Please use this identifier to cite or link to this item: https://doi.org/10.15480/882.1791
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dc.contributor.authorZitzmann, Immanuel-
dc.contributor.authorKarl, David-
dc.contributor.editorKersten, Wolfgangde_DE
dc.contributor.editorBlecker, Thorstende_DE
dc.contributor.editorRingle, Christian M.de_DE
dc.date.accessioned2018-11-02T12:42:50Z-
dc.date.available2018-11-02T12:42:50Z-
dc.date.issued2018-09-13-
dc.identifier.isbn978-3-746765-35-8de_DE
dc.identifier.issn2365-5070de_DE
dc.identifier.urihttp://tubdok.tub.tuhh.de/handle/11420/1794-
dc.description.abstractRisks and uncertainties (e.g. IT-system failure or demand fluctuation) threaten the performance of supply chains. This paper gives insight into the planning of flexibility potential as a crucial tool for managing the consequences of operational and disruptive uncertainties. A simulation study of lot-sizing decisions in a two-stage decentralised supply chain is used. The modelled supply chain faces operational as well as disruptive uncertainties. It is analysed how capacity and/or stock flexibility on each stage cope with unexpected events. The location of flexibility within the supply chain is key for its ability to handle uncertainties. The paper shows that stock flexibility can substitute capacity flexibility to a certain degree. However, disruptive uncertainties cannot be handled by stock flexibility alone. Therefore, trade-offs in flexibility potential have to be considered. In contrast to other studies, this simulation models operational and disruptive uncertainties in three areas: internal processes, supply side and demand side. Also flexibility management in a decentralised decision making process is analysed. Contrary to the lean thinking approach it is shown that inventory plays an important role in managing uncertainties. Therefore, management should use the right amount of inventory to create flexibility depending on the individual risk situation.en
dc.language.isoende_DE
dc.publisherepublide_DE
dc.rightsinfo:eu-repo/semantics/openAccess-
dc.subjectUncertaintiyde_DE
dc.subjectSupply Chainde_DE
dc.subjectFlexibilityde_DE
dc.subjectSimulation Studyde_DE
dc.subject.ddc330: Wirtschaftde_DE
dc.titleAdequate flexibility potential to handle supply chain uncertaintiesde_DE
dc.typeinProceedingsde_DE
dc.identifier.urnurn:nbn:de:gbv:830-88223277-
dc.identifier.doi10.15480/882.1791-
dc.type.dinicontributionToPeriodical-
dc.subject.ddccode330-
dcterms.DCMITypeText-
tuhh.identifier.urnurn:nbn:de:gbv:830-88223277de_DE
tuhh.oai.showtrue-
dc.identifier.hdl11420/1794-
tuhh.abstract.englishRisks and uncertainties (e.g. IT-system failure or demand fluctuation) threaten the performance of supply chains. This paper gives insight into the planning of flexibility potential as a crucial tool for managing the consequences of operational and disruptive uncertainties. A simulation study of lot-sizing decisions in a two-stage decentralised supply chain is used. The modelled supply chain faces operational as well as disruptive uncertainties. It is analysed how capacity and/or stock flexibility on each stage cope with unexpected events. The location of flexibility within the supply chain is key for its ability to handle uncertainties. The paper shows that stock flexibility can substitute capacity flexibility to a certain degree. However, disruptive uncertainties cannot be handled by stock flexibility alone. Therefore, trade-offs in flexibility potential have to be considered. In contrast to other studies, this simulation models operational and disruptive uncertainties in three areas: internal processes, supply side and demand side. Also flexibility management in a decentralised decision making process is analysed. Contrary to the lean thinking approach it is shown that inventory plays an important role in managing uncertainties. Therefore, management should use the right amount of inventory to create flexibility depending on the individual risk situation.de_DE
tuhh.publisher.urlhttps://www.epubli.de/shop/buch/The-Road-to-a-Digitalized-Supply-Chain-Management-Christian-M-Ringle-Thorsten-Blecker-Wolfgang-Kersten-9783746765358/78929-
tuhh.publication.instituteLogistik und Unternehmensführung W-2de_DE
tuhh.publication.institutePersonalwirtschaft und Arbeitsorganisation W-9de_DE
tuhh.identifier.doi10.15480/882.1791-
tuhh.type.opusInProceedings (Aufsatz / Paper einer Konferenz etc.)de
tuhh.institute.germanPersonalwirtschaft und Arbeitsorganisation W-9de
tuhh.institute.englishPersonalwirtschaft und Arbeitsorganisation W-9de_DE
tuhh.gvk.hasppnfalse-
tuhh.hasurnfalse-
openaire.rightsinfo:eu-repo/semantics/openAccessde_DE
dc.type.drivercontributionToPeriodical-
dc.rights.ccby-sade_DE
dc.rights.ccversion4.0de_DE
dc.type.casraiConference Paperen
tuhh.container.startpage251de_DE
tuhh.container.endpage270de_DE
dc.relation.conferenceHamburg International Conference of Logistics (HICL) 2018de_DE
dc.rights.nationallicensefalsede_DE
tuhh.relation.ispartofseriesProceedings of the Hamburg International Conference of Logistics (HICL)de_DE
tuhh.relation.ispartofseriesnumber25de_DE
item.fulltextWith Fulltext-
item.creatorOrcidZitzmann, Immanuel-
item.creatorOrcidKarl, David-
item.creatorGNDZitzmann, Immanuel-
item.creatorGNDKarl, David-
item.grantfulltextopen-
item.tuhhseriesidProceedings of the Hamburg International Conference of Logistics (HICL)-
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