[“The effect of suppliers on performance within a supply network: A simulation Approach” ]

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ACKNOWLEDGEMENT

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

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TABLE OF CONTENTS

ACKNOWLEDGEMENT2

DECLARATION3

CHAPTER 2: LITERATURE REVIEW6

1.0Supply Chain6

1.1 Supply chain analysis7

1.0.1 Lean supply chain8

1.2 Effective SC Span of Control9

1.3 Supply Chain Design10

1.4 Capabilities11

1.5 Supply Chain Relationship Structure12

1.6 Integrated SCRS13

1.7 Modular SCRS14

1.8 SCRS Costs and benefits15

1.9 Desired Strategic Outcome: Resilience16

1.10 Supply network17

1.11 Supply Network Configuration18

1.12 Collaborative Planning Forecasting and Replenishment (CPFR)19

1.13 Benefits of CPFR20

1.14 Vendor Managed Inventory (VMI)21

1.15 Benefits of Vendor Managed Inventory22

1.16 Network as a planning tool23

1.17 Network as a social law24

1.18 Network as coordination tool25

1.19 Network as a portable ontology25

1.20 Network: a critical view26

1.21 Network-based supply network (NBSN)29

1.22 Measures of supplier resilience29

1.23 Supplier development30

1.24 Global Supply-Chain Typologies32

1.25 Global commodity change33

1.26 Supplier Development Capabilities35

1.27 Supplier Management37

1.28 Supply network39

1.29 Supplier management43

1.30 IT and supply network management45

CHAPTER 4: HYPOTHESIS TESTING AND RESULT ANALYSIS48

Design of Simulation Experiment Model48

Assumptions Regarding Simul 8 as SN Simulation Model48

Supply Network Conceptual Model50

Markets50

Product51

Simulation Experiment Results51

Analysis of Results52

Evaluation Criteria52

System Dynamics Modeling Approach54

Operations Research Modeling Approach55

Economic Modeling Approach55

Discussion and Analysis56

Innovation as an Outcome of Outsourcing Transition59

Tacit Knowledge60

Control for Managing Transition and Innovation61

The Globalization of Outsourcing62

What is “public” power?63

“Sovereign” vs. “pluralist” structures of public power65

Democratic challenges posed by a pluralist structure of public power68

The organization of corporate and market power71

The normative significance of corporate power72

The absence of a sovereign structure of public power gives rise to a pluralist structure of public power74

The challenges of democratizing a pluralist structure of public power76

Democratizing public power within a pluralist order77

Collective preference formation and signaling81

REFERENCES86

CHAPTER 2: LITERATURE REVIEW

Supply Chain

In early 2008 AMR Research (2008b) reported that firms in the Supply Chain Top 25 reported an average total stock market return for 2007 of 17.89%, while the Dow Jones Industrial Average (DJIA) had average returns of 6.43% and the S&P 500 index had average returns of 3.53% during the same period (Hauser 2010, 446-462). At the time the Supply Chain Top 25 included firms in the computer, electronics, automotive, retail, beverage, health care, apparel, and pharmaceutical industries, indicating a widespread recognition of the value of effective supply chain practices. Later in 2008, when the stock markets were down substantially, the Supply Chain Top 25 was down significantly less than the DJIA and S&P 500 indices (Hambrick 2009, 193-206).

But it is not all good news for firms participating in supply chains. The downside of ineffective supply chain practices can have a substantial negative effect on firm performance as well. In a study of supply chain glitches, Holbrook (2007) found that when publically traded firms experienced supply chain disruptions, the average abnormal financial returns to the firms over the ...