A pragmatic decision model for inventory management with heterogeneous suppliers

For enterprises, it is imperative that the trade-off between the cost of inventory and risk implications is managed in the most efficient manner. To explore this, we use the common example of a wholesaler operating in an environment where suppliers demonstrate heterogeneous reliability. The wholesaler has partial orders with dual suppliers and uses lateral transshipments. While supplier reliability is a key concern in inventory management, reliable suppliers are more expensive and investment in strategic approaches that improve supplier performance carries a high cost. Here we consider the operational strategy of dual sourcing with reliable and unreliable suppliers and model the total inventory cost where the likely scenario lead-time of the unreliable suppliers extends beyond the scheduling period. We then develop a Customized Integer Programming Optimization Model to determine the optimum size of partial orders with multiple suppliers. In addition to the objective of total cost optimization, this study takes into account the volatility of the cost associated with the uncertainty of an inventory system.     

An Empirical Study on the Factors Affecting Online Shopping Behavior of Millennial Consumers

The online market in India is growing at an exponential rate, predominantly driven by the massive and extensive promotional activities. This strategy may not be appreciable in the long run, hence a real value addition is essential, which is explored through this study. The main objective of this research is to study about the determinants that are affecting the online purchasing behavior of millennial consumers. Conceptual framework, which consists of four factors that may induce online purchase behavior among millennial consumers: consumer innovativeness, perceived benefits, perceived risks, attitude and intention. The population of the study is from the millennial customer’s segment of Chennai metro, Tamil Nadu, India, and the study used systematic random sampling. The statistical tools applied are chi-square, ANOVA, correlation, multiple regression, and factor analysis. From the outcomes of this study, factors influencing online purchase are analyzed, and suggestive strategies for online companies are recommended.     

Process reengineering: A review of enablers

In an attempt to improve productivity, performance and overall competitiveness in both domestic and global markets, organisations have realised that there is a need to reform their business practices and become more customer focused. Consequently, these organisations have recognised the need for organisational change, but do not necessarily know how and what to change, to achieve improvements in productivity and performance. Process reengineering has been described as the elixir for achieving dramatic improvements in production time and cost. Process reengineering is not about fixing current processes, but rebuilding them, with the aim of process improvement. This paper will explain what is meant by process reengineering and suggests that before an organisation attempts to process reengineer, a thorough understanding of current practices, procedures and enablers of change are required. Typically, information technology is implemented as the key change enabler of process reengineering implemented as the key enabler without prior consideration to other enablers such as organisational, human resource and total quality management. This paper suggests that the use of information technology as an enabler is rarely sufficient to cause process change. The paper concludes by suggesting that a combination of information technology, organisational and human resource enablers and a total quality management based philosophy are requisite for the effective redesign of business processes.     

Implementation of enterprise resource planning in China

ERP implementation is a ‘Triple Play’ that combines people, technology, and processes. It embodies a complex implementation process, especially in developing countries like China, often taking several years, huge amount of fund and involving a major business process reengineering exercise. In this paper, an attempt has been made to identify some Chinese-specific difficulties in the implementation process and provide solutions to implement ERP system successfully through questionnaire survey, interviews, and secondary data. On the basis of analysis of questionnaire results, some common difficulties have been explored by authors, such as support of top management, costly and time-consuming, cultural differences, technical complexity, lack of professional personnel, and inner resistance. The difficulties are largely due to the nature of enterprise's ownership and size. Suggested solutions to overcome these difficulties: ERP software packages selection, ERP implementation team, BPR, Training, and Outsourcing-Application Service Provider. These solutions can effectively solve ERP difficulties.     

Interlocking of information systems for international supply and demand chains management

This paper is concerned with coordination aspects of supply chain management and, in particular, investigates setup coordination between two and three stages of a supply chain. The problem arises from a real application in the production chain of a kitchen furniture plant. In different stages of the plant, items are grouped according to different attributes. A setup is required in a stage when the new batch has a different level of attribute from the previous one. Two objectives are considered, i.e., minimizing the total number of setups and minimizing the maximum number of setups of the stages. The problem is to determine a sequence of batches in search for Pareto-optimal solutions with respect to the two objectives. Several metaheuristics, including genetic algorithm, simulated annealing, and iterated local search (ILS) have been proposed for the two-stage problem. In this paper, we develop a constructive heuristic, which combines a least flexibility first principle and a greedy search, for the two- and three-stage problems. Computational results show that the proposed heuristic performs significantly better than the genetic algorithm and simulated annealing. Although the proposed heuristic is inferior to the ILS, which employs two constructive initial solution heuristic, for the two-stage problem, it can be easily extended to the three-stage problem.     

The demand for training and consultancy investment in SME-specific ERP systems implementation and operation

This research examines the demand for the level of investment in training and consultancy necessary to successfully implement and operate small and medium sized enterprises (SME)-specific enterprise resource planning (ERP) systems in SMEs. The extant literature on ERP, as well as established business practices adopted by the majority of ERP vendors and trainers, suggests that in order to implement and operate ERP systems effectively, a training model including an extensive training period, and often utilising external consultants, is a necessary condition. An in-depth case study has been conducted in this research on a UK-based SME-specific ERP systems vendor, which maintain that their SME-specific ERP systems can be implemented and operated effectively with only five days of formal training and no additional consultancy. This research evaluates the validity of this claim, and investigates the basis for the training model employed by the case company is, or is not, sufficient for users to successfully implement and operate SME-specific ERP systems.     

The future of operations management: An outlook and analysis

Managing operations in both manufacturing and service organizations have evolved tremendously over the years with the change in market requirements. The market has become global, thereby compelling enterprise operations to keep up. The application of information technology/information systems (IT/IS) and outsourcing in managing operations have significantly altered the landscape of operations management (OM) strategies, techniques, and technologies. Consciousness towards environmental and safety also urges companies to examine their OM approach and manufacturing from various perspectives. Recently, energy cost and protection against terrorism have changed the portfolio of enterprise operations and therefore the approach to OM. Now, it is time to revisit the OM principles, curriculum, and training at the institution of higher learning and industries. Moreover, manufacturing has become more of a service activity, indicating significant service OM, including project management. The profile of service industries has also changed in view of the emergence of globalization, outsourcing, and IT, coupled with the rapid economic growth of emerging economies such as Brazil, Russia, India, and China (BRIC). In fact, services account for approximately 80% of the US gross domestic product (GDP); this is also a growing figure of the GDPs of other countries over the world. Again, service OM needs to be revisited in the context of the abovementioned paradigm shifts. In considering the significance of the above-mentioned changes in the market and society as a whole, an attempt is made to study the evolution of OM and subsequently to develop a framework for new OM strategies and tactics that will support the competitiveness of organizations within the next 10-20 years.     

Labour migration and policy formation in a newly industrialized country: a case study of illegal Thai workers in Singapore

"Towards the end of 1988, the Singapore Government began to express concern about over-reliance of the economy on foreign workers and later about the presence of large numbers of illegal workers. This article examines the policies and legislation introduced to change these situations, and examines in detail the repatriation of 10,000 unauthorized Thai immigrants. In addition to economic policy and practice, the social and political aspects of migration and labour utilization are considered, as are the implications for international relations."