Bullwhip effect reduction in supply chain management: one size fits all?

International Journal of Logistics Systems and Management

Volumn 1, Issue 2-3, 2005, Pages 211-226

  Saab, Joseph ^a   Corrêa, Henrique ^a  

^a FUNDAÇÃO GETÚLIO VARGAS   (Brazil)

Author keywords

bullwhip effect; numerical simulation; supply chain management

Indexed keywords

EID: 40749114561     PISSN: 17427967     EISSN: 17427975     Source Type: Journal    
DOI: 10.1504/ijlsm.2005.005971     Document Type: Article

References (29)

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21. An analysis of sensitiveness is normally performed through changes, by a factor of two or more, in the governing parameters (Forrester, 1973).
22. According to Forrester (1973, p.269), and confirmed by our original research, for specific cases, faster answers tend to make the system unstable.
23. The dynamic analysis of the original research suggested that the smoothing results from the purchase of smaller quantities and not from removing delays. Removing delays is a necessary consequence when purchasing smaller lots.
24. Continuous replenishment processes.
25. Quick response.
26. Trademark of Ventana Systems, Inc.
27. Normally, a manufacturer has a small number of distributors and those serve a large number of retailers. At every level analysed, therefore, the number of elements increases. Frequently, a group made up of a manufacturer, his distributors and retailers is called a Network.
28. Ghost-orders: a term used to explain the repetition of orders not fulfilled, a typical self-defence reaction from a customer who is losing sales due to supply interruption.
29. Overshooting: this is said of a system when its response exceeds the intended target-value, before converging to it. This behaviour normally appears when an exponential growth is not suitably compensated by a damping function as it gets near the target-value.