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Százhalombatta, Hungary

Heckl I.,University of Pannonia | Kalauz K.,University of Pannonia | Kalocsai P.,Supply Chain Management | Halasz L.,University of Pannonia
Clean Technologies and Environmental Policy | Year: 2010

Performing process simulations is extremely important for the oil industry. One of the fields of application is to schedule and coordinate the supply, distribution, and storage of raw materials, semi-finished, and finished bulk products in a logistics system. A novel simulation method has been introduced here for scheduling the transport of liquids through a pipeline network to ensure the balance among product availability, sales, and transport in each production and distribution point, to display the actual timetable and its effects, and to identify supply-demand imbalances in a model. © Springer-Verlag 2010. Source

To achieve a maximum of productivity is still a major goal of producing companies. But in fact it is no longer a question of producing as much as possible - but rather exactly the quantities clients demand. Therefore, a flexible production is needed. Factories are able to control that by the Management of Constraint - a concept according to the Theory of Constraint. This requires a radically new thinking in many places. This article describes how to successfully introduce the Management of Constraint into a running production. © GITO Verlag. Source

Young R.R.,Penn State Harrisburg Capital College | Peterson M.R.,Supply Chain Management
Journal of Emergency Management | Year: 2014

Much has been written about how emergency management (EM) needs to look to the future regarding issues of resource management (monetary, human, and material). Constraints on budgets are ongoing and the staffing of emergency response activities is often difficult because volunteers have little to no training. The management of material resources has also been a challenge because 1) the categories of material vary by the type of emergency, 2) the necessary quantities of material are often not located near the ultimate point of need, and 3) the transportation assets are rarely available in the form and quantity required to allow timely and effective response. The logistics and resource management functions of EM (what we refer to as EM logistics) have been largely reactive, with little to no pre-event planning for potential demand. We applied the Supply Chain Operational Reference (SCOR) model to EM logistics in an effort to transform it to an integrated and scalable system of physical, information, and financial flows into which are woven the functions of sourcing, making, delivering, and returning, with an overarching planning function that transcends the organizational boundaries of participants. The result is emergency supply chain management, which embraces many more participants who share in a larger quantity of more useful information about the resources that need to be deployed when responding to and recovering from emergency events. © 2014 Weston Medical Publishing, LLC. All rights reserved. Source

Sen C.G.,Yildiz Technical University | Sen S.,Supply Chain Management | Baslgil H.,Yildiz Technical University
International Journal of Production Research | Year: 2010

There are a variety of analytical models for supplier selection ranging from simple weighted techniques to complex mathematical programming approaches. However, these models are specifically aimed at supporting a decision maker in a single phase, especially in the final selection phase and they have failed to consider the supplier selection process from a holistic point of view. Although the methodology presented in this paper primarily focused on the prequalification of potential suppliers, the outputs of the previous phases, namely problem definition and formulation of criteria, are used as inputs in this methodology. The methodology utilises a fuzzy analytic hierarchy process (AHP) method to determine the weights of the pre-selected decision criteria, a max-min approach to maximise and minimise the supplier performances against these weighted criteria, and a non-parametric statistical test to identify an effective supplier set. This information supports decision makers in making the final selection with effective alternative choices. Potential application of the proposed methodology is demonstrated in Audio Electronics in Turkey's electronics industry. Source

Kohli A.S.,University of Southern Maine | Hawkins E.,Supply Chain Management
International Journal of Information Systems and Supply Chain Management | Year: 2015

There are several factors that drive organizations to consider implementing green supply chain (GSC) initiatives. This paper refines an instrument to empirically test the significance of the following drivers for participation in GSC initiatives: Government Regulation, Buyer/Supply Chain Influence, Internal Readiness, Competitive Advantage, and Corporate Social Responsibility. Corporate Social Responsibility emerged as the most significant variable that effected the decision making of the organizations around green supply chain management practices. Surprisingly, Competitive Advantage, which has been found to be a significant contributor in prior research when studied in isolation, did not emerge as a significant factor in this study. The emergent high correlation between the Corporate Social Responsibility and Competitive Advantage could imply that the Competitive Advantage could be embedded within the Corporate Social Responsibility when agencies focus on greening their supply chains. Copyright © 2015, IGI Global. Source

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