{"title":"Reverse Logistics","authors":"Haozhe Chen, Lisa Cotter","doi":"10.1093/oxfordhb/9780190066727.013.27","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190066727.013.27","url":null,"abstract":"As more companies are engaging in reverse logistics activities, it is imperative to develop a better understanding of this important concept. This chapter covers fundamental issues related to reverse logistics. After introducing a definition of reverse logistics, a discussion is provided on its importance and contrasts with forward logistics. Returns reduction, closed-loop supply chain, and circular economy are identified as important topics related to reverse logistics. Examples are then used to explain the economic value recovery as well as the strategic and operational value of reverse logistics. After delineating the key processes in reverse logistics, this chapter identifies reverse logistics challenges and best practices. Last, the status of reverse logistics research is discussed along with a list of future research topics.","PeriodicalId":323169,"journal":{"name":"The Oxford Handbook of Supply Chain Management","volume":"81 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-10-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115010334","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Artificial Intelligence in the Supply Chain","authors":"A. Brintrup","doi":"10.1093/oxfordhb/9780190066727.013.24","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190066727.013.24","url":null,"abstract":"While artificial intelligence (AI) in supply chains (SC) has become a popular topic, there is a distinct lack of conceptual frameworks with which to categorize and review how various subtopics of AI can help in subfields of supply chain management. To address this gap, this chapter conceptualizes the new topic of SC AI through a human-mimicking intelligent agent that exhibits “smart” SC behavior. It then develops several SC AI capability blocks for the intelligent agent and reviews and synthesizes studies to date within these capability blocks. The chapter concludes by highlighting several industrial use cases and extant challenges reported in the literature that need to be tackled to move this exciting new field forward.","PeriodicalId":323169,"journal":{"name":"The Oxford Handbook of Supply Chain Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124405014","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Humanitarian Operations and Supply Chain Management","authors":"Stephan M. Wagner","doi":"10.1093/oxfordhb/9780190066727.013.38","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190066727.013.38","url":null,"abstract":"The need for humanitarian assistance is documented in the news on a daily basis. Functioning supply chains are a critical factor in providing disaster relief and humanitarian aid to people in need. Therefore, the humanitarian sector has developed organizations, processes, procedures, and tools that support the specific situation facing this sector, which is in several ways different from a commercial setting. This chapter discusses some challenges of humanitarian operations and supply chain management (HumOSCM) for humanitarian assistance, provides an overview, and lays out some good practices and recent developments of HumOSCM. Better scholarship and practice of HumOSCM will contribute to solving grand challenges as conveyed in the Sustainable Development Goals.","PeriodicalId":323169,"journal":{"name":"The Oxford Handbook of Supply Chain Management","volume":"63 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129599957","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Supplier Development at LG Electronics","authors":"Hyojin Kim, Daesik Hur, T. Schoenherr","doi":"10.1093/oxfordhb/9780190066727.013.31","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190066727.013.31","url":null,"abstract":"Supplier development has been a critical supply management practice since the 1990s. In many instances, it has even become imperative for buyer firms to support and prepare their supply bases for uncertain economic and market environments, socially and environmentally conscious customers, advances in digital technologies, and increasing competition. Yet, research that approaches supplier development with the objective to advance all these dimensions in an integrated fashion is scarce. This study fills this void by exploring how a buyer firm may address these emerging challenges in its supply base. Specifically, an in-depth case study of LG Electronics explores how the firm designs and operates multidimensional supplier development activities to foster the stability and sustainability of its supply base while enhancing its core suppliers’ competitive capabilities. This chapter illustrates how supplier development can be taken to the next level, presents implications for managerial practice, and outlines promising future research avenues.","PeriodicalId":323169,"journal":{"name":"The Oxford Handbook of Supply Chain Management","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128058917","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Supplier Involvement in New Product Development","authors":"Yuanxu Wang, Sachin B. Modi, Saurabh Mishra","doi":"10.1093/oxfordhb/9780190066727.013.29","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190066727.013.29","url":null,"abstract":"Supplier involvement in new product development (NPD) has received significant attention in the operations management literature. Based on a thorough meta-analysis of correlations for papers published in operations management journals from 1989 to 2014, this study assesses the performance implications of supplier involvement in NPD. The analysis at the aggregate level indicates a significant positive relationship between supplier involvement and overall NPD performance. However, the analysis also indicates that this relationship may be contingent on the presence of various moderating factors. Further, the detailed analysis suggests that it is important to understand that certain supplier involvement dimensions do not simultaneously affect all performance dimensions. This study highlights the dimensions of supplier involvement with the greatest impact, emphasizes the importance of considering moderating factors in future investigations, and identifies areas of future research on the topic.","PeriodicalId":323169,"journal":{"name":"The Oxford Handbook of Supply Chain Management","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123784806","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Mitigating Shirking: Contracting Performance in Buyer-Initiated Service Triads","authors":"F. Nullmeier, F. Wynstra, W. V. D. Valk","doi":"10.1093/OXFORDHB/9780190066727.013.33","DOIUrl":"https://doi.org/10.1093/OXFORDHB/9780190066727.013.33","url":null,"abstract":"Buyers that operate in buyer-initiated service triads must deal with the repercussions of service suppliers failing to satisfy the buyer’s customer. Performance-based contracting (PBC) can be used to shift the risks associated with performance shortfalls to service suppliers. Attaining specified performance outcomes can, however, be highly uncertain in service triads where there are many factors outside the supplier’s control. In such situations of high outcome uncertainty, suppliers may be induced to shirk their responsibilities since the direct customer–supplier link inherent to triadic structures gives suppliers an opportunity to engage in shirking without being detected. According to established theory, PBC is less effective in such situations, and behavior-based contracting (BBC) is more effective in achieving performance outcomes that are satisfactory to buyers. However, these insights are based on the long-standing assumption that PBC and BBC are substitutes. This assumption has been criticized as not being representative of empirical reality. Therefore, this chapter studies whether combining these contracting approaches during the contract design and contract management phases mitigates shirking of responsibility by suppliers. Using a data set derived from a survey questionnaire, the chapter finds that combining PBC and BBC during the contract design phase does not reduce shirking. However, the results do reveal that responsibility shirking can be mitigated by combining PBC and BBC during the contract management phase. This study provides purchasing managers with new insights concerning how to use PBC to achieve satisfactory performance outcomes, even in uncertain contexts such as service triads.","PeriodicalId":323169,"journal":{"name":"The Oxford Handbook of Supply Chain Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128435212","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}