IMPACT OF POS DATA SHARING ON SUPPLY CHAIN MANAGEMENT: AN EXPERIMENTAL STUDY

We examine the impact of point of sale (POS) data sharing on ordering decisions in a multi‐echelon supply chain. In particular, we focus on how exposure to POS data may help reduce the “bullwhip effect,” the tendency of orders to increase in variability as one moves up a supply chain. Theoretical studies have shown that exposure to POS data can lead to a reduction in the bullwhip effect when suppliers have no prior knowledge of the demand distribution. The benefit of sharing POS data in stable industries, where the demand distribution is commonly known, is less clear. We study this phenomenon from a behavioral perspective in the context of a simple, serial, supply chain subject to information lags and stochastic demand. We find, using a controlled simulation experiment, that sharing POS information does help reduce some components of the bullwhip effect in a stable demand setting, namely the order oscillation of upstream members. We offer one possible explanation for this improvement by examining the relationship between order decisions and demand line information.     

A PAVEMENT MANAGEMENT DECISION SUPPORT SYSTEM

We present a pavement management expert system developed by the University of Wisconsin-Madison and implemented within a geographical information system for the Wisconsin Department of Transportation. The system uses pavement data regularly collected on the state's 12,000 miles of highway to assist engineers, planners, and budget analysts' management decisions about pavements to be included in 6-year improvement and 3-year maintenance programs. The system has a three-layer architecture. The lowest level suggests treatments for each of a large number of small segments of highway. The middle layer aggregates segments, suggests alternative treatments, and estimates the cost of each. The top layer prioritizes the projects and incorporates them into intermediate-range plans. The geographical information system environment enables integration of existing databases within the system using a topologically structured geographic database and specialized software.     

ALIGNING ACCOUNTABILITY AND AWARENESS FOR ENVIRONMENTAL PERFORMANCE IN OPERATIONS

This study assesses internal drivers of a firm's level of environmental awareness, including methods for incorporating environmental objectives into the strategic planning of operations, communication of objectives throughout the organization, and deployment of accountability to operating personnel and managers for environmental performance. Challenges firms may encounter in motivating and holding employees and process owners accountable for environmental performance are discussed, as well as a potential for inconsistencies between management's espoused theories and theories in use. A case study of a steel manufacturer is used to determine how accountability for and awareness of environmental objectives can be operationally implemented.