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Southeast decision sciences institute

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  • Proceedings

  • P091016023

  • P090909001

    • Return on Investment for Supply Chains Partners

    • Abstract

    • Introduction

    • Supply Chain Configurations

    • Programs Requiring Close Supply Chain Relationships

      • Programs

      • Present Status

      • Future of Improvement Programs

    • Benefits of Supply Chain Programs

      • Direct benefits

        • Reduced inventory

        • Reduced cycle times

        • Improved customer service

        • Improved quality

      • Indirect benefits

        • Integrated flow of goods and services

        • Faster resolution of problems

        • Match customer wants with products provided

        • Reduced excess capacity along the supply chain

        • Increased Knowledge

    • Costs of Supply Chain Programs

      • Direct costs

        • Communications (IOS)

        • Retraining internal employees

        • Restructure supplier network

        • Design customer network

        • Capital investment

      • Indirect costs

        • Meetings required to organize customer and supplier relationships

        • Programs to change internal culture

        • Changes in organization structure

        • Realignment of roles of supply chain participants

        • Cash flow and time value of money considerations

        • Loss of confidential information

        • Increased awareness of inequitable treatment among participants

        • Discrepancy between contribution and payoff among participants

        • Legal Actions

    • Considerations for Equitable Distribution among Members

      • How organize?

      • How distribute?

    • Role of Prime Mover in the supply chain

      • Organize

      • Select the team

      • Monitor ongoing operations

      • Evaluate performance

      • Initiate change

    • Effect of Changes in Supply Chain Composition

      • Dictated by prime mover

      • Consensus of the supply chain participants

      • Consultation with or outside adviser

      • Mediation by third party

      • Legal action

    • Case Studies

      • Use of Accounting Records

      • RFID Implementation

      • Cost Reductions with Investment Requirements

      • Supply Chain Finance (SCF)

    • Summary

    • Opportunities for Future Research

  • P090927001

  • P091007002

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  • P091012003

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  • P090814001

  • P091019004

    • A SWOT ANALYSIS OF MEDICAL TOURISM

    • IN SOUTHEAST ASIA

      • Hongwei Song, MBA Student, University of North Carolina at Pembroke 1Ths0012@uncp.edu1T

        • INTRODUCTION & BACKGROUND

        • A SWOT ANALYSIS OF MEDICAL TOURISM IN SOUTHEAST ASIA

        • CONCLUSION

        • REFERENCES

  • P091018002

  • P091019003

  • P091016020

  • P091006002

  • P091014007

    • Southeastern Decision Sciences Institute Annual Conference 2010 Workshop Final

    • Southeastern Decision Sciences Institute Annual Conference 2010 Workshop Abstract.pdf

  • P090824001

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  • P091016017

  • P090929001

  • P091007003

  • P090906001

  • P091001001

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  • P091016011

  • P091014001

    • SEDSI 2009 Proceedings for Accepted Paper.pdf

    • SEDSI 2009 Accepted Paper.pdf

  • P090923004

    • ABSTRACT

    • INTRODUCTION

    • EXTENSION BEYOND THE FIRST PAPER

    • FOUR STOCKS IN THIS RESEARCH

    • BACKGROUND

    • RESEARCH SETTING

    • SPECIAL CONSIDERATIONS

    • HOW TO EXECUTE BUYS AND SELLS

    • DYNAMIC VERSUS STATIC MODEL--THE DIFFERENCES

    • SUMMARY OF THE RESULTS

    • CONCLUSION

    • FUTURE RESEARCH

    • REFERENCES

  • P090913001

  • P091014006

    • ABSTRACT

  • P090924003

  • P090922002

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  • P091019001

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  • P091013002

    • William “Rick” Crandall, School of Business, University of North Carolina at Pembroke, Pembroke, NC 28372, rick.crandall@uncp.

  • P091005004

  • P090923001

    • Richard E. Crandall

    • Appalachian State University

    • William “Rick” Crandall

    • Abstract

    • Introduction

    • Background

      • Contingency Theory and Leadership Style

      • Contingency Theory and Organizational Design

    • A Contingency Theory Framework

    • Contingency Theory and Operations Management

    • The Role of Management Improvement Programs:

      • Matching the Program to Fit the Need

      • Implementing the Program Correctly

    • Implications for Management

    • Conclusion

  • P091016022

  • P091017003

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  • P090922003

    • Session Organizers and Moderators

    • Richmond, VA. 23284-4000, 804-827-0956, wandrews@vcu.edu

    • Robert L. Andrews,

    • Virginia Commonwealth University, Department of Management,

    • Richmond, VA. 23284-4000, 804-828-7101, randrews@vcu.edu

  • P091014009

  • P091014012

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  • P091009002

  • P091016004

  • P091012002

  • P091018005

  • P091006001

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  • P091026002

  • P091026001

  • P091026003

  • P091015002

  • P091016006

  • P091002001

  • P091014005

  • P091016013

  • P091016003

  • P091003003

  • P091012001

  • P091015008

  • P090928002

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