Supply Chain Inventory Management and the Value of Shared Information

By Gérard P. Cachon, Marshall L. Fisher. 2000

1,944 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/e31bca20febec67f6c07c1bea00e772c5348b6d3

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In Management Information Systems

In Management Science and Operations Research

Citations in the corpus

Manufacturer Benefits from Information Integration with Retail Customers (2004, background): “8 Lee et al. (2000) and Cachon and Fisher (2000) also discuss “byproducts” of implementing information technology which allow goods to flow more quickly and evenly (e.g., smaller batch sizes and smaller lead times). management for both the manufacturer and retailer.”
An Econometric Analysis of Inventory Turnover Performance in Retail Services (2005, background): “According to Cachon and Fisher (2000), the benefits of implementing information systems for the management of inventory include better allocation of the inventory to the stores, shorter ordering lead times, smaller batch sizes, and a lower cost of processing orders.”
Demand Forecasting in the Fashion Industry: A Review (2013, neutral): “This first group includes the extension of standard methods and variants of the Poisson model [36], a model based on binomial distribution [37], as well as Croston’s model and its variants [28, 38, 39] and bootstrap methods [27].”
E‐BUSINESS AND SUPPLY CHAIN MANAGEMENT: AN OVERVIEW AND FRAMEWORK (2002, background): “…in the bullwhip effect (Lee, Padmanabhan, Whang (1997», many researchers have worked to quantify the impact of the bullwhip (Chen, Drezner, Ryan, and Simchi-Levi 2000) and examine the benefits of sharing information (for examples, see Cachon and Fisher 2000; Iyer and Ye 2000; Moinzadeh 2002).”
An Empirical Analysis of the Effect of Supply Chain Disruptions on Long‐Run Stock Price Performance and Equity Risk of the Firm (2005, background): “On the other hand, major supply chain disruptions are infrequent, they are hard to predict and manage, thus making it difﬁcult to justify why resources should be devoted to proactively manage such risks.”
Examining the Impact of Interorganizational Systems on Process Efficiency and Sourcing Leverage in Buyer-Supplier Dyads (2005, background): “Cachon and Fisher (2000) argue that within a supply chain context, open information exchange policy can allow organizations to reduce batch sizes and also reduce lead times for material flows.”
The Value of Information Sharing in a Two-Level Supply Chain (2000, background): “There has been some recent interest in quantifying the value of information sharing between manufacturers and retailers (c.f., Bourland et al. 1996, Cachon and Fisher 1997, Gavirneni et al. 1999).”
Relational Antecedents of Information Flow Integration for Supply Chain Coordination (2006, background): “theoretical and empirical studies of supply chain relationships [26, 33, 34, 54, 74, 78, 106, 113, 134, 137], and the marketing literature on communication in channel relationships [7, 49, 55, 69, 112] to inform our investigation.”
Mathematical analysis of the impact mechanism of information platform on agro-product supply chain and agro-product competitiveness (2017, background): “By contrast, information sharing can strengthen information quality [1], enhance the information communication and coordination among all the stakeholders [2], and reduce the time and costs of information processing at various stages [3].”
The influence of supply network structure on firm innovation (2014, background): “While prior studies have shown several efficiency benefits that derive from information access and transmission among supply chain members—such as reduced supply chain costs, shorter lead times and smaller batch sizes [58], lower inventory holding and shortage costs [59], and reduced stockouts [60]—”
Supply chain disruption risk management through strategic information acquisition and sharing and risk-sharing contracts (2011, background): “…has focused on the effect of information management on the supply–demand coordination risk (Grossman and Stiglitz 1980, Daughety and Reinganum 1994, Cachon and Fisher 2000, Lee 2000, Li 2002, Raghunathan 2001, 2003, Anand and Goyal 2009) and the bullwhip effect (Lee and Whang 1999, Xu et al.…”
The impact of enterprise systems on corporate performance: A study of ERP, SCM, and CRM system implementations (2007, background): “planning and coordination ( Cachon and Fisher (2000) , Cheung and Lee (2002), Milner and”
Information sharing and coordination in make-to-order supply chains (2005, background): “Cachon and Fisher (2000) model a single supplier, N identical retailer environment under an (R, nQ) inventory policy finding that information sharing and coordination provide an average 3.4% system cost reduction, with a maximum 12.1% savings.”
Value of Information in Closed Loop Supply Chains (2006, background): “Indeed, much of the more recent literature on the VOI focuses on how information can be used to improve supply chain performance and the conditions in which information is most valuable (e.g., Gavirneni et al. 1999, Cachon and Fisher 2000, and Moinzadeh 2002).”
Coordination mechanisms of supply chain systems (2007, background): “Information sharing models (e.g., Zheng and Zipkin, 1990; Cachon and Fisher, 2000; Moinzadeh, 2002)”