| Budget Amount *help |
¥2,200,000 (Direct Cost: ¥2,200,000)
Fiscal Year 2000: ¥1,000,000 (Direct Cost: ¥1,000,000)
Fiscal Year 1999: ¥1,200,000 (Direct Cost: ¥1,200,000)
|
|---|
| Research Abstract |
In a highly competitive market, manufacturers face the challenge of reducing product development time, improving quality, reducing cost and lead time for production, and globally integrating operations. Their success in overcoming these challenges depends to a great extent on the coordination of product flow within the supply chain. The variance in inventory of manufacturers may be larger than that of retailers, and the distortion tends to increase as one moves upstream. This phenomenon is known as the bullwhip effect, and to reduce it is an urgent problem in supply chain management.
This paper presents a study on the impact of information sharing using a simple model to gain insights on the influence of information sharing in the supply chain.
In 1999, first, a supply chain model is presented, which confirms the bullwhip effect with computational experiments. Secondly, it is demonstrated that the bullwhip effect may be reduced by sharing customer demand information, and finally, four models are compared, each with different levels of information sharing about customer demand and supplier lead time. Results of the study indicate that information sharing helps decrease the bullwhip effect while improving supply chain activities, such as average stock levels and customer service.
In 2000, we develop a multi-retailer and multi-supplier three-stage supply chain model, in which entities along the supply chain share full information on the customer's demand, inventory and lead time of supplier. Next, we investigate the efficiency of information sharing by numerical study. From the numerical study, we confirm the benefits of information sharing in a real world supply chain dynamics.
|
