The information to share in upstream supply chains dedicated to mass production of customized products for allowing a decentralized management
Carole Camisullis,
Vincent Giard () and
Gisele Mendy-Bilek ()
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Carole Camisullis: IRG - Institut de Recherche en Gestion - UPEM - Université Paris-Est Marne-la-Vallée - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12
Vincent Giard: CRG - Centre de recherche en gestion - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - CNRS - Centre National de la Recherche Scientifique, LAMSADE - Laboratoire d'analyse et modélisation de systèmes pour l'aide à la décision - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique
Gisele Mendy-Bilek: UPPA - Université de Pau et des Pays de l'Adour
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Abstract:
In an upstream supply chain (USC) dedicated to the mass production of customized products, decentralized management is possible and performing in the steady state, if all the links that precede the final assembly line use periodic replenishment policies. These policies require appropriate safety stocks of alternative or optional components. To achieve such performance in the real world, the supply chain must identify the source of any changes. Unexpected fluctuations in the production of USC plants suggest a bullwhip effect, yet most studies of the bullwhip effect fail to consider build-to-order supply chains. A double transformation of available information, derived from bill of materials explosions and time lags, is required to restore steady-state performance. It then remains to detect and quantify changes and, if a build-to-order strategy of alternative components is possible, use decision rules that are robust to such changes.
Keywords: upstream supply chain; Global supply chain management; bullwhip effect; information value; safety stock; upstream supply chain. (search for similar items in EconPapers)
Date: 2010-06-24
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