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Goldstein A.,Oecd Nuclear Energy Agency | Baena C.,BEM Bordeaux Management School
International Journal of Technological Learning, Innovation and Development | Year: 2010

The history of the global oil industry is essential to understand the rise of multinational enterprises. Petrobras, in particular, has started to exploit in international markets the world-class technology it developed to exploit deepwater oil fields. PDVSA, on the other hand, has focused its international expansion strategy in building a network of refineries in key consuming markets. This paper examines the cases of Petrobras and PDVSA. The Petrobras experience confirms that the rise of emerging economies is leading to a transformation in global business in which foreign direct investment is driven not only by the exploitation of traditional firm-specific competencies, but also by the exploration of new patterns of organisational innovation. PDVSA’s case illustrates that for a developing country multinational, the path towards decision-making autonomy from government is mired with many obstacles; key commercial strategies can be challenged by a government seeking to impose its agenda on the company. © 2010 Inderscience Enterprises Ltd.

Teunter R.H.,University of Groningen | Babai M.Z.,BEM Bordeaux Management School | Syntetos A.A.,University of Salford
Production and Operations Management | Year: 2010

ABC inventory classifications are widely used in practice, with demand value and demand volume as the most common ranking criteria. The standard approach in ABC applications is to set the same service level for all stock keeping units (SKUs) in a class. In this paper, we show (for three large real life datasets) that the application of both demand value and demand volume as ABC ranking criteria, with fixed service levels per class, leads to solutions that are far from cost optimal. An alternative criterion proposed by Zhang et al. performs much better, but is still considerably outperformed by a new criterion proposed in this paper. The new criterion is also more general in that it can take criticality of SKUs into account. Managerial insights are obtained into what class should have the highest/lowest service level, a topic that has been disputed in the literature. © 2009 Production and Operations Management Society.

Babai M.Z.,BEM Bordeaux Management School | Babai M.Z.,King Saud University | Ali M.M.,Bucks New University | Boylan J.E.,Bucks New University | Syntetos A.A.,University of Salford
International Journal of Production Economics | Year: 2013

The ARIMA(0,1,1) demand model has been analysed extensively by researchers and used widely by forecasting practitioners due to its attractive theoretical properties and empirical evidence in its support. However, no empirical investigations have been conducted in the academic literature to analyse demand forecasting and inventory performance under such a demand model. In this paper, we consider a supply chain formed by a manufacturer and a retailer facing an ARIMA(0,1,1) demand process. The relationship between the forecasting accuracy and inventory performance is analysed along with an investigation on the potential benefits of forecast information sharing between the retailer and the manufacturer. Results are obtained analytically but also empirically by means of experimentation with the sales data related to 329 Stock Keeping Units (SKUs) from a major European superstore. Our analysis contributes towards the development of the current state of knowledge in the areas of inventory forecasting and forecast information sharing and offers insights that should be valuable from the practitioner perspective. © 2012 Elsevier B.V. All rights reserved.

Estampe D.,BEM Bordeaux Management School | Lamouri S.,LISMMA | Paris J.-L.,French National Center for Scientific Research | Brahim-Djelloul S.,Institute National Of Commerce
International Journal of Production Economics | Year: 2013

Supply chain management creates value for companies, customers and stakeholders interacting throughout a supply chain. The strategic dimension of supply chains makes it paramount that their performances are measured. In today's performance evaluation processes, companies tend to refer to several models that will differ in terms of corporate organisation, the distribution of responsibilities and supply chain maturity. The present article analyzes various models used to assess supply chains by highlighting their specific characteristics and applicability in different contexts. It also offers an analytical grid breaking these models down into seven layers. This grid will help managers evolve towards a model that is more suitable for their needs. © 2010 Elsevier B.V.

Bouzdine-Chameeva T.,BEM Bordeaux Management School | Galam S.,French National Center for Scientific Research
Advances in Complex Systems | Year: 2011

The dynamics of wine purchasing behavior is studied focusing on the respective impacts of the word-to-mouth versus wine expert judgements and reputations. To investigate the problem we apply the Galam model of opinion dynamics to agents who have to select a preference about which type of wine to buy given expert judgements, individual preferences and wine reputations. It could be, for instance, a preference between Bordeaux and Burgundy. The main novelty of the work is not about the building of a new model but indeed the construction of a scheme to confront the Galam model to a specific problem of the real world. Accordingly we design a commercial strategy to hold on to a share of the wine market. It provides a novel understanding on how, given some established reputation, the competitive interplay between social interactions and expert judgments affects the market shares distribution. The financial implications of the practical implementation of these results are discussed. In particular it is found that sample distribution of bottles could be drastically reduced from the usual levels practiced by producers. We hope our results will convince some wine producers to test our predictions. © 2011 World Scientific Publishing Company.

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