1. OSCM Publications
  2. Volume 2, Issue 3, 2009

Volume 2, Issue 3, 2009

  1. Editorial
    • Joel D. Wisner
    Full PDF Cite DOI: 10.31387/oscm050025 
    @article{joeld.wisner-2009-1248,
  title={Editorial},
  author={Joel D.  Wisner},
  journal={Operations and Supply Chain Management: An International Journal},
  year={2009},
  volume={2},
  number={3},
  pages={137--138},
  doi={10.31387/oscm050025}
}
    Joel D.  Wisner (2009). Editorial. Operations and Supply Chain Management: An International Journal, 2(3), 137-138. https://doi.org/10.31387/oscm050025
  2. Banneker Industries, Inc.
    • Christopher J. Roethlein
    • Cheryl W. Snead
    • John K. Visich
    Abstract Full PDF Cite DOI: 10.31387/oscm050026
    The case details the quality-minded management style that was used to transform a failing machine shop into an innovative company whose core strengths focus on the strategic sourcing of supply chain management (SCM) services. Banneker Industries is a minority and woman-owned company that has received dozens of awards for their leadership and abilities as a dynamic supply chain service provider. As Banneker’s list of value added services grew, so did their customer bases and revenue from those customers. But, as their relationship and amount of business with their leading (and mentoring) customer grew, Banneker was increasingly concerned that they were getting too dependent on them. In order to position themselves for growth through larger contracts and new customers, Banneker is considering joining forces with three other minority owned businesses in order to collectively add value to larger contracts. In addition to this collaboration, Banneker is considering plans to open satellite warehouses throughout the United States using a business model that has both profit and not-for-profit goals. A vibrant and thriving culture exists at Banneker and there are concerns that growth may moderate the Team Banneker spirit and work ethic.
    @article{christopherj.roethlein-2009-1267,
  title={Banneker Industries, Inc.},
  author={Christopher J.  Roethlein and Cheryl W.  Snead and John K.  Visich},
  journal={Operations and Supply Chain Management: An International Journal},
  year={2009},
  volume={2},
  number={3},
  pages={139--149},
  doi={10.31387/oscm050026}
}
    Christopher J.  Roethlein, Cheryl W.  Snead, John K.  Visich (2009). Banneker Industries, Inc.. Operations and Supply Chain Management: An International Journal, 2(3), 139-149. https://doi.org/10.31387/oscm050026
  3. Heartland & Company
    • Michael A. McGinnis
    Abstract Full PDF Cite DOI: 10.31387/oscm050027
    Industrial buyers face a number of apparently routine challenges when making sourcing decisions. Some of these decisions include supplier evaluation processes, the allocation of business between two or more suppliers, how the evaluation process affects the allocation decision, and how these decisions are affected by the organization’s goals. The case presented in this paper describes the challenges faced by a buyer of one industrial product. The case’s thought provoking questions encourage student thinking and provide the basis for stimulating class discussion. This case has been classroom tested.
    @article{michaela.mcginnis-2009-1268,
  title={Heartland & Company},
  author={Michael A.  McGinnis},
  journal={Operations and Supply Chain Management: An International Journal},
  year={2009},
  volume={2},
  number={3},
  pages={150--153},
  doi={10.31387/oscm050027}
}
    Michael A.  McGinnis (2009). Heartland & Company. Operations and Supply Chain Management: An International Journal, 2(3), 150-153. https://doi.org/10.31387/oscm050027
  4. Insights into Corporate Social Responsibility Practices in Supply Chains: A Multiple Case Study of SMEs in the UK
    • Francesco Ciliberti
    • Denise Baden
    • Ian A. Harwood
    Abstract Full PDF Cite DOI: 10.31387/oscm050028
    The aim of this paper is to investigate the pressure exerted by supply chain partners, especially large-scale business customers and public authorities, on small- and medium-sized enterprises (SMEs) to adopt corporate social responsibility (CSR) practices. More specifically, we analyze how SME suppliers perceive and respond to supply chain pressure and then we investigate if such pressure is effective. The analysis is carried out through four case studies within SMEs in the UK. These cases are deliberately chosen to illustrate to students and CSR practitioners the potential range of different viewpoints in relation to CSR and supply chain management. The article suggests that, in order to enhance the perception of supply chain pressure as a CSR driver by SMEs, derived benefits should be more clearly identified (including moral, rational, as well as economic). There is also the risk that, when CSR requirements are imposed by large-scale business customers and public authorities, SMEs have difficulties in implementing CSR and consequently are tempted to behave opportunistically. An opportunistic behaviour can be associated to the large-scale business customers and the public authorities as well, when their commitment in CSR is perceived as only superficial. Thus there seems to be the need for a higher level of trust in such actors in order to share the potential benefits and costs related to CSR among all supply chain partners. In some cases, supply chain pressure can be detrimental to the existing initiatives voluntarily carried out by SMEs, which can consequently decrease their intrinsic motivation to engage.
    @article{francescociliberti-2009-1269,
  title={Insights into Corporate Social Responsibility Practices in Supply Chains: A Multiple Case Study of SMEs in the UK},
  author={Francesco  Ciliberti and Denise  Baden and Ian A.  Harwood},
  journal={Operations and Supply Chain Management: An International Journal},
  year={2009},
  volume={2},
  number={3},
  pages={154--166},
  doi={10.31387/oscm050028}
}
    Francesco  Ciliberti, Denise  Baden, Ian A.  Harwood (2009). Insights into Corporate Social Responsibility Practices in Supply Chains: A Multiple Case Study of SMEs in the UK. Operations and Supply Chain Management: An International Journal, 2(3), 154-166. https://doi.org/10.31387/oscm050028
  5. Managing Supply Chain Complexity in a Tea Manufacturing Company
    • I Nyoman Pujawan
    • Mahendrawathi Er
    Abstract Full PDF Cite DOI: 10.31387/oscm050029
    In this case we present issues facing supply chain management in a tea manufacturing company. The company manages two types of products, ready-to-drink jasmine tea and ready-to-drink fruity tea, each having different complexity issues in their supply chain management processes. The case explains characteristics of the products, the supply chain structures, and the nature of demand. The case is expected to facilitate discussions of various supply chain concepts such as the bullwhip effect, supply chain coordination, and vertical integration versus outsourcing.
    @article{inyomanpujawan-2009-1270,
  title={Managing Supply Chain Complexity in a Tea Manufacturing Company},
  author={I Nyoman  Pujawan and Mahendrawathi  Er},
  journal={Operations and Supply Chain Management: An International Journal},
  year={2009},
  volume={2},
  number={3},
  pages={167--171},
  doi={10.31387/oscm050029}
}
    I Nyoman  Pujawan, Mahendrawathi  Er (2009). Managing Supply Chain Complexity in a Tea Manufacturing Company. Operations and Supply Chain Management: An International Journal, 2(3), 167-171. https://doi.org/10.31387/oscm050029
  6. Reading the Tea Leaves at Tea and More: Resolving Complex Supply Chain Issues
    • Barry Doyle
    • Arthur H. Bell
    Abstract Full PDF Cite DOI: 10.31387/oscm050030
    Tea and More is facing growing pains from its rapid expansion over the last decade and more. The case provides a summary of the challenges faced by the company in the areas of supply chain management, marketing plans, the creation of economic value, and the development of a long term strategy for profitable growth.
    @article{barrydoyle-2009-1271,
  title={Reading the Tea Leaves at Tea and More: Resolving Complex Supply Chain Issues},
  author={Barry  Doyle and Arthur H.  Bell},
  journal={Operations and Supply Chain Management: An International Journal},
  year={2009},
  volume={2},
  number={3},
  pages={172--177},
  doi={10.31387/oscm050030}
}
    Barry  Doyle, Arthur H.  Bell (2009). Reading the Tea Leaves at Tea and More: Resolving Complex Supply Chain Issues. Operations and Supply Chain Management: An International Journal, 2(3), 172-177. https://doi.org/10.31387/oscm050030
  7. Trade Barter, the Rimzi Chamber of Commerce and the Rimzi University of Economics
    • Eyal Eckhaus
    • Frank Bates
    Abstract Full PDF Cite DOI: 10.31387/oscm050031
    In times of recession buyers may need to make difficult decisions and to prioritize purchases. One of the more appealing strategies taken is trade barter, which enables the exchange of goods or services with a minimum need for cash. The case presented in this paper describes the challenges faced by a Turkish Chamber of Commerce and Rimzi University, when trying to maintain funding levels during lean economic times. The case’s thought provoking questions encourage student thinking and provide the basis for stimulating class discussion.
    @article{eyaleckhaus-2009-1272,
  title={Trade Barter, the Rimzi Chamber of Commerce and the Rimzi University of Economics},
  author={Eyal  Eckhaus and Frank  Bates},
  journal={Operations and Supply Chain Management: An International Journal},
  year={2009},
  volume={2},
  number={3},
  pages={178--181},
  doi={10.31387/oscm050031}
}
    Eyal  Eckhaus, Frank  Bates (2009). Trade Barter, the Rimzi Chamber of Commerce and the Rimzi University of Economics. Operations and Supply Chain Management: An International Journal, 2(3), 178-181. https://doi.org/10.31387/oscm050031
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