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growing attention throughout this decade. Many authors have proposed quantitative
models taking those changes in the logistics environment into account. However, no
general framework has been suggested yet. Therefore the time seems right for a
systematic overview of the issues arising in the context of reverse logistics. In this
paper we subdivide the field into three main areas, namely distribution planning,
inventory control, and production planning. For each of these we discuss the
implications of the emerging reuse efforts, review the mathematical models proposed
in the literature, and point out the areas in need of further research. Special attention
is paid to differences and/or similarities with classical forward logistics methods.
selected articles on BOSC for their contribution to the development and operations of
BOSC, (v) develop a framework for BOSC, and (vi) suggest some future research
directions. The literature has been reviewed based on the following four major areas
of decision-making: organizational competitiveness, the development and
implementation of BOSC, the operations of BOSC, and information technology in
BOSC. Some of the important observations are: (a) there is a lack of adequate
research on the design and control of BOSC, (b) there is a need for further research
on the implementation of BOSC, (c) human resource issues in BOSC have been
ignored, (d) issues of product commonality and modularity from the perspective of
partnership or supplier development require further attention and (e) the trade-off
between responsiveness and the cost of logistics needs further study. The paper
ends with concluding remarks.
Sarac, Aysegul, Nabil Absi, and Stphane Dauzre-Prs Sarac, Aysegul, Nabil Absi, and Stphane
modeling, simulations, case studies and experiments as well as ROI analyses are
reviewed. Finally, conclusions and future research perspectives are presented.
Gms, A. Taskin, and A. Fuat Gneri (2007)Historically, the echelons of the supply chain, warehouse,
distributors, retailers, etc., have been managed independently, buffered by large inventories. Increasing
competitive pressures and market globalization are forcing firms to develop supply chains that can quickly
respond to customer needs. To remain competitive and decrease inventory, these firms must use multiechelon inventory management interactively, while reducing operating costs and improving customer
service. The current paper reviews the literature, addressing multiechelon inventory management in supply
chains from 1996 to 2005. The behaviour of the papers against demand and lead-time uncertainty is the
key analysis point of the literature review presented here and it is conducted from an operational research
point of view. Finally, directions for future research are suggested.
Sila, Ismail, and Maling Ebrahimpour (2002)There has been a plethora of published research related to total
quality management (TQM) in the last few decades. However, very few studies focused on cataloging critical
factors of TQM. One of the objectives of this literature review was to investigate the state of TQM by examining
and listing various TQM factors identified based on survey studies conducted in different countries and published
in a variety of journals over the past decade. An examination of 76 survey studies that used an integrated
approach to TQM showed that the TQM factors could be grouped under 25 categories. An analysis of the 347
survey based research articles published between 1989 and 2000 using these 25 factors as a framework
revealed the most frequently covered TQM factors in the literature. Another goal of the paper was to analyse the
objectives of these articles by year and type of journal they were published in to determine the trends in TQM
survey based studies and recommend future direction for research. The analysis showed that the objectives of
the 347 studies could be grouped under six categories.
which lead to shorter lead times and smaller batch sizes, respectively. In our sample,
cutting lead times nearly in half reduces costs by 21% on average, and cutting
batches in half reduces costs by 22% on average. For the settings we study, we
conclude that implementing information technology to accelerate and smooth the
physical flow of goods through a supply chain is significantly more valuable than
using information technology to expand the flow of information.
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