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- 1. TITLES AND ABSTRACTS, sorted alphabetically by presenter**Jennifer Blackhurst, Iowa State University Johnny Rungtusanatham, Univ of MinnesotaTitle: Disruptive Events in Supply Chains Abstract: The task of managing disruptive events in supply chains is an issue is a critical concern for firms competing in today's global market. A single disruption occurring in a supply chain can quickly propagate and intensify in impact with devastating consequences. While the topics of supply chain risk and disruptions are timely, existing decision tools and models do not allow supply chain managers to quickly understand the generation and promulgation of an unexpected disruption as well as the impact across the supply chain. In this paper, we develop, present and validate a supply chain disruption decision support tool (SCDDST): a Petri Net model that can be used to visualize and understand the propagation path and operation impacts of a supply chain disruption. We propose use of SCDDST can help supply chain managers understand the immediate impact of the disruption as well as the propagation path within the supply chain. With this understanding, effective mitigation strategies may be developed and executed to reduce or even avoid the impact of the disruption.
2. *Cecil Bozarth, North Carolina State University John McCreery, North Carolina State University Rob Handfield, North Carolina State UniversityTitle: Design for Order Fulfillment: A Comparison of Literature and Field Observations Abstract: Prior research has identified the importance of product complexity as a driver of order fulfillment delays and problems. In this study, we define product complexity as any aspect of a product that increases the time, cost, and effort to manage the physical, informational, and relational flows in the resulting supply chain. Appropriate complexity is determined relative to industry competitors and market share. Inappropriate complexity drives no additional market benefit. The time-cost effort to manage complexity must be exceeded by the net revenue increases in the marketplace over the lifecycle of the product.Based on a thorough review of the operations management and new product development literature, coupled with in-depth field interviews, we sought to insights into the following six research questions:When making project portfolio and NPD process decisions, what mechanisms are in place to consider the effects of new offerings on supply chain order fulfillment?How do companies weigh the benefits of additional product variety against the costs of producing and delivering that additional variety?How does the supply chain organization participate in the new product development process, and how could this participation become more effective?What are the product design characteristics that increase complexity and degrade performance in the supply chain?How do companies measure the impact of this complexity?What approaches and tools are companies using to manage or reduce the impact of this complexity?In summary, we sought to understand how decisions made in project portfolio management and the early stages of a product development effort, as well as the specific product configuration decisions made downstream in the product development process, would impact the resulting order fulfillment performance of a product.The results of the interviews were recorded were recorded, coded, and summarized as mechanisms, measures, or actions that were most typically employed at different stages in the product development process shown below.The research suggests that a number of dynamics are at work that impacts the relative order fulfillment capability of the supply chain. Factors that may impact order fulfillment include the nature of the individuals selected to work on the team, the extent of their involvement, the thoroughness of the design requirements, the tools and templates and data available to establish the business case, the familiarity of the team with relevant checklists, documentation of playbooks to guide the team, development of appropriate metrics, alignment with cross-functional and business goals, and leadership support of team decisions. These elements will be described in more detail in the research report and presentation. 3. *Kyle D. Cattani, Indiana University Vincent A. Mabert, Indiana UniversityTitle: Supply Chain Design Research in the 21st Century,Abstract: We provide an overview of current supply chain design research, which is of interest to academics and managers who seek increased understanding of the dynamics between supply chain design and performance in the 21st century.Supply chain structures and information flows that were not conceivable even a couple of decades ago have become forefront in industry practice. In many cases, supply chains have become more global and complex, with vast challenges in the coordination of material, information, and finances. Firms face difficult decisions on what processes and products to keep in house, and what to outsource; what should be produced domestically, and what should be moved offshore; what should be triggered with pull systems, and what should be pushed through the supply chain. These decisions are intertwined with product portfolio and product structure decisions as well as order processing systems and the amount of choice offered to customers in product configuration and delivery.In other cases, supply chains have become more streamlined, with fewer players and much shorter lead times. Orders can quickly be transmitted the length of the supply chain and products can ship directly from the factory to the consumer or end customer. The Internet, in particular, has facilitated opportunities to restructure and streamline supply chain designs by allowing firms to receive orders directly from their customers, and by providing avenues to share order and delivery information that has become more readily available from information systems (such as ERP) that gather and track information flows.Supply chain design research reflects and supports these trends, and can provide insights to managers as they configure and manage their supply chains and product offerings. Supply chain design research can act as a catalyst for even greater changes. We are delighted to have in this conference 16 invited and contributed talks on supply chain design addressing many of the issues described above. We have grouped the talks into sessions on Sourcing and Fulfillment, Product Design and Supply Chain Design, Supply Chain Design and Information Flows, Bi-directional Flows in Supply Chains, and Supply Chain Disruptions and Volatility. 4. *Geraldo Ferrer, Naval Postgraduate School Jayashankar M. Swaminathan, The University of North Carolina at Chapel HillTitle: Managing New and Differentiated Remanufactured ProductsAbstract: We study a firm that makes new products in the first period and uses returned cores to make remanufactured products along with new products in future periods. The remanufactured product is differentiated from the new product so the firm needs to choose differentiated prices. We analyze the monopoly environment in many planning horizons, and characterize the optimal remanufacturing strategy for the firm. In the process we identify remanufacturing savings thresholds that determine the production and pricing strategy for the firm. 5. *S. Gavirneni, Cornell University P. R. Panchalavarapu, Schneider National, Green Bay, WI R. Rachamadugu, University of Toledo,Title: Impact of Product Value Density on Distribution System Design in Supply Chains Abstract: Our talk focuses on the impact of product value density on the design of distribution networks in supply chains. Most conventional approaches favor sequential approach to the design - strategic network design followed by operational decisions regarding inventories to satisfy service level requirements. However, recent studies showed that integrative modeling approaches, which simultaneously consider costs associated with network design and inventories to satisfy customer service level requirements, can lead to significant cost savings over sequential approaches. In this study, we explore the effects of product value densities on using integrative approaches to the network design. Using practical data on large distribution networks we show the benefits of integrative modeling approaches for three value density categories electronic goods (high value density), consumer products (medium value density), and automotive components (low value density). Our studies suggest that benefits of using integrative network design tools over sequential approaches are positively related to the product value densities higher the product value density, greater is the benefit. We will provide insights, and practical implications of this phenomenon, and also highlight the impact of customer demand variations on the benefits of using integrative modeling approaches vis--vis conventional approaches. 6. *Thomas J. Goldsby, Ph.D. , Associate Prof. of Supply Chain Mgmt,University of Kentucky Stanley E. Griffis, Ph.D. Assistant Prof. of Logistics Air Force Institute of Technology Daniel E. Mattioda,Doctoral Candidate, The University of Oklahoma Anthony S. Roath, Associate Professor Marketing, The University of OklahomaTitle: To Be Lean, Agile, or Both? Supply Chain Strategies under Demand Volatility Abstract: Three distinct strategies that have appeared in the Logistics, Operations, and Supply Chain Management literature in recent years are Lean, Agile, and so-called Leagile supply chains. Lean is the management method popularized by Womack and Jones (1996) that seeks to eliminate waste in its various forms. Toyota is often regarded as the epitome of Lean with its much heralded Toyota Production System, employing make-to-stock replenishment of automobiles based on forecasted demand of dealer orders. Agile supply chains a