Supply chain simulation tools and techniques: a survey <s> System dynamics (SD) <s> This paper presents a structured approach for business process re‐engineering (BPR) in a large (global) corporation. The paper defines BPR, explores the principles and assumptions behind re‐engineering, and looks for common factors behind its successes or failures. In order to overcome the potential failures, we propose to view a global business as a system and use the system dynamics methodology in conjunction with analytic network process. This approach will enable corporations to understand the relationships among the components of a global business and link different sub‐systems properly when a re‐engineering process is taking place. The purpose of this approach is to increase the effectiveness of the re‐engineering process. <s> BIB001 </s> Supply chain simulation tools and techniques: a survey <s> System dynamics (SD) <s> For years, researchers and practitioners have primarily investigated the various processes within manufacturing supply chains individually. Recently, however, there has been increasing attention placed on the performance, design, and analysis of the supply chain as a whole. This attention is largely a result of the rising costs of manufacturing, the shrinking resources of manufacturing bases, shortened product life cycles, the leveling of the playing field within manufacturing, and the globalization of market economies. The objectives of this paper are to: (1) provide a focused review of literature in multi-stage supply chain modeling and (2) define a research agenda for future research in this area. <s> BIB002 </s> Supply chain simulation tools and techniques: a survey <s> System dynamics (SD) <s> Does supply chain management really pay? This question addresses the critical problem of separating the outcome of all the different “managements”, which usually are at work concurrently in a living company. Besides supply chain management (SCM) you may find other areas, trying to improve the performance of a company at a single point in time. Isolating the impact of SCM on the bottom line will thus be difficult. The paper at hand explores suitable metrics to measure the effectiveness of SCM. The outcome of this piece of research will present six unique sets of metrics to measure performance of SCM. The different metrics refer to the main disciplines, which contributed to the field of SCM the most: System Dynamics, Operations Research/Information Technology, Logistics, Marketing, Organization and Strategy. <s> BIB003 </s> Supply chain simulation tools and techniques: a survey <s> System dynamics (SD) <s> Supply chain phenomena such as the bullwhip effect and boom and bust have been widely studied. However, their interaction with other factors has not been elaborated. We use scenario-based dynamic simulations to study the short product life cycle ease, exemplified by TamagotchiTM, which was the first of the virtual pet toys. Our model has three components, market, retail and factory. To simulate the supply chain dynamics, all parts consist of scenarios based on the TamagotchiTM case and are integrated into a dynamic model. Our model should be helpful to decision makers and planners faced with similar short life cycle product introductions. <s> BIB004
A recent case study is provided by BIB004 , who use SD to model the supply chain for the Japanese pet-toy called Tamagotchi. Spengler and Schroter (2003) also uses SD and study spare parts in closed-loop supply chains at Agfa-Gevaerts. BIB001 model the distribution chain of Edisco (the European distribution arm of the US company Abbott Laboratories). Reviews of SD simulation of SCM are Angerhofer and Angelidis (2000), BIB002 , BIB003 , and Van der Pol and Akkermans (2000). From a methodological viewpoint, SD views companies as systems with six types of flows, namely materials, goods, personnel, money, orders and information (examples of these input flows are production and sales; example output flows are fill rate and average WIP). Besides flows, SD distinguishes stocks (for example, WIP at a given point in time). SD assumes that managerial control is realised through the changing of rate variables (for example, production and sales rates), which change flows, and hence stocks. A crucial role in the SD worldview is played by the feedback principle; i.e., a manager compares a target value for a specific performance metric with its realisation, and-in case of undesirable deviation-the manager takes corrective action. An example equation is where Sales_rate.JK denotes the sales rate during the interval between the points of time J and K; DT denotes the length of that interval; etc. For more details on SD, I refer to a recent SD textbook such as Sterman (2000), which has 982 pages!