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  • 1
    Online Resource
    Online Resource
    The Returns Management Process
    Emerald ; 2002
    In:  The International Journal of Logistics Management Vol. 13, No. 2 ( 2002-07-01), p. 1-18
    Details
    In: The International Journal of Logistics Management, Emerald, Vol. 13, No. 2 ( 2002-07-01), p. 1-18
    Abstract: Returns management is the supply chain management process by which activities associated with returns, reverse logistics, gatekeeping, and avoidance are managed within the firm and across key members of the supply chain. The correct implementation of this process enables management not only to manage the reverse product flow efficiently, but to identify opportunities to reduce unwanted returns and to control reusable assets such as containers. In this paper, we describe how the returns management process can be implemented within a firm and across the supply chain. The process is described in terms of its sub‐processes and associated activities, and the interfaces with corporate functions, other supply chain management processes and other firms. Examples of successful implementation are provided.
    Type of Medium: Online Resource
    ISSN: 0957-4093
    URL: Article
    DOI: 10.1108/09574090210806397
    RVK:
    QA 10000
    Language: English
    Publisher: Emerald
    Publication Date: 2002
    detail.hit.zdb_id: 2069452-0
    detail.hit.zdb_id: 1034825-6
    SSG: 3,2
    Location Call Number Limitation Availability
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    Online Resource
  • 2
    Online Resource
    Online Resource
    The Supply Chain Management Processes
    Emerald ; 2001
    In:  The International Journal of Logistics Management Vol. 12, No. 2 ( 2001-07-01), p. 13-36
    Details
    In: The International Journal of Logistics Management, Emerald, Vol. 12, No. 2 ( 2001-07-01), p. 13-36
    Abstract: Increasingly, supply chain management is being recognized as the management of key business processes across the network of organizations that comprise the supply chain. While many have recognized the benefits of a process approach to managing the business and the supply chain, most are vague about what processes are to be considered, what sub‐processes and activities are contained in each process, and how the processes interact with each other and with the traditional functional silos. In this paper, we provide strategic and operational descriptions of each of the eight supply chain processes identified by members of The Global Supply Chain Forum, as well as illustrations of the interfaces among the processes and an example of how a process approach can be implemented within an organization. Our aim is to provide managers with a framework to be used in implementing supply chain management, instructors with material useful in structuring a supply chain management course, and researchers with a set of opportunities for further development of the field.
    Type of Medium: Online Resource
    ISSN: 0957-4093
    URL: Article
    DOI: 10.1108/09574090110806271
    RVK:
    QA 10000
    Language: English
    Publisher: Emerald
    Publication Date: 2001
    detail.hit.zdb_id: 2069452-0
    detail.hit.zdb_id: 1034825-6
    SSG: 3,2
    Location Call Number Limitation Availability
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    Online Resource
  • 3
    Online Resource
    Online Resource
    The Demand Management Process
    Emerald ; 2002
    In:  The International Journal of Logistics Management Vol. 13, No. 2 ( 2002-07-01), p. 51-66
    Details
    In: The International Journal of Logistics Management, Emerald, Vol. 13, No. 2 ( 2002-07-01), p. 51-66
    Abstract: Demand management is the supply chain management process that balances the customers' requirements with the capabilities of the supply chain. With the right process in place, management can match supply with demand proactively and execute the plan with minimal disruptions. The process is not limited to forecasting. It includes synchronizing supply and demand, increasing flexibility, and reducing variability. In this paper, we describe the demand management process in detail to show how it can be implemented within a company and managed across firms in the supply chain. We examine the activities of each sub‐process; evaluate the interfaces with corporate functions, processes and firms; and provide examples of successful implementation.
    Type of Medium: Online Resource
    ISSN: 0957-4093
    URL: Article
    DOI: 10.1108/09574090210806423
    RVK:
    QA 10000
    Language: English
    Publisher: Emerald
    Publication Date: 2002
    detail.hit.zdb_id: 2069452-0
    detail.hit.zdb_id: 1034825-6
    SSG: 3,2
    Location Call Number Limitation Availability
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    Online Resource
  • 4
    Online Resource
    Online Resource
    Planning Electric Power Systems Under Demand Uncertainty with Different Technology Lead Times
    Institute for Operations Research and the Management Sciences (INFORMS) ; 1999
    In:  Management Science Vol. 45, No. 10 ( 1999-10), p. 1289-1306
    Details
    In: Management Science, Institute for Operations Research and the Management Sciences (INFORMS), Vol. 45, No. 10 ( 1999-10), p. 1289-1306
    Abstract: Demand uncertainty is a key concern of electric utility planners. While the greater use of short lead time technologies provides one possible way to deal with this problem, it is not clear how they are best deployed. The approach taken in this paper is to examine a capacity mix model that explicitly accounts for differences in technology lead times. Key results that are obtained include the characterization of the optimal solution and the development of a new set of technology screening criteria. In practice, the “lead time order” (i.e., the set of available technologies ordered by ascending length of lead time) is typically the inverse of the so-called merit order (i.e., the set of available technologies ordered by ascending operating cost). We show that for this case, the optimal solution may be determined with relative ease. A numerical example demonstrates that some short lead time technologies screened out by standard planning methods may enter the optimal solution when differences in lead time are considered, while some long lead time technologies may leave. In addition, the optimal expected level of reliability may be greater.
    Type of Medium: Online Resource
    ISSN: 0025-1909 , 1526-5501
    URL: Article
    DOI: 10.1287/mnsc.45.10.1289
    RVK:
    QP 300
    Language: English
    Publisher: Institute for Operations Research and the Management Sciences (INFORMS)
    Publication Date: 1999
    detail.hit.zdb_id: 206345-1
    detail.hit.zdb_id: 2023019-9
    SSG: 3,2
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    Online Resource
  • 5
    Online Resource
    Online Resource
    Run EDGAR Run: SEC Dissemination in a High-Frequency World : SEC DISSEMINATION IN A HIGH-FREQUENCY WORLD
    Wiley ; 2017
    In:  Journal of Accounting Research Vol. 55, No. 2 ( 2017-05), p. 459-505
    Details
    In: Journal of Accounting Research, Wiley, Vol. 55, No. 2 ( 2017-05), p. 459-505
    Type of Medium: Online Resource
    ISSN: 0021-8456
    URL: Article
    DOI: 10.1111/1475-679X.12167
    RVK:
    QA 10000
    Language: English
    Publisher: Wiley
    Publication Date: 2017
    detail.hit.zdb_id: 2060654-0
    detail.hit.zdb_id: 219360-7
    SSG: 3,2
    Location Call Number Limitation Availability
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    Online Resource
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