Supply Chain Scenario Evaluator

Publikation, 2009


C. Söser, M. Gerschberger, F. Staberhofer - Supply Chain Scenario Evaluator - Proceedings - The 21st Annual Nofoma Conference, Jönköping, Schweden, 2009, pp. 818-836


The purpose of this paper is to propose how to evaluate different supply chain process scenarios by measuring the highest contribution to supply chain performance. For this purpose, the paper proposes an assessment model based on performance measures. Design/methodology/approach A relevant literature review, which investigates performance measurement methods in supply chains, is carried out. This review serves as the basis for constructing a model to evaluate supply chain process scenarios, which is tested in a German OEM, involving multiple members of supply chains. Findings This paper reports the results of a case example and offers several guidelines for amplifying the success points and decreasing failure points and hence increasing the rate of success. Research limitations/implications (if applicable) Quantifying supply chain process scenarios and their contribution to supply chain performance is an opportunity for a company to align its performance measurements and process improvement actions. Since actual performance data is difficult to gather and to compare between companies, this research used self reported performance measures as the dependent performance variable. Practical implications (if applicable) Evaluation models are valuable frameworks for companies to analyze and configure their supply chain processes. They are used for analyzing the current situation based on key competitive factors and for evaluating alternative scenarios. Furthermore, this research validates the application of the model presented. What is original/value of paper This paper is valuable to practitioners interested in evaluating different supply chain process scenarios. With the approach presented, companies are able to evaluate different supply chain process scenarios and decide whether to shift sourcing closer to the factory, optimizing inventories by means of more frequent deliveries or rationalization of double inventories.