3 edition of Supplier competition, uncertainty and make or buy decisions found in the catalog.
by Sloan School of Management, Massachusetts Institute of Technology in Cambridge, MA
|Other titles||Make or buy decisions, Supplier competition, uncertainty and.|
|Statement||by Gordon Walker, David Weber.|
|Series||Working paper / Alfred P. Sloan School of Management -- #1773-86, Working paper (Sloan School of Management) -- 1773-86.|
|Contributions||Weber, David Arthur.|
|The Physical Object|
|Pagination||11,  p. :|
|Number of Pages||11|
In times of great uncertainty, it's difficult to formulate strategies. A supplier is trying to determine if credit should be extended to two customers whose circumstances have changed. 99U per. the use of decision trees as a calculational tool. It is a process of framing a problem correctly, of dealing effectively with uncertainty, of involving all the relevant people, and, above all, of communicating clearly. Accordingly, in addition to the analytical techniques used in decision analysis, this book.
Dynamic Pricing and Inventory Control: Uncertainty and Competition Elodie Adida⁄ and Georgia Perakisy January (Revised February , Revised June ) Abstract In this paper, we study a make-to-stock manufacturing system where two ﬂrms compete through dynamic pricing and inventory control. Our goal is to address competition (in. antecedents to such decisions. Supplier selection is a decision with inherent uncertainty (Hult, Craighead, & Ketchen, ), with managers assessing each supplier’s risks and capabilities in meeting the buying firm’s sourcing objectives (Treleven .
Now back to make versus buy. In many cases, companies can also choose both making and buying. You may choose to make a part of your product and if you need additional production, you will find a contract manufacturer to do it for you. So you can have the best of both worlds. Nevertheless, make versus buy is an important decision for any company. Both chains are subject to supply uncertainty, i.e., the supplier may not be able to ful ll the retailer’s order due to external (e.g., snowstorm, customs delays) or internal causes (e.g., labor strike, machine breakdown). We can nd many real-life examples where our model of chain-to-chain competition with supply uncertainty is applicable.
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Supplier Competition, Uncertainty and Make or buy Decisions Paperback – Aug by Gordon Walker (Author), David Arthur Weber (Author) See all formats and editions Hide other formats and editionsCited by: Supplier Competition, Uncertainty and Make or Buy Decisions Unlike some other reproductions of classic texts (1) Supplier competition have not used OCR(Optical Character Recognition), as this leads to bad quality books with introduced typos.
(2) In books where there are images such as portraits, maps, sketches etc We have endeavour. SUPPLIERCOMPETITION,UHCERTAIHTYAMDMAKEORBUYDECISIOHS GORDONWALKER DAVIDVEBER SloanSchoolofManagement MassachusettsInstituteofTechnology Canbridge,MA (). The article provides information on the make-or-buy decisions involved in a buyer-seller relationship.
Information is presented about contracting cost and market competition. A discussion is presented about the importance of market analysis and other factors considered by purchasing managers when making make-or-buy decisions.
The authors examine the effects of competition, market Cited by: Read "Supplier competition, uncertainty and make or buy decisions" by Gordon Walker,David Arthur Weber available from Rakuten Kobo.
In contrast, technological uncertainty has no significant influence on make or buy decisions when supplier competition is low but leads to a buy decision when competition is high. The influence of comparative production costs on make or decisions is significant in both subsamples.
Download PDF: Sorry, we are unable to provide the full text but you may find it at the following location(s): (external link). Cambridge, MA: Sloan School of Management, Massachusetts Institute of Technology.
Other identifiers. suppliercompetit00walk. Supplier competition and investment of e ort are important concerns in supply base design. They are a ected not only by the number of suppliers, but also by their capacity pro le. This paper studies supply base design in terms of the number and capacities of suppliers, considering both supplier competition and investment of cost-reduction e ort.
The make-or-buy question has always been a concern of complex nature which represents a fundamental dilemma faced by many companies. The cut-throat competition compels all the manufacturing and.
Make vs buy in a monopoly with demand or cost uncertainty Article in Research in Economics 64(2) June with 33 Reads How we measure 'reads'. 1. Introduction. Sourcing strategies have been extensively studied and investigated in the literature, including Tomlin, Burke et al., Allon and Van Mieghem, among many important result commonly raised by those studies is that dual-sourcing or multi-sourcing, in contrast to sole-sourcing, can sometimes be leveraged to optimize the firm׳s profit and mitigate the associated risk.
We develop a price–service competition model of two supply chains to investigate the optimal decisions of players under demand uncertainty.
Each supply chain consists of one risk-neutral supplier and one risk-averse retailer. We analyze the effects of the retailers’ risk sensitivity on the players’ optimal strategies.
the effect of supply uncertainty on ﬁrm proﬁtability should be evaluated in the context of both the supply-side uncertainty and the demand-side competition. So far, previous research has shed little light on how different sourcing strategies would affect both the vertical buyer–supplier relationship and the horizon-tal market competition.
et al., ). Supplier competition allows a buyer to benchmark the performance of di erent suppliers, thereby discovering the best supplier(s) whom to award business (Du y, ). contract decisions.
The suppliers (in the supply base) make e orts to reduce their production costs uncertainty, it is di cult for rms to make a long-term. decision tree • How to integrate make-buy decisions with supplier relations • Why strategic make-buy decisions cannot focus merely on the cost, quality and time implications of the decision • Plus how to use the clockspeed framework to draw supply chain maps of organizational, technology and capability chains as a means of assessing their.
uncertainty Competition intensity Technology when making strategic choices on selecting suppliers. Demand uncertainty, competitive intensity, and technological turbulence are competition, and technology in the market (Zhou, Yim, &Tse,). We argue that different types of market uncertainty will impact firms’ decision about selection.
Decision Sciences Vol Issue 2. Article. Sourcing Decisions with Competitive Suppliers and Imperfect Information. Yue Jin.
Corresponding Author. E-mail address: yuejin@ Bell Labs Ireland, Alcatel‐Lucent, Blanchardstown Industrial Park, Blanchardstown, Dublin 15 Ireland. ADVERTISEMENTS: Make or Buy Decisions of a Product: Introduction, Factors and Functional Aspects.
The make or buy decision refers to the problem encountered by an organization when deciding whether a product or service should be purchased from outside sources or manufactured internally. Theoretically, every item, which is currently purchased from an outside supplier, is always [ ].
This study develops an analytical model to evaluate competing retail firms' sourcing strategies in the presence of supply uncertainty. We consider a common supplier that sells its uncertain supply to two downstream retail firms engaging in price competition in a horizontally differentiated product market.
Classical decision-making problems deal with the selection of “best” alternative from a list of alternatives. Selection of a supplier is clearly a type of decision-making problem. In decision making theory, the selection of “best” alternative can be done under three different conditions: certainty, risk, and uncertainty.An increasing sense of uncertainty reflects a changing environment that will impact the choices we make.
Recognizing and accommodating these changes provides the opportunity to increase decision making effectiveness. Reality: Decision making always involves uncertainty. Even the simplest decisions carry some level of uncertainty.with uncertainty are most likely to produce internationally competitive bottom-line performances.
Meaning of Uncertainty Definition of supply chain uncertainty is based on the five requirements for effective system management by De Leeuw (). If one or more of these requirements is not fulfilled, decision makers in the supply chain will.