The bullwhip effect in supply chains

By Hau L. Lee, V. Padmanabhan, Seungjin Whang. IEEE Engineering Management Review, 2015

1,214 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8921b4912e718b3154528f840910a4a5fd57cbf0

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Citations in the corpus

Blockchain in Logistics and Supply Chain: A Lean Approach for Designing Real-World Use Cases (2018, background): “phenomenon of demand variability amplification as moving up in the supply chain, due to several factors as demand forecasting updating, order batching, price fluctuation, rationing and shortage gaming [20].”
Managing country disruption risks and improving operational performance: risk management along integrated supply chains (2016, background): “risks: the exchange of information with supply chain partners which in turn may result in increased forecasting and delivery accuracy and reduced lead times (Lee et al., 1997; Handfield, 1993; Frohlich, 2002), complements traditional risk management practices.”
Supply chain disruptions and resilience: a major review and future research agenda (2021, background): “The most-known such SC amplification effect is the bullwhip effect, which is caused by changes in customer demand that can propagate through the SC, amplifying in magnitude as the change passes to adjacent tiers (Lee et al. 1997).”
The Bullwhip Effect in Supply Chains (2014, background): “A well-known approach taken by Lee, Padmanabhan, and Whang (1997a, 1997b) is based on a practical example of the bullwhip effect taken from an occurrence at Procter & Gamble, where the bullwhip effect was first observed.”
Integrating financial and physical supply chains: the role of banks in enabling supply chain integration (2014, neutral): “Information asymmetry arises when there is an imbalance in power relationships along the supply chain, and can result in the bullwhip effect (Lee et al., 1997; Hsiao and Shieh, 2006) and an escalation of supply chain costs.”
The impact of product returns and remanufacturing uncertainties on the dynamic performance of a multi-echelon closed-loop supply chain (2017, background): “These characteristics may lead to the expensive bullwhip effect (Lee et al., 1997; Metters, 1997; Wang and Disney, 2016).”
Revisit of AAA Excellence of Global Value Chains: Robustness, Resilience, and Realignment (2020, neutral): “Lee et al. (1997a) use simple models to drive the point that irrational decision makers do not cause the observed erratic ordering behavior in supply chains for predictable end market demand products, but it is a likely consequence of the rational behavior of multiple decision makers within a…”
All You Need Is Trust? An Examination of Inter‐organizational Supply Chain Projects (2015, methodology): “Under such an agreement, a retailer shares his point of sales information with an upstream supply chain member who optimizes her own production and replenishment decisions using the retailer’s point of sales data (Aviv 2001, Lee et al. 1997).”