• Supply chain information flow strategies: an empirical taxonomy

      Vanpoucke, Evelyne; Boyer, K.; Vereecke, Ann (International Journal of Operations and Production Management, 2009)
    • Supply chain information flow strategies: an empirical taxonomy

      Vanpoucke, Evelyne; Boyer, K.; Vereecke, Ann (2009)
    • Supply chain integration and performance: Empirical essays in a manufacturing context

      Vanpoucke, Evelyne (2009)
      It is a well-accepted notion that to respond to competitive attacks firms need the necessary resources to do so. However, the presence of resources may not be a sufficient condition to enhance competitive responsiveness. Following a managerial decision-making approach, the present paper investigates how the availability of resources affects decision makers' assessment of a competitor's new product and their subsequent reaction to it. This study posits that competitive reaction follows from a decision maker's assessment of a competitive action. This assessment contains a motivation dimension and an ability dimension. The effect of three types of resources—financial, marketing, and technological—are examined. A quasi-experiment with the Markstrat business game as an empirical setting provided 339 questionnaires containing information on 29 different new product introductions. The motivation and ability dimensions are confirmed as important antecedents explaining reaction behavior. The results show that resources possess a dual, and opposing, role in influencing competitive reaction to new products. On the one hand, resources enhance decision makers' belief that they are able to react effectively to competitive attacks, but the presence of resources also makes them less motivated to react. The paper introduces two explanations for this: the liability-of-wealth hypothesis and the strong-competitor hypothesis. The addition of competitor orientation as a moderator allows us to discern between the two competing rationales for the existence of a negative effect of resources on the expected likelihood of success of a competitive new product introduction, supporting the liability-of-wealth hypothesis. The paper demonstrates the key role of competitor orientation and formulates implications from that.
    • Supply chain leadership skills

      Boute, Robert; Rice, Michael (Logistics & Transport Focus, 2009)
    • Supply chain management: waar de klant nog steeds koning is

      Vanhoucke, Mario; Deschoolmeester, Dirk (2005)
    • Supply chain managers: functional experts today, innovative networkers tomorrow?

      Vereecke, Ann; Verbrigghe, Jasmijn; Boeykens, Danny; Van Eemeren, Sofie (2013)
    • Supply chain managers: who needs them?

      Vereecke, Ann; Boute, Robert; Van Dierdonck, Roland; Serneels, Steven (2009)
    • Supply chain planning in the digital age

      Vereecke, Ann (2020)
      With new, digital technologies entering the factories and the supply chain, the role of people in manufacturing and logistics is undeniably changing. Existing tasks are disappearing or changing, new tasks are emerging. Digital technologies can be used to automate certain tasks, yet their full power is in how they can augment and extend the human capabilities of employees. But what about the planning function? How is this function being impacted by the introduction of digital technologies – and, in particular, artificial intelligence – making the planning system more advanced? In collaboration with OMP, partner in our Research Centre for People in the Smart Digitised Supply Chain, Professor Ann Vereecke, and researchers Alejandra Cabos-Rodríguez and Nicholas Vijverman, conducted a series of interviews with decision-makers in multinational manufacturing companies. The insights from those interviews can be found in the report ‘Supply Chain Planning in the Digital Age’. The reports looks into the future of supply chain planning in order to answer two sets of questions: What does the planning system of the future look like for manufacturing companies? Knowing that planning algorithms are becoming more advanced, self-learning and prescriptive, will this have an impact on the different modules of the planning system and on how these modules interact with each other? And what impact will this have on the interaction between the ‘human’ and the ‘machine’ – that is, between the planner and the planning tool? Who is the planner of the future? What will the planner’s responsibility be if algorithms are doing the planning? What skills and competencies does the planner need? Somewhat controversially, one may even wonder whether we will still need a planner in the future.
    • Supply chain process collaboration and internet utilization: an international perspective of business to business relationships

      Valadares de Oliveira, Marcos Paulo; McCormack, K.; Ladeira, Marcelo Bronzo; Trkman, Peter; Van den Bergh, Joachim (Economic and Business Review, 2011)
    • Supply chain resilience and customer experience.

      Lemke, Fred; Alfarsi, Fahd; Yang, Ying (2018)
    • Supply chain resilience and firm performance: the balance between capabilities and vulnerabilities

      Alfarsi, F.; Lemke, Fred; Yang, Y. (2020)
      The purpose of this study is to explore the role of supply chain capabilities on firm performance in different vulnerability levels. The data of this study were gathered from 268 manufacturing firms in the UK and analysed using structural equation modelling. The findings indicate that some of supply chain capabilities have no effect on firm performance when the vulnerability is low but they have a great influence when the vulnerability is high and vice versa. The study is the first to deliver empirical insights about the influence of supply chain capabilities on firm performance in both high and low vulnerability.
    • Supply chain resilience in smart meter rollout projects

      Samii, Behzad; Meyers, Kris; ümit, Hakan (2012)
    • Supply chain risk management: advanced tools, models, and developments

      Lemke, Fred; Petersen, Henry L. (2018)
      In the face of ever expanding global markets, supply chain risks have become increasingly important. Most professionals are fully aware of the risks that have the potential to disrupt supplies such as minor design problems or even natural disasters. However, there is one kind of risk that has been often overloaded in supply chain management but is now becoming a threat: reputational risk. This chapter will explain the theoretical underpinnings of this vital management area and how to mitigate reputational risks in a practical supply chain setting.
    • Supply chain roles, responsibilities and organizational structure

      Vereecke, Ann; Verbrigghe, Jasmijn; Boeykens, Danny; Van Eemeren, Sofie (2013)
    • Supply chain simulation in the ECLIPS project

      Merkuryev, Y.; Merkuryeva, G.; Hatem, Jonas; Desmet, Bram (2008)
    • Supply chain simulation in the ECLIPS project: real life benefit

      Merkuryev, Y.; Merkuryeva, G.; De Haes, R.; De Wispelaere, A.; Desmet, Bram; Hatem, Jonas (2009)