W. P. Carey Supply Chain Management Professor Craig Carter hopes to bring the latest research to managers through a new podcast series based on articles in the Journal of Supply Chain Management.
The spotlight has been on the W. P. Carey School’s Supply Chain Management department as our faculty served in leadership positions at three major conferences. These leadership roles are significant professional plums for our faculty, and evidence of the department’s stature, but they are also important for students, alumni and those in industry who look to the department for new ideas.
The W. P. Carey School’s supply chain management program has been and continues to be a key player in the development of the discipline, starting long before the supply chain concept coalesced from its component parts. Today, the demand for academic research in the area is strong, and companies are eager to hire graduates. In Part One of KnowSCM’s profile of the department, we take you on a windshield tour of its growth, going back to the very beginning.
Thomas K. Linton is the executive vice president and chief procurement officer for LG Electronics, based in Seoul, South Korea. Linton addressed the monthly luncheon meeting of the Economic Club of Phoenix on November 18. Drawing on 23 years living and working in Asia, Linton talked about working inside an Asian company — a story about globalization and culture.
The 2007-2009 recession brought about shifting consumer demand that left wholesalers and manufacturers grappling with how best to change inventory and production strategies. These changing demand patterns wreak havoc up and down the supply chain, challenging manufacturers, wholesalers and retailers to match supply with demand. The challenge is greatest for manufacturers and wholesalers, however, because they are furthest away from the customer and therefore are often the slowest to react to changing demand signals — a phenomenon known as the bullwhip effect.
When executed correctly, strategic sourcing — a multi-faceted approach to purchasing contingent on types of goods and services — yields many benefits for both buying companies and their suppliers. But, by ignoring the complexity of strategic sourcing and focusing only on cost reductions, some aerospace buying companies have unintentionally turned their suppliers into competitors, according to new research by W. P. Carey professor of supply chain management Thomas Choi and his former doctoral student, Christian Rossetti.
