combine the problem of safety stock planning in a general supply chain with the integration of external and internal product return and reuse.

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15. KNOWLEDGE MANAGEMENT
Linking e-business and operating processes: The role of knowledge management; L Fahey; IBM Systems Journal, Armonk; 2001; Vol. 40, Iss. 4; pg. 889, 19 pgs The new business landscape ushered in by e-business has revolutionized business operations but, to date, has not integrated well with internal knowledge management initiatives. Through the development of ebusiness focused knowledge, organizations can accomplish three critical tasks: 1. evaluate what type of work organizations are doing in the e-business environment (know-what), 2. understand how they are doing it (know-how), and 3. determine why certain practices and companies are likely to undergo change for the foreseeable future (know-why). This paper takes a process perspective and reflects upon the value e-business knowledge contributes in the enhancement of three core operating processes: customer relationship management, supply chain management, and product development management. Understanding how e-business impacts these core processes and the subprocesses within them, and then leveraging that knowledge to enhance these processes, is key to an organization's success in deriving superior marketplace results. This paper, therefore, highlights the central role knowledge management plays in diagnosing and managing e-business-driven changes in organizations.

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16. PROFESSIONALIZATION
Industry literature notes that few educational institutions in the US offer programs for logisticians. In lieu of this, private institutes such as the Canadian Professional Logistics Institute (http://www.loginstitute.ca) are offering degree-granting programs – for a P.Log (Professional Logistician). A handful of educational institutions that do have such programs have seen student enrollment increase in the last several years from a little under 10% of total business students to 1/3. Income for these accredited professionals has increased in the last several years by 15 to 25% or upward. Human resources publications and professionals are advising students that supply chain management is one of few expanding fields. In a word, industry literature is calling supply chain management “sexy”. 1. Article: A cross-functional curriculum for supply chain education at Michigan State University Journal of Business Logistics, Oak Brook, 1999, Authors: David J Closs, Theodore P Stank, Volume: 20, Issue: 1, Pagination: 59-72. ISSN: 07353766. May be ordered at Http://www.clm1.org/default.htm. The demand for professionals who can think in terms of integrated supply chain processes has grown. The supply of graduates with such skills, however, is limited as many business schools still operate within the constraints of "functional silos." Purchasing, production, and logistics faculty are uniquely positioned to lead the way in integrating SCM. This paper describes the benefits and challenges confronted in developing an integrated program in SCM at Michigan State University that focuses on horizontal line management of marketing, procurement, production, and logistics processes. Copyright Council of Logistics Management 1999. 2. Council for Logistics Management (http://www.clm1.org/education/iscet.asp) - Interactive Supply Chain Education Tool Database CLM compiled the following database to assist logistics professionals in selecting an Interactive Supply Chain Education Tool (ISCET)-a management game or simulation-for use in the classroom or for training. ISCETs provide an opportunity for users to work interactively with the tool. They vividly demonstrate and clearly explain the interdependencies of the processes and value-creating activities that occur throughout the operation of a supply chain. The database lists and describes ISCETs that are presently or soon-to-be available, and includes such information as the tool's name, format, and objective; the target audience; the supply chain area it focuses on; the cost; and contact information. Click here for the survey data spreadsheet. 3. World-class purchasing skills: An empirical investigation; Larry C Giunipero; Journal of Supply Chain Management, Tempe; Fall 2000; Vol. 36, Iss. 4; pg. 4, 10 pgs Changes in the purchasing function and the environment in which it operates significantly affect the ideal skill set required for a world-class purchasing professional. Although much has been written in the popular press about the skills required of a purchasing/supply management professional, very little academic research has been undertaken to examine this topic. The objectives of this study were to ascertain which skills are the most important to the function and to develop a concise set of factors to describe a comprehensive set of skills required of a world-class purchasing/supply management professional. One hundred thirty-six purchasing professionals rated the importance of 30 purchasing skills. The skills were subsequently analyzed via exploratory factor analysis. Strategy, process

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft management, teaming, decision making, behavioral, negotiation, and quantitative skills were identified as key skill dimensions. 4. Supply chain management: new role for finance professionals; Randall J Cloud; Strategic Finance, Montvale; Aug 2000; Vol. 82, Iss. 2; pg. 28, 5 pgs The saga of globalization often reads like a novel. Global competition and electronic commerce are transforming business practices. For financial professionals, the story turns on the need to transform themselves from "bean counters" and tax experts into the next generation of business heroes - supply chain managers. They are the professionals who execute top-notch operations by integrating suppliers and customers throughout planning and operations. Supply chain management has emerged over the past few years as the key to success in the global economy, regardless of industry or company size. Its premise is simple: Operational strategies should be designed and managed around customer needs. As a company adapts to a customer-driven supply chain, it is critical to develop appropriate performance measures. As the organization becomes more permeable, measurements must incorporate team members - suppliers and customers - outside the traditional organization. 5. The expanding role of the purchasing professional; Kathryn Belyea; Purchasing, Boston; May 4, 2000; Vol. 128, Iss. 7; pg. 103, 1 pgs The profile of today's purchasing professional continues to increase in sophistication. Managers in supply management need a comprehensive grasp of the entire supply chain, broadly defined expertise in business and systems, high ethical standards and finely honed interpersonal skills. No one knows this better than Arthur Rowe, Deere & Co.'s manager of supply management planning.

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17. KEY PLAYERS
1. Business-to-business online purchasing: Suppliers' impact on buyers' adoption and usage intent; Dawn R Deeter-Schmelz; Journal of Supply Chain Management, Tempe; Winter 2001; Vol. 37, Iss. 1; pg. 4, 7 pgs Experts predict that the Internet will become the primary low-cost network for business-to-business commerce transactions. Both buying and selling firms can benefit from the cost savings and productivity improvements associated with online purchasing. Although more organizational buyers are turning to the Internet for purchasing activities, challenges exist as some buying firms harbor concerns. To assist suppliers in the development of effective strategies aimed at increasing online purchasing among professional buyers, a study was designed to investigate the impact of supplier support on buyers' adoption of the Internet for corporate-related purchasing activities. Path analysis was used to examine the relationships among four variables: supplier support, communication convenience, buyer adoption behavior, and Internet usage intent. The results suggest that suppliers play a critical role in the adoption of this new innovation. 2. Demand satisfaction communities: New operational relationships in the information age; Fred Hewitt; International Journal of Logistics Management, Ponte Vedra Beach; 2000; Vol. 11, Iss. 2; pg. 9, 12 pgs The recent emergence of new organizational forms, for which the term demand satisfaction communities is proposed, raises the question as to whether supply chain management practices are about to become obsolete. By tracking the history of practices and comparing them with those required to support the newly emerging forms of organizational relationships, it is possible to conclude that the world is indeed on the threshold of a major change. Supply chain managers need not be intimidated. They are as well placed as anyone to play significant roles in creating and managing the new communities. 3. Enacting a European supply chain: A case study on the role of management accounting; Seal, Willie; Management Accounting Research, Orlando; Sep 1999; Vol. 10, Iss. 3; pg. 303, 20 pgs This study reports on an action research project carried out in 2 non-Japanese, UK manufacturing companies that were considering the establishment of a strategic supply partnership. The supplier wished to move towards the level of cooperation and trust that the 2 companies had realized in their US operations. The participation of the researchers as neutral intermediaries between the 2 companies gave them an opportunity to analyze the role of management accounting in the construction of a strategic partnership. The constitutional role of accounting is highlighted together with the need to develop costing and performance measurement technologies that can be understood and respected by both senior managers and non-accountants involved in the procurement process. 4. Purchasing and supplier involvement: Issues and insights regarding new products success; Michael A McGinnis; Journal of Supply Chain Management, Tempe; Summer 1999; Vol. 35, Iss. 3; pg. 4, 12 pgs The effects of purchasing and supplier involvement on new product success are examined. Two hundred fifty-two senior purchasing managers completed a mail questionnaire that addressed a wide range of issues regarding the effects of purchasing and supplier involvement, the management of supplier involvement, the organization's strategic orientation, and the organization's competitive environment on 88

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft new product success. The results indicate that the organization's strategic orientation and competitive environment, purchasing involvement, and supplier involvement affect new product success. The appropriate level, timing, and frequency of supplier involvement was found to vary with the situation. The results also provide insight into the role of purchasing in new product development and the effective management of supplier involvement in new product development. 5. A structural analysis of the effectiveness of buying firms' strategies to improve supplier performance; Daniel R Krause; Decision Sciences, Atlanta; Winter 2000; Vol. 31, Iss. 1; pg. 33, 23 pgs Many manufacturing firms have increased the amount of component parts and services they outsource, while refocusing on their core capabilities. Using resource-based theory, internalization theory, and structural equation modeling, this paper examines the impact of supplier development strategies on performance. The paper concludes that direct involvement activities, where the buying firm internalizes a significant amount of the supplier development effort, play a critical role in performance improvement. 6. Distributors Still Lead The Way In Inventory Management -- EMS Providers Lack Long Experience; Crista Souza and Laurie Sullivan; EBN, Manhasset; Apr 9, 2001; pg. PG.3 "EMS [providers'] core competency is still manufacturing, not necessarily inventory management," said Greg Provenzano, president and chief executive of San Diego-based Insight Electronics Inc., the largest business unit of semiconductor distributor Memec plc. "It's not that they're bad at managing inventory, just that we're better at it. ... Distributors have a 50-year head start. If we couldn't manage inventory and have an efficient supply chain, we wouldn't be viable as an industry." Customer mix puts EMS providers in the hot seat more often than distributors. EMS companies tend to be more heavily exposed to customers in markets distributors don't play a large role in-such as PCs, automotive, and cellular handsets-thus, they don't have the buffer of distribution to absorb the excess inventory when there's a slowdown, Insight's Provenzano said. Contractually, EMS providers don't get to send back anywhere near the percentage of products distributors do, said Steve Church, co- president of Avnet Electronics Marketing/Global. 7. Wholesale distribution--back in the chain game; Rich Sherman; Material Handling Management, Cleveland; Apr 2001; Vol. 56, Iss. 4; pg. SCF12, 3 pgs Traditional wholesale distributors stand at the dawn of a new opportunity. Regarded by some as an endangered species, the advent of the Internet has created a significant opportunity to recapture lost volume and regain a preeminent position at the heart of the supply chain. In an effort to reduce cost and recapture margin, many manufacturers and retailers took on the challenge of distribution themselves, disintermediating the wholesale distributor in the process. With the emergence of the Internet and ecommerce, wholesale distributors have a unique opportunity to recapture lost volume and reintermediate themselves with both manufacturers and retailers. To make the most of this opportunity, however, wholesale distributors are going to have to learn a lesson from their third-party logistics counterparts and take on an expanded role to offer and sell new, value-added services while still maintaining their competitive advantage of assuming inventory risk.

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I. CONSUMERS
1. New economy, New competition: the rise of the consumer? (2001) Asch, David, Wolfe, Brian. Houndmills, U.K. and New York: Palgrave. IB: 0-333-77823-5. Examines how competition works for consumers and suppliers, considering real companies and real events, and explores whether everyone is getting a fair deal in today's new economy. Examines consumer behavior, discussing perceptions of price, value, and quality, and the decision processes the buyers go through in making a decision. Develops a comprehensive model for uderstanding the issues that influence how consumers behave and how suppliers respond. Addresses how markets work and what influences the nature of competition across the whole value chain of a product or service. Considers the legislative and regulatory framework for the protection of consumers in the United Kingdom, the United States, and the European Union. Addresses supply-chain management, discussing examples from top companies around the world. Examines how competition and consumers have faired in markets for personal computers, international air travel, telecommunications, and cars, and in the retailing sector. Considers how developments in information and communication technology have impacted both consumers and producers and speculates on likely future changes. Asch is Professor of Management at the Open University Business School. Wolfe is recently retired from Marconi Communications, where he was Director of Business Efficiency and Information Technology. Index. 2. A Customer Oriented Approach to Warehouse Network Evaluation and Design, Korpela,-Jukka; Lehmusvaara,-Antti, International-Journal-of-Production-Economics; 59(1-3), March 1999, pages 13546. Cost or profit based optimisation with capacity restrictions is the most widely used method for distribution network design. This approach is based on production or company oriented logistics thinking. However, in the present competitive business environment, a more customer driven and holistic approach to supply chain management is required. In this paper, the focus is on warehouse network evaluation and design. The aim is to present a customer oriented approach to the evaluation and selection of alternative warehouse operators. The Analytic Hierarchy Process (AHP) is used for analysing the customer-specific requirements for logistics service and for evaluating the alternative warehouse operators. The AHP-based analysis results in a customer-specific priority for each alternative warehouse operator. This priority describes how well a certain warehouse operator is expected to satisfy a certain customer's performance requirements. The priorities are then entered to a Mixed Integer Linear Programming (MILP)-model which is used for maximising the overall service performance of the warehouse network under relevant restrictions. Thus, the warehouse network can be designed based on multiple quantitative and qualitative criteria instead of just costs or profits alone.

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18. FUTURE DIRECTIONS
1. Future competition: Supply chain vs. supply chain; Peter Bradley; Logistics Management and Distribution Report, Radnor; Mar 1999; Vol. 38, Iss. 3; pg. 20 Business competition is moving away from the traditional company vs. company model in favor of a system that pits supply chain against supply chain. This was the conclusion reached by the Academic Alliance Forum. The seminar also reached other conclusions: 1. Information technology can play an important role in enabling supply chain collaboration. 2. The transfer of knowledge and best practice is important for successful supply chain collaboration. 2. The future of electronics supply-chain; Electronic Buyers' News, Manhasset; Nov 27, 2000; pg. PG.24 Contract electronics manufacturers are growing in clout, not just with their OEM customers, but particularly with component manufacturers. In many suppliers' own supply chains, CEMs are embarking on a feeding frenzy that will enlarge their role within the electronics industry, according to analysts. At Thomas Weisel Partners LLC, analyst Matt Sheerin sees top-tier CEMs developing and maintaining "their own supply-base management strategies," while OEMs and midtier CEMs must partner with others in the system. 3. Issues in supply chain management; Douglas M Lambert; Industrial Marketing Management, New York; Jan 2000; Vol. 29, Iss. 1; pg. 65 Successful supply chain management requires cross-functional integration and marketing must play a critical role. The challenge is to determine how to successfully accomplish this integration. A framework is presented for supply chain management as well as questions for how it might be implemented and questions for future research. Case studies conducted at several companies and involving multiple members of supply chains are used to illustrate the concepts involved.

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F. PUBLICATIONS
1. Series of articles by R. Michael Donovan
e-Supply Chain Management: Prerequisites to Success This is part 1 of the article e-Supply Chain Management by R. Michael Donovan, an American management consultant. Directed at managers, this article discusses the potential of electronic supply chains in today's world. Business-to- business electronic commerce is already bigger than business-tocustomer electronic commerce and it is growing fast. The article explains why a company should consider e- supply chain management. It includes two sets of questions that can be used in assessing the supply chain management of a company. The article is in .PDF format, so Adobe Acrobat Reader is needed for accessing it. Keywords: electronic commerce, supply chain, management, production management, supply Available from: http://www.rmdonovan.com/pdf/e_SCM_PARTI.pdf e-Supply Chain Management: Managing the Extended Enterprise This is part 2 of the article e-Supply Chain Management by R. Michael Donovan, an American management consultant. It is directed at managers and discusses collaborative electronic supply chain management. The article covers such issues as why to pursue e-supply chain management and what changes it requires in the supply chain process and strategic and tactical thinking. The article is in .PDF format and therefore Adobe Acrobat Reader is required for accessing it. Keywords: electronic commerce, supply chain, management, production management, supply Available from: http://www.rmdonovan.com/pdf/e_SCM_PARTII.pdf Supply Chain Management: Cracking the "Bullwhip" Effect This article, in PDF format, is by Mike Donovan who runs a management consultancy in the USA. It examines the causes and effects brought about by unplanned demand oscillations up and down the supply chain, a phenomenon known as the "Bullwhip Effect". The article looks at causes of these demand distortions, and possible remedies. Keywords: supply chain management, manufacturing, order-to-delivery, sales, customer demand, demand management, quality control, marketing, production Available from: http://rmdonovan.com/pdf/SCM_PartIII.pdf

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2. Interfaces
Special issue: Operations Research in the e-Business Era. March/April 2001. Vol. 31, No. 2. (http://silmaril.smeal.psu.edu/interfaces/ebiz) Table of Contents Introduction: Operations Research in the e-Business Era by Arthur Geoffrion and Ramayya Krishnan Prospects for Operations Research in the E-Business Era by Arthur Geoffrion and Ramayya Krishnan e-Commerce and Operations Research in Airline Planning, Marketing and Distribution by Barry C. Smith, Dirk P. Guenther, B. Venkateshwara Rao, Richard M. Ratliff Applications and Opportunities for Operations Research in Internet-Enabled Supply Chains and Electronic Marketplaces by ManMohan S. Sodhi Quantitative Analysis for Internet-Enabled Supply Chains by Pinar Keskinocak and Sridhar Tayur Applying Quantitative Marketing Techniques to the Internet by Alan L. Montgomery Decision Support with Web-Enabled Software by Marc-david Cohen, Charles B. Kelly and Andrés L. Medaglia Optimization as an Internet Resource by Robert Fourer and Jean-Pierre Goux

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3. Business Data in the Supply Chain
(http://www.ecominfo.net/supplychaindata/index2.html)

Business Data in the Supply Chain Business Data in the Supply Chain is a collection of online articles on the work of e-centre, the UK's "leading independent e-business user Association". The articles are in two parts: the first relating to the EAN.UCC system of numbering; the second (to appear in March 2002) relating to the electronic exchange of business data. (EAN is a set of European standards used in the supply chain.) There are articles on the development of bar codes and e-business's effect on small and medium-sized companies. This site is run by the ecominfo.net project, brainchild of LS Technologies Ltd, a UK ecommerce company. Keywords: supply chain, product research, operations management, barcodes, business data, SME, e-commerce, electronic commerce, manufacturing industries, production, packaging, small businesses Available from: http://www.ecominfo.net/supplychaindata/index2.html

4. The Boeing Center for Information, Technology and Manufacturing
(http://bctim.wustl.edu/topics/topics.cfm?Categories_ID=5) Supply Chain Vendors To Change Gears - by J. Jenkins (Summary) The summary is based on the article Customers Force Supply Chain Vendors to Change Gears, by J. Jenkins in CIO magazine. Due to the slowing economy, customers are re-evaluating their supply chain strategies. The article states that existing single point supply chain vendors (e.g. i2, Manugistics) who were offering an entire gamut of solutions should now focus on providing individual component solutions as these will be more attractive to customers in such cash crunch times. The author argues that single point vendors are better positioned that niche vendors although the latter can provide a higher level of functional expertise. The author also recommends certain specific actions for the vendors and customers in this article. 28 Nov 01 Next Generation Supply Chains - by Andrew K. Reese (Summary) The summary is based on the article Supply Chains: The Next Generation, by Andrew K. Reese, of iSource Online. The author provides a comprehensive review of trends and key success factors for future supply chains. The article analyzes the two current ideas on the future of supply chain: the unified, “extended enterprise” approach and the “federated planning” approach as championed by Booz Allen Hamilton. The author provides three supply chain strategy steps that all companies need to follow and emphasizes issues of connectivity, distributed order fulfillment, risks of sharing information while considering the web-enabled supply chain. 14 Nov 01 Outsourcing The Supply Chain - by Jim Ericson (Summary) The summary is based on the article Outsourcing the Supply Chain, by Jim Ericson, news editor of Line 56 magazine. Managing the supply chain is one of the most complex problem e- business has 95

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft to offer. The author identifies that as businesses are concentrating on their core competencies to compete effectively in the marketplace, myriad details of production, planning, sourcing distribution are falling in the hands of third parties who are eager to flex their expertise. The author tries to point out that the reason for increase of outsourcing services has been mainly due to the low- margin nature of the asset-backed services. Companies resort to third-party service providers in a move to transform fixed costs into variable costs. The author picks the example of the outsourcing progression of strategic sourcing through companies like B2Emarkets, Inc. A significant reason for this trend is fast-changing technology. The author shows that a lot of companies are turning to e-sourcing, as they do not want to commit to millions of dollars in technology only to see that they are outdated after few years. 8 Nov 01 Third Party Thrivers - by Editorial staff, I-source.com (Summary) Third party Logistics (3PL) is a growing phenomenon in the American manufacturing sector. These companies are now taking this phenomenon to its international manufacturing destinations owing to high levels of satisfaction in domestic operations. This conclusion is a result of a survey by Accenture and Northwestern University. What is amazing is that outsourcing logistics continues to be a strong choice in times of failing economies. This is a summary of a report written by the Editorial staff of I-source.com and is posted at http://www.isourceonline.com/article.asp?article_id=1953. While highlighting key statistics, the article emphasizes the potential contribution of 3PL in making strategic choices in the present and in the future given the 3PL’s expanding offerings and effective payoffs. 6 Nov 01 Dealing With Seasonal Sales Spikes - by Simone Kaplan (Summary) There are a couple of industries that experience sudden seasonal spikes during which time frame the demand for their products skyrocket. During other parts of the year they remain normal. Now, how to perform supply chain management to tackle such adversities? This summary, based on the article Easter In November, Christmas In July, by Simone Kaplan of CIO.com, focuses on three strategies that companies are following to gear up their production operations to meet with uncertainties regarding demand during peak seasons. The article looks on couple of business cases and exhibits how companies have solved the above-mentioned problem. 1 Nov 01 Supply Chain Responsiveness In Crisis Situations - by David Simchi-Levi & Larry Snyder& Michael Watson (Summary) The summary is based on the article Supply Chain Responsiveness In The Wake Of A Major Crisis, by David Simchi-Levi, chairman of LogicTools, Larry Snyder, PhD student at Northwestern University, and Michael Watson, VP-Business Development at LogicTools. Until recently, companies have focused on lean manufacturing having as little inventories as possible. However, as economy enters a critical face of impending recession and crisis at times, a new approach needs to be taken on supply chain issues. The appropriate questions to ask are what the long-term and shortterm effects on supply chains are, and what steps companies should take to alleviate these effects. The article focuses on these issues and introduces four different strategies for companies on how they can refocus their supply chain to be ready for times of crisis. 1 Nov 01 PROBLEMS IN RETAIL, CPG E-BUSINESS - by Demir Barlas (Summary) The summary is based on the article Retail, CPG Markets Need Suppliers, by Demir Barlas, writer at Line56 magazine. The author deals with exchanges in the retail and consumer packaged goods (CPG) industries. When the exchanges in this industry were launched, there was a lot of hype about the value these would add and how these would help the consumers in getting products at the optimal price. However, with time, it has been seen that these exchanges have failed to attract suppliers to their fold. So, what is the problem? Why aren’t suppliers joining the bandwagon? The author analyzes four major exchanges – Transora, WorldWide Retail Exchange (WWRE), GlobalNetXchange (GNX), and CPGMarket. The author figures out that the strategies of the 96

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft exchanges are not geared towards attracting suppliers to their fold. At the same time, each of these exchanges visualize them as the market’s sole survivor and thus are not offering enough provision for suppliers. The article also looks into what steps are being taken by the various exchanges to woo the suppliers to their fold. 16 Oct 01 Over-reliance on Forecasting Software - by Scott Berinato (Summary) The summary is based on the article What went wrong at Cisco, written by Scott Berinato who is senior writer at CIO. The author takes the case of the networking powerhouse Cisco and identifies what are the reasons behind its failure to anticipate the economic downturn. The author points out in What went wrong at Cisco, that Cisco boasted of its forecasting software and its virtual close methodology, but in real terms, these were one of the main reasons for its recent debacle. Also, the author points out the perils involved in depending too much on outsourcing and how Cisco was affected because of outsourcing activities. 1 Aug 01 Build A Customer-Driven Integrated Supply Strategy - by Adam Fein (Summary) The summary is based on the article Build A Customer-Driven Integrated Supply Strategy by Adam J. Fein, president of Pembroke Consulting, Inc. a strategy and marketing consulting firm. The author takes the case of the distribution companies and tries to outline the key drivers of value creation for the distributors in an integrated supply relationship with the customers. The author then provides a framework to help distribution companies figure out what segments of customers can provide the most lucrative supply relationships. Finally, the author tries to argue that distributors should stop following a “we’ll serve anybody” attitude and instead focus on specific target customers that are aligned with their products and services. 2 Jun 01 While Welch Waited - by The Economist (Summary) Even as the dotcom revolution continues on its downward spiral the large economic giants continue their quiet march into new frontiers of telecommunication. But the paradox lies in the fact that the largest of these giants General Electric was the slowest contender to catch onto to the e-commerce revolution and yet today it finds its conservative business approach once again the rule of the business world. 19 May 01 The Neglected Twins of Supply Chain Management - by Rick Dunn (Summary) Rick Dunn an editor of Plant Engineering magazine provides insights into why Plant engineering and Maintenance are critical activities in Supply Chain Management and suggests a way to integrate them. As these activities are key links in the industrial supply chain, ignoring them is not an option and will be hazardous to a company's competitive health! 1 Nov 00 Delivery Challenges in an E-Business World: Third Party Fulfillment Service Providers and Their Role - by Meta Group (Summary) An article published by the Meta Group Meta Group Article 1, recommends taking advantage of third party fulfillment services to ensure customer satisfaction. 15 Aug 00 The Future of Supply Chain Collaboration: Private versus Public-NET MARKETS. Who will be the winner? - by Meta Group (Summary) An Article published by the Meta Group makes a case for the success of private net markets over public net markets (Meta Group Article2). 15 Aug 00 Dangerous Liaisons - by Timothy L. Mould & C. Edwin Starr (Summary) The risks that are involved in indiscriminate collaboration arise from the fact that collaboration involves sharing of proprietary information. Also, collaboration involves a lot of investment of time and money in changing processes and organizational structures of the participating organizations so as to facilitate collaboration 6 Mar 00 Other End of Supply Chain - by Jan Holmstrom & William E. Hoover Jr.& Perttu Louhillioto& Antti Vasara (Summary) 97

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft The summary is based on the article The other end of the supply chain, by Jan Holmstrom, William E. Hoover Jr., Perttu Louhillioto, Antti Vasara in McKinsey Quarterly. In customer- supplier partnerships, what is good for customers is often a significant burden for the suppliers. To meet these demands, suppliers must think in terms of customers’ efficiency, rethinking how and when in the business process a customer generates an order, as well as how and when to fulfill it. The article states that in order to insulate from cost-cutting competitors, suppliers must rethink their own and customers’ supply chain. The authors also provide a case study of McGrawHill in which better understanding of processes helped in significant reduction of costs in the supply chain. 1 Jan 00

5. IT PAPERS.COM
(http://www.itpapers.com/cgi/SubcatIT.pl?scid=226)

Featured Technology Guides 1. Delivering Premium Customer Service: A Survival Guide White Paper Titles 2. A New Alternative to the Data Aggregation Bottleneck 3. Accelerated Business Value through an Expanded Return On Investment (ROI) Methodology 4. Analytical CRM 5. Aspen Architectural Approach: Benefits of the Aspen Architecture 6. Assessing the Value of Straight Through Processing and the Private Enterprise Exchange Model 7. Automatic Identification and Data Collection: Scanning into the Future 8. Aventail in Manufacturing: Securely Connecting People to Applications 9. B2B: Making Value Choices 10. Beyond CRM: the Critical Path to Successful Demand Chain Management 11. Beyond Supply Chain Optimization to Enterprise Optimization 12. Beyond the Bricks – Organizations Look to Create Extended Supply Chains over the Internet 13. Business Uses of Peer to Peer (P2P) Technologies 14. C-Procurement: Delivering on the Promised Land in Procurement 15. Collaboration: More than Just Technology 16. Deluxe Checks Out ABC/M to Improve Customer Relations 17. Digital Marketplaces: Private vs. Public 18. Do-Learn-Do Provides the Fastest Route to Market 19. eCollaboration in High Tech Supply Chains 20. eHubs: the New Web-Enabled Technology Driving True Supply Chain Collaboration 21. eManufacturing Intelligence: Info Access for Decision Support and Optimization of Supply Chain Interactions 98

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 22. EMC in Manufacturing: Accelerating ROI—Lowering TCO for Business Applications and IT Operations for Manufacturing Enterprises 23. EMC: Accelerating Life Sciences ROI - Lowering TCO for Business Applications and IT Operations 24. Enabling Pervasive Supply Chain Collaboration: Lessons from International Logistics and Freight 25. Energy Demand Response and the Vitria Solution 26. Enterprise Profit Optimization 27. Enterprise Profit Optimization: the Next Wave in Value Creation 28. Implementing the RosettaNet ebusiness Standard: Automating High-Tech Supply Chains Using BusinessWare for RosettaNet 29. Introducing iPlanet ECXpert 3.5 Software 30. Keeping the Promise: Embracing Customers and Aligning Supply with Demand to Deliver Products on Time, Every Time 31. Linking Supply Chains to Support Collaborative Manufacuring 32. Logical Logistics: Benefits of Business Intelligence Applications 33. Merchandise Flow Management: a Competitive Necessity for Retailers 34. Minimizing the Cost of Managing Supply Chain Exceptions 35. New Supply Chain Business Models - the Opportunities and Challenges 36. P2P and XML in Business 37. PICASO™ The Only Supply Chain Planning Solution Designed Exclusively for the Chemical Industry 38. Powering the Bottom Line Through Strategic Supplier Relationships 39. Profitable Customer Lifecycle Management Through Next Generation CRM 40. Re-Inventing Supply Chains: from Automation, to Integration, to Collaboration 41. Real Time Locating Systems and Wireless Local Area Networking: Combining Technologies for Optimum Asset Visibility and Supply Chain Management 42. Redeployment: Making e-Procurement More Effective 43. Return on Relationship: a Different Lens on Business 44. RFID Tags — An Intelligent Bar Code Replacement 45. SeeChain Statistical Process Control Charts: How to Use SPC Charts to Get the Most Out of Your Supply Chain 46. Sell it, then Build it: How Electronics Manufacturers are using Collaborative Trading Networks for Competitive Advantage 47. Succeeding in a Customer-Driven Communications World 48. Supply Chain Event Management: Turning the Supply Chain Into a Competitive Weapon 49. Supply Collaboration Is a Reality – but Proceed with Caution 50. Supporting the Innovative SCOR Model with a Balanced Scorecard 99

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 51. Taking Control of the B2B Exchange: What's Next in the Supply Chain Evolution 52. The B2B Marketplace Challenge – One Platform that Does It 53. The Business Benefits of Supply Chain Connectivity 54. The Five Immutable Laws of Universal Supply Chain Connectivity 55. The Heart of e-Business 56. The Innovators Will Control the Supply Chain 57. The Vitria Collaboration Center™: Driving Comprehensive Business Collaboration 58. Tran XML™: The Common Vocabulary for Transportation Data Exchange 59. Transportation: the Forgotten Link in the Supply Chain 60. True Supply Chain Collaboration 61. Valuation Methods for the New Supply Chain 62. Vertical Service Providing for the IT Staffing Industry 63. Virtual Factory: Managing Distributed Manufacturing in a Connected Economy 64. Virtual Integrated Logistics Solutions 65. What has Not Changed in Supply Chains Because of E-Business? 66. What Is the Digital Divide? 67. Wonderware's cAO Collaborative Asset Optimization 68. A Technology Review of the Next-Generation Internet Architecture: Thinkstream’s Distributed Internet Architecture 69. Advanced Planning/Supply Chain Solution Description 70. An Integrated, End-to-End Approach to Service and Maintenance Planning 71. An Intelligent End-to-End Fulfillment Solution for Differentiated and Profitable Customer Fulfillment 72. B2B Direct Procurement in Standards-Driven Manufacturing Supply Chains 73. Business Process and Supply Chain Synchronization 74. Business Velocity through E-Supply Chain Excellence 75. Choosing the Right Partner for Success in the Global Economy 76. Collaborative Logistics Networks: Economic Appraisal and Trend Validation 77. Collaborative Transportation Management – a Proposal 78. Creating a High-Performance Downstream Petroleum Supply Chain 79. Demand Activated Manufacturing Architecture: DAMA Model For Collaboration 80. Dynamic Trading: Supply Chain Networks Driving the E-Commerce Revolution 81. E-Business and the Supply Chain: Is It Simply Supply-Chain.com? 82. E-Business in the Upstream Petroleum Industry: Beyond Supply-Chain Optimization 83. E-Commerce: Its Impact on Transportation, Logistics, and Supply Chain Management 84. Electronic Procurement: Trends in Web-Based Solutions 85. Enabling Public and Private Marketplaces 100

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 86. Enabling Supply Chain Automation through Information Synchronization 87. Enabling the CEO Agenda: Focus on Consumer Goods Industries 88. Entrust-SAP Solution Guide 89. Extended Enterprise Applications: Opportunities for Project-Based Service Providers 90. From Best Practices to Next Practices: Procurement in the Decade Ahead 91. From Supply Chain to Collaborative Commerce Networks: The Next Step in Supply Chain Management 92. How Companies Collaborate Sharing Work Online 93. Information Visibility and Its Effect On Supply Chain Dynamics 94. Integrating Dealer Systems on the Web 95. Integrating SMEs into the e-Supply Chain Increases Enterprise Profits 96. Internet Fulfillment: the Next Supply Chain Frontier 97. Maximizing Supply Chain Value 98. Microsoft: Supply Chain and the Automation of Business Process Integration 99. Moving Towards Exception Management 100. Need to Know: Integrating e-Learning with High Velocity Value Chains 101. Next Generation Supply Chain Strategic Planning Technology and Applications 102. Noosh / Ariba Integration 103. Peoplesoft Solutions Drive Demand Throughout the Supply Web 104. Performance Simulation: Developing Your People to Build a World Class Supply Chain 105. Plug and Play Business Software Integration 106. Process-Based Architecture for Back Office: Successful Supply Chain Requires EAI 107. Providing the Foundation for e-Business 108. QRS Logistics Management Services in the Supply Chain 109. Return on Customer Relationships for the Consumer Products Industry 110. SAP® Real Estate 111. Streamlining the Printing Supply Chain: A Capabilities-Centric Approach 112. Strengthening the Weakest Link 113. Supply Chain Collaboration for the Consumer Products Industry: Success in the New Internet Economy 114. Supply Chain Collaboration: Success in the New Internet Economy 115. Supply Chain Innovation in the New Economy 116. Supply Chain Perspectives from the Business Press 117. Supply Chain Strategy: Real Options for Doing Business At Internet Speed 118. Supply Chain Synchronizing Through Web-Centric Product Content Management 119. Supply Chain Vendors Aim to Automate Exception Handling 120. The E-Supply Chain Reaches Asian Shores 101

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 121. The Future of Exchanges 122. The Future of IT Services 123. The i2 TradeMatrix ® Metals Plan Solution for Supply Chain Management 124. The Internet-Enabled Supply Chain: From the First Click to the Last Mile 125. The Next Wave of Supply Chain Advantage: Collaborative Planning, Forecasting and Replenishment 126. The Promise of Value Chain Optimization 127. The Race is On for Supply Chain Success 128. The Seven Myths of Supply Chain Outsourcing 129. The Web's Effect on the Service Value Chain 130. Third Generation E-Business and the Supply Lattice 131. Time and Opportunity Management: the Importance of ÄT 132. Valuing the New Industrial Model: B2B Internet Exchanges 133. Virtual Cross-Supply Chain Concept Development Collaborative Teams 134. What about Measuring Supply Chain Performance? 135. Who Will be the Next Winners in Supply Chain Management 136. Winning in the Third Wave of e-Business - Beyond Net Markets 137. Achieving Supply Chain Excellence by Balancing the Economics of Production with the Economics of Cooperation 138. Charting the Course to Successful Supply Chain Management 139. Closer to the Customer: Customer Relationship Management and the Supply Chain 140. Combining Logistics with Financing for Enhanced Profitability 141. Competitive Advantage for the Consumer Products Enterprise 142. Creating Greater Customer Value by Synchronizing the Supply Chain 143. Creating the Agile Supply Chain 144. Demand Chain Networks: Maximizing Revenue and Customer Retention 145. eCommerce Requires Intelligent Supply Chains 146. eRoom in the Enterprise 147. Getting Outsourcing to Work in the Supply Chain 148. Implementing Supply Chain Management Systems in Large Enterprises 149. Integration, Collaboration or Stagnation, the Choice is Yours 150. Making Supply Chain Collaboration a Reality… Fast 151. Managing Short Life-Cycle Products 152. PeopleSoft Service Supply Chain Management 153. Retail: Speed to Business Results 154. Strategic Approach to Value Chain Integration 155. Supply Chain Integration: the Name of the Game is Collaboration 102

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 156. Supply Chain Management: the CEO’s Agenda 157. Technology in the Next Generation of Supply Chain Outsourcing - Leveraging Capabilities of Fouth Party Logistics 158. The Changing Face of Distribution: How Technology Enables Distribution 159. The Content Supply Chain 160. The Payoff Potential in Supply Chain Management 161. Transportation Messaging 162. Understanding Activity Based Costing and Supply Chain Management 163. Web-Centric Supply Chain Manufacturing 164. 7 Keys to Internet Selling Success: The Second Wave of the e-Commerce Boom is Building Quickly 165. 7 Laws of Collaborative Logistics 166. A Solution Space Approach to E-Business - a Guide for Midrange and Multinational Companies 167. Accelerating the Value Chain 168. Achieving Competitive Advantage through Supply Chain Integration 169. Acorde Context and Process 170. APS Technology: Powering Supply Chain Management 171. APS, Lean, TOC, and Flow—Show Me the Way! 172. Asia Pacific Supply Chain Survey 173. Automated Customer Acquisition for Local Exchange Carriers 174. Automotive Network eXchange 175. B2B E-commerce Initiatives: The Supplier's Perspective 176. B2B in the Food Industry: What is the Best Marketplace Model? 177. Best of Breed vs. End-to-end: Solutions for Application Development 178. Best Practices in e-Service Management: e-Service Chain Management™ 179. Boosting Customer Loyalty and Return on Relationships through Clicks, Conversations, and the Supply Web 180. Brave New World 181. Bridge the Chasm Between Planning and Execution with Supply Chain Event Management 182. Building a Customer-Focused Value Chain 183. Building the Integrated Supply Chain for Healthcare 184. Business Case for Directory-Enabling Your Application with NDS 185. Business Continuity Planning Financial Services, Computer Risk Management 186. Capturing the Innovation Premium in the Utilities Industry 187. Celo Communications VPN 188. Chain, Chain, Chain -- Seven Steps to a Smarter Supply Chain 189. Configuring Your Supply Chain to Provide Your Customer’s Total Solution 103

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 190. CPS White Paper 191. Creating Solutions for the Enterprise Information Supply Chain 192. Creating Value Through Global Networked Business 193. Data Driven Access Control Technology (DDAC) 194. Demand Chain Management Executive Paper 195. Design Collaboration in a Post-B2B World 196. Dispatch Management System/Driver Assistance System (DMS/DAS) 197. Don't Make Promises You Can't Keep: Retaining E-Business Customers Through Superior Fulfillment 198. eChain Brochure: Helping Connect You with Your Bussiness 199. Electronic Marketplaces - B2B Trading 200. Eliminating Business Blind Spots To Optimize the Enterprise 201. End-To-End Supply Chain Management 202. EPS White Paper 203. Filling the Plant Gap-the Search for Standard Plant Applications 204. Flexible Engineering Whitepaper 205. Flow Manufacturing 206. Focus on Sales Force Effectiveness 207. How Can My Business Thrive in a Multi-channel e-Business Marketplace Using Demand Chain Management? 208. iBaan Collaborative Planning - from Efficient Enterprise to Efficient Value Chain 209. Implementing the Right Business Infrastructure to Seize the ASP Opportunity 210. Informix and the ISP: Strategic Links in the Digital Value Chain 211. Internet Brings Fabs One Step Closer to Perfect World 212. Issues in Supplier Activation: Activating the Extended Marketplace 213. iView - Transforming the Experience Through e-Service Chain Management™ 214. Knowledge Chain Management White Paper 215. Lean Manufacturing and ERP—Conflict or Coexist? 216. Learning the Ins and Outs of Web-Centric Supply Chain Manufacturing 217. Leveraging the Service Chain 218. Logistics vs. The Supply Chain: What Are We Fighting About? 219. Managing a Virtual Manufacturing Chain 220. Managing the China Supply Chain 221. Mass Customization Survival and Growth in the To-Order Sector 222. Maximizing Your Investment in J. D. Edwards with Wireless from Novarra 223. Measuring Supply Chain Costs Using ABC/M 104

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 224. NDS eDirectory 225. Networking the Supply Chain for Competitive Advantage 226. Oracle's 11i Release. Power and Potential 227. Pivotal Demand Chain Management: Maximizing Revenue and Customer Retention 228. QAD and the Euro 229. QAD's Flow Manufacturing Strategy - Business Software that Meets Real World Requirements 230. Real Time Locating Systems 231. Recognizing Global Excellence in Operations 232. Redefining Scalability Standards for eBusiness with Windows 2000 233. Reduced Space Symbology® (RSS), Composite Symbology (CS) and Your Business 234. RF Technologies: Matching Technologies to Tracking Applications 235. Saving $30–$50 Million for $1 Billion in Expenditure through C-Procurement 236. Simulating and Modelling Supply Chain Activities in the Food Industry 237. SpatialFX Components 238. Straight-Talk About Voice-Directed Technology in the Frozen Food Business 239. Sun, IBM and Infospace Deliver on a Complete Workgroup Data Mart Solution 240. Super-Charging your Enterprise Resource and Supply Chain Planning Systems 241. Supply Visualization White Paper 242. Symbol CrossDock System 243. The Cryptek Advantage in Business to Business E-commerce 244. The Development of an Extended Enterprise Supply Chain Management Simulator 245. The Electronics Supply Chain: Winning in a Virtual Environment 246. The Internet, E-Commerce, Supply Chain Management and Digital Economies — Where Does AB/M Fit In? 247. The Need for Networked Supply-Chain Management 248. The New Extended Supply Chain Concept: Unleash the Potential of Your Supply Network 249. The Quality Imperative - SAS' Commitment to Quality 250. The Supply Chain in the New Millennium 251. The Value Equation: Value Chain Management, Collaboration and the Internet 252. The Value of eFORCE in Multi-Channel Retailing 253. Transportation Takes the Right-Of-Way 254. Ubiquitous Computing Makes for a "Know It All" 255. Unified Product Lifecycle Management 256. Using ALYSIDA to Enable Supply Chain Collaboration 257. Vigilance - the Way to Manage in the Internet Age 258. Virtual Trading Communities 105

OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft 259. Web Orders are Piling Up - Now What?: The Gentran BPI Solution 260. Web-Centric Supply Chain Manufacturing 261. With mySAP.com™, Virtual Integration Will be a Click Away 262. XML: The Tie that Binds the Supply Chain Community

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G. REQUESTS FOR PROPOSALS
1. EVOLVING SUPPLY CHAINS
(http://www.commerce.net/initiatives/esc/projects/solutions.html) Low Cost Supply Chain Solutions In the development of new technologies and systems, solutions providers and their potential users need cost effective ways to test their concepts and products. CommerceNet works with its community to provide leveraged resources and management for validating these concepts by conducting pilots and Proof of Concept studies for emerging processes and supply chain automation tools. These pilots can be used not only to determine the efficacy of potential solutions, but to offer insights into their potential cost savings and requirements for implementation as well. We are currently considering several projects and are actively soliciting for others. We'd like to hear your ideas. Please contact us for further information.

2.

CENTER FOR ADVANCED PURCHASING STUDIES
(http://www.capsresearch.org/callfor.htm)

2001-2002 Research Priorities
1. Measuring Purchasing/Supply Value 2. e-Commerce/e-Procurement General Issues and Value 3. Education/Training of Professionals 4. Buyer-Supplier Relationship Management 5. e-Exchanges and e-Markets 6. Organizational Structure and Supply Chain Design Issues 7. Global Sourcing Issues 8. Buying Services 9. Consortiums 10. Outsourcing 11. Reverse Auctions 12. Software Evaluation Tools 13. Supplier Diversity 14. Supplier Evaluation

MISSION STATEMENT
CAPS contributes competitive advantage to organizations by providing leading-edge research to support the evolution of strategic purchasing/supply management.

GUIDELINES FOR RESEARCH PROPOSALS
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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft CAPS encourages research proposals on topics which have been given a high priority by purchasing/supply chain management executives. These topics are identified in CAPS High Priority Research Topics. Proposals on other topics may also be submitted, but additional information must be provided to justify research on other topics. CAPS generally funds proposals in the following three categories: 1. Research that identifies the current state of the practice. This research documents what firms are doing, how this has changed over time, and why the changes have occurred. Research in this category generally reports longitudinal data. Research proposals in this category may be updates of previous CAPS studies or of studies published elsewhere. 2. Research that identifies the leading edge of current practice and applications. This research identifies and evaluates what leading firms are doing now and what other firms likely will be doing in the next few years. Implementation strategies, based on the experience of leading firms, need to be addressed. This research generally reports "best practices." 3. Research that identifies concepts, ideas, practices, techniques, tools, and technologies, that are now in the early development stage. This research identifies and evaluates concepts that likely will have a major impact on purchasing and supply chain management in the future. Leading edge firms may be currently evaluating some of these ideas. Proposals should: Identify the topic to be investigated Identify into which of the above categories the proposed research fits Identify the research methodologies to be used Show the linkages to other research published by CAPS and elsewhere in the research literature Be ten-to-fifteen pages in length (not including research bibliography, budget, schedule, and vitae) The following should accompany the proposal: Research bibliography Vitae for the principal investigator and co-principal investigators Budget A timeline that indicates major milestones Budget Guidelines: Proposed budgets should be in the range of $25,000 to $50,000. Proposals for more than $50,000 may be considered but will be subject to additional review. (Generally it is the intent of CAPS to support researchers for one summer, for one-half time for one semester, or for one-quarter time for two semesters.) Usual research expenses, such as salary support, student research assistants, travel, communications, and data analysis expenses are all supportable. CAPS will not support equipment or software purchases. Generally speaking, CAPS does not pay university overhead. However, CAPS is willing to discuss this issue with each potential researcher and work within established university guidelines. Time Guidelines: The corporations that support CAPS generally expect research studies to be completed and published within one year of launch. Therefore, researchers should propose projects that meet the one-year guideline. A schedule for completing the research, including three or four major milestones, should be included with the proposal.

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft Research reports: Researchers must submit a final, edited version of their research findings that follow the Guidelines For Preparing CAPS Research Reports. The report must be submitted on a 3.5" diskette. (A Microsoft Word file is preferred; an ASCII file is acceptable; no other formats can be accepted.) Proposals will be evaluated on the following criteria: Relevance of topic to purchasing/supply chain management executives. Feasibility of completing research on time and on budget. Adequacy of the research methodology. Overall quality of the proposed research project. Experience of the researcher. Other: To ensure that the highest level of research is supported, CAPS reserves the right to alter or modify the above as necessary and to make funding decisions solely at its discretion. CAPS will, at its discretion, send all research reports out for review and will, at its discretion, publish the research reports as a CAPS Focus Study. CAPS will retain the copyright to all published reports. However, CAPS does encourage authors to prepare articles from the research suitable for publication in academic research journals. Because survey questionnaires become part of the research report, CAPS requires that all questionnaires, that are to be used for data collection, be edited and typeset and be approved by CAPS in advance of mailing. Complimentary copies of the CAPS Research Update, which lists all of our published reports and research projects under way, are available. To obtain a copy, please fax your request to CAPS at 480/491-7885. Proposals should be sent to: Phillip L. Carter Director and Harold E. Fearon Chair of Purchasing Center for Advanced Purchasing Studies Arizona State University Research Park P.O. Box 22160 2055 E. Centennial Circle Tempe, Arizona 85285-2160

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft

H. WEBSITES OF INTEREST
LOGISTICS/SUPPLY CHAIN REVERSE SUPPLY CHAIN MATERIALS MANAGEMENT AND DISTRIBUTION SUN MICROSYSTEMS TRANSCENTRIC SUPPLY CHAIN VISION FINANCIAL TIMES AMR RESEARCH SUPPLIERS ADVISOR COMPUTER WORLD http://logistics.about.com http://retailindustry.about.com/cs /v_returns/index.htm http://www.mmdonline.com/inde x.cgi http://www.sun.com http://www.transentric.com/ http://specials.ft.com/supplychai n/index.html http://www.amrresearch.com/ http://www.advisor.com/www/S upplyChainAdvisor http://www.computerworld.com/ itresources/rchome/0,4167,KEY 259,00.html http://www.computerworld.com/ cwi/research_links/research_cont ent/0,1894,NAV63-129-13751385_LNK1023,00.html http://www.bized.ac.uk/ white papers, presentation notes

SCM section EXTENSIVE database (searchable) - White Papers List of hyperlinked SCM Vendors Searchable news archive (UK) Hyperlinks to 15 articles

BIZ/ED INTERNET CATALOGUE THE BOEING CENTER FOR http://bctim.wustl.edu/topics/topi cs.cfm?Categories_ID=5 TECHNOLOGY, INFORMATION AND MANUFACTURING http://www.pmac.ca/english/link PURCHASING MANAGERS ASSOCIATION OF CANADA s_resources.htm http://www.infochain.org/ CANADIAN ASSOCIATION OF SUPPLY CHAIN AND LOGISTICS MANAGEMENT http://www.capsresearch.org/ CENTRE FOR ADVANCED PURCHASING STUDIES

Links

The Center for Advanced Purchasing Studies (CAPS) is a non-profit, independent research organization co-sponsored by Arizona State University College of Business and the Institute for Supply Management (formerly the National Association of Purchasing Management). Its mission is to help organizations achieve competitive advantage by providing them with leading-

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OVERVIEW OF RESEARCH ON SUPPLY CHAIN MANAGEMENT revsd Feb 8 draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft draft edge research to support the evolution of strategic purchasing and supply management. http://scmr.uark.edu/ The Supply Chain Management SUPPLY CHAIN Research Center at the Sam M. MANAGEMENT RESOURCE Walton College of Business CENTRE http://fisher.osu.edu/supplychain Links SUPPLY CHAIN MANAGEMENT RESEARCH /links.htm GROUP AT THE OHIO STATE UNIVERSITY

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