Global logistics new directions in supply chain management

Note on the Ebook Edition For an optimal reading experience, please view large tables and figures in landscape mode This ebook published in 2014 by Kogan Page Limited 2nd Floor, 45 Gee Street London EC1V 3RS UK www.koganpage.com © Donald Waters and Stephen Rinsler, 2014 E-ISBN 978 7494 7134 Full imprint details Contents Contributors Preface 01 New directions in logistics Martin Christopher The emergence of the value-conscious customer Logistics and supply chain management Procurement Manufacturing Distribution The new competitive framework: the four Rs The organizational challenge Summary References 02 Best practices in logistics and supply chain management: the case of Central and Eastern Europe Krzysztof Rutkowski The essence of the phenomenon of best practices in business Transferring best practices – one solution fits all? The best practices – between the hammer of economic demands and the anvil of corporate social responsibility Where Central and Eastern Europe countries come from? From the world of worst practices! Where are CEE countries going? The case of Poland The best practices – the Holy Grail of contemporary business? Notes References 03 Trends and strategies in global logistics and supply chain management Christian F Durach, Frank Straube and Andreas Wieland Introduction Research design and research sample Key trends and strategies The strategic attribute of delivery reliability Conclusion and outlook Notes References Further reading 04 Incentives and the strategic management of suppliers Glyn Watson, Chris Lonsdale and Joe Sanderson Collaboration vs competition and the role of incentives in the exchange process Incentivization and the question of make vs buy Incentivization and the relationship management choice Incentives and the role of contract Incentives and the impact of internal politics Conclusion References 05 Time compression in the supply chain Adrian Beesley Time compression and competition The time compression approach – competitive advantage The time compression approach – cost advantage The time compression approach – technology advantage The time compression approach – customer focus Benefits of time compression Examples of the application of time compression Time compression and the future Conclusion References Further reading 06 Building more agile supply chains Remko van Hoek Introduction Operating circumstances requiring agility The categorization for operating environments Mitigating the minefield of pitfalls Conclusion and reflections References 07 Using marketing and logistics to fulfil customer needs David B Grant Introduction Logistics customer service today Logistics customer service elements and strategies Issues in online retailing service Summary References 08 People powering contemporary supply chains John Gattorna Introduction The people that drive contemporary supply chains Dynamic alignment control Finding the behavioural metric – key to unravelling the puzzle Now the head of the dog is back in control But the ‘forces of darkness’ are lurking Supply-side alignment Hybrid supply chains Reverse logistics Last word Notes References 09 Linking supply chain management to shareholder value Heimo Losbichler and Farzad Mahmoodi Introduction Financial performance and its drivers Linking supply chain management and financial performance Framework to identify initiatives that create the most shareholder value Difficulties in improving supply chain financial performance References Further reading 10 Outsourcing: the result of global supply chains? Stephen Rinsler Background Definition Reasons for outsourcing How different is the public sector from the private sector with regard to outsourcing? The pitfalls in outsourcing Global supply chains and the outsourcing risks Summary 11 Risk in the supply chain Lars Stemmler Introduction Risk management and the supply chain – a new perception Objective and process of risk management From an enterprise perspective to the supply chain perspective Implementation in practice Conclusions References 12 Managing supply chain vulnerability Alan Braithwaite Supply chain vulnerability is a core economic tension Business risk, disruption potential and the need for resilience is now recognized The financial impact of supply chain disruptions Designing for resilience Some examples of disasters and the implications for resilience Emerging toolsets and services In conclusion – supply chain resilience is a capability References 13 Information systems and information technologies for supply chain management Xinping Shi and Simon Chan Introduction Functionality of IS/IT in SCM Strategic issues of IS/IT in SCM IS/IT adoption for SCM IS/IT utilization in SCM Summary References Further reading 14 Improving management of supply chains by information technology Heikki Holma and Jari Salo Introduction Coordination of supply chains with information technology Conclusions References 15 Delivering sustainability through supply chain management Kirstie McIntyre Introduction Background Purchasing or procurement Production or manufacturing Distribution and warehousing Use and maintenance Dispose or reuse and recycle? Managerial and financial sustainability Conclusion References 16 Performance measurement and management in the supply chain Alan Braithwaite Introduction Keeping score and benchmarking – a basic management principle The balanced scorecard – the strategic standard for goal setting and measurement The fundamentals of supply chain performance measurement Mastering the complexity of supply chain and logistics performance management The principle of ‘input and output measures’ Setting goals across the chain through service level agreements The ‘delivery, recovery and governance’ model Defining the specific metrics across the chain Collecting and managing data Future directions in performance measurement Conclusion References 17 Optimizing the movement of freight by road Alan McKinnon Introduction Assessing the utilization of vehicle fleets Factors constraining vehicle utilization Measures to improve vehicle utilization Conclusion References 18 Retail logistics John Fernie Introduction The evolution of the logistics concept Logistics and competitive strategy in retailing Quick response (QR) and efficient consumer response (ECR) Differences in distribution ‘culture’ in international markets The internationalization of logistics practices The future References 19 Internet traders can increase profitability by reshaping their supply chains Robert Duncan Internet trading is set to continue growing globally Customer satisfaction with e-commerce continues to rise Integration of business processes has not always received enough attention Moving away from traditional supply chains adds complexity but provides an opportunity for profit How can internet traders take advantage of opportunities? Opportunity waiting to be exploited References 20 Time as a trade barrier Hildegunn Kyvik Nordås Introduction Time and global value chains Lead time and time variability Logistics and time for exports and imports Time and who trades what with whom Policy implications and conclusions Notes References 21 Learning from humanitarian supply chains Rolando Tomasini and Luk Van Wassenhove Introduction Disasters are challenging learning settings Humanitarians and their supply chains are different Corporations moving in to help find that they can also learn The value of cross-sector learning Lessons for companies Notes 22 Global sourcing and supply Alan Braithwaite Background Growth in global trade Global sourcing as a way to change business strategy Identifying and selecting sources Commercial models International logistics Flow management Organization design Information technology Operational excellence Risk management Critical success factors Global sourcing – sustaining the trend References 23 International road and rail freight transport activity Jacques Leonardi, Allan Woodburn, Julian Allen and Michael Browne improving utilization (i) international (i) see also international freight, road freight, rail freight Fujitusu (i) functional silos/stovepipes (i) Galanz (i) Gap (i) gap analysis (i), (ii) GE (General Electric) (i), (ii) Span measurement system (i) Geest (i) generic supply chains (i) German Logistics Association (BVL) (i) Germany (i), (ii) comparison of delivery reliability (i) GKN Hardy Spicer (i) Goethe, Johann Wolfgang von (i) global sourcing (i) background (i) capabilities (i) commercial models (i) critical success factors (i) flow management (i) growth (i) identifying sources (i) information technology (i) ‘layer and pillar’ model (i), (ii) logistics (i) measures (i) operational excellence (i) organization (i) risk management (i) strategies (i) sustaining (i) Gome (i), (ii) goods credence (i) experience (i) search (i) Google Maps (i) Grundon (i) H & R Johnson (i), (ii) Haier (i) handling systems (i) healthcare (i) Hewlett-Packard (i), (ii), (iii), (iv) Hobbes, Thomas (i) hold-up (i), (ii), (iii) Homebase (i) Honda (i) ‘Honeycomb’ supply chain risk model (i), (ii), (iii), (iv) Honeywell (i) horizontal time (i) human resource management (HRM) see people humanitarian supply chains (i) background (i) corporate involvement (i) cross-sector learning (i) different to industry (i) learning from disasters (i) Lebanon-Israeli crisis (i) see also Agility, TNT hybrid supply chain (i) IBM (i), (ii) Icelandic volcano (2010) (i) IKEA (i), (ii), (iii) incentives (i) background (i) collaboration vs competition (i) contract, role (i) in exchange (i) information (i) internal politics (i) make vs buy (i) opportunism (i) relationship management (i) Industrial Marketing and Purchasing (IMP) Group (i) information systems (i), (ii) adoption (i), (i) background (i), (ii) co-ordination of supply chains (i) definition (i) example in sawmill industry (i) example in steel industry (i) supply chain management (i) functionality (i) levels of development (i) perspectives, different (i) relational view (i) resource based view (i) strategic issues (i), (ii) supply chain management (i) utilization (i) integration (i), (ii), (iii) challenges (i) internet traders (i), (ii) IT systems (i), (ii), (iii), (iv) resilience (i) risk (i) service level agreements (i) supply chain (i), (ii), (iii) vertical (i) virtual (i) Western Europe (i) internal policies (i) International Federation of the Red Cross (IFRC) (i), (ii) international freight (i), (ii) background (i) CEE (i), (ii) costs (i), (ii) development (i) EU (i), (ii) North America (i), (ii) rail freight (i) road freight (i), (ii) tackling crime (i) time (i) TNT (i) trends (i) volumes (i) Western Europe (i) see also rail freight, road freight Internet Measurement Research Group (IMRG) (i) internet traders (i) business-to-business (B2B) (i) Central and Eastern Europe (CEE) (i) centralized operations (i) customer satisfaction (i) improved supply chains (i) increasing profit (i) information systems (i) integration (i) opportunities (i) partnering arrangments (i) pharmaceutical example (i) reviewing business processes (i) vision and strategy (i), (ii) volume (i) inventory positioning (i) Japan (i), (ii) Fukushima earthquake disaster (i), (ii) JBS (Brazil) (i) Jingdong (JD) (i), (ii), (iii), (iv) Jung, Carl (i) ‘just-in-time’ (JIT) (i), (ii), (iii), (iv), (v), (vi) Kelvin, Lord (i) Kirchmaier, Tom (i) Kuehne and Nagel (i) Kurt Salmon Associates (KSA) (i), (ii), (iii), (iv) Land Rover (i) ‘leagile’ approach (i) ‘lean’ strategies (i), (ii), (iii) leanness (i), (ii),(iii) reverse logistics (i) Lebanon (i) local distribution partner (LDP) (i) logistics as core capability (i) Central and Eastern Europe (i) competitive advantage and (i) culture (i) customer service (i) definition (i), (ii) evolution (i) exports/imports (i) impact on transport/traffic (i) new directions (i) North America (i), (ii) retail (i) reverse (i), (ii) trends (i) Western Europe (i) logistics service providers (LSPs) (i), (ii), (iii) Lowe’s (i) maintenance (i) make vs buy (i) management outsourcing and (i), (ii) manufacturing (i), (ii) Marks & Spencer (i) Massey Ferguson (i) measures of performance see performance measurement Microsoft (i) MIT Supply Chain 2020 (i) moral hazard (i), (ii) National Rail (UK) (i) network theory (i) new directions in logistics (i) niche production (i) Nike (i), (ii) Nimbus Control (i), (ii) Nintendo (i) Nissan (i), (ii), (iii) Nokia (i), (ii) North America logistics (i), (ii) air freight (i), (ii) air gateways (i) attributes (i) BMSF Logistics Park (i) CenterPoint-KCS Intermodal Center (i) changes (i) climate change (i) conclusions (i) deregulation (i), (ii) inbound logistics (i) inland logistics (i) foreign trade (i) foreign trade zones (FTZ) (i), (ii) policy framework (i) ports (i) rail corridors (i) road networks (i) trade gateways (i) trade synchronisms (i) Wal-Mart (i) North American Free Trade Agreement (NAFTA) (i), (ii), (iii), (iv), (v) Nuon (i) online retailing service (i) operating environments (i) opportunism (i) O-ring theory (i) see also time as a trade barrier organizational challenges (i) horizontal/process organization (i) vertical/functional organization (i) outsourcing (i), (ii), (iii) background (i) benefits (i) boundaries (i) China (i) definition (i) examples (i) global operations (i) globalization and (i) pitfalls (i) public and private sector (i) reasons for (i) risks (i) strategies (i), (ii) tender process (i) UK (i) P & G (i) Packaging Waste Directive (i) Panama Canal (i) Panasonic (i) partnering (i), (ii) humanitarian organizations and (i) internet trading (i) universities (i) see also collaboration PDCA cycle (i) people (i), (ii), (iii) background (i) behavioural metrics (i) demand side alignment (i) dynamic alignment (i) generic supply chains (i) powering (i) reverse logistics (i) supply side alignment (i), (ii), (iii) Peregrine Systems (i) performance measurement (i), (ii), (iii) agility (i) background (i) balanced scorecard (i), (ii), (iii), (iv) behavioural (i) benchmarking (i) complexity (i) conclusions (i) continuous improvement (i) dashboard (i) data collection (i) ‘delivery, recovery and governance’ (DRG) model (i) determinants (i) drivers (i) EVA (i) financial (i), (ii), (iii), (iv) fleet utilization (i) fundamental concepts (i) future directions (i) goals (i) inputs and outputs (i), (ii), (iii) keeping score (i) metrics (i), (ii), (iii) outsourcing and (i) PDCA cycle (i) principles (i) purpose (i) risk (i) service level agreements (i) shareholder value (i), (ii) supply chain crystal (i), (ii) vehicle utilization (i) Philips (i) physical distribution (i), (ii), (iii) traditional network (i) point-of-sale (POS) systems (i), (ii) Poission pseudo-maximum likelihood estimator (PPML) (i) Poland (i), (ii) policies encouraging use of rail and shipping (i) European Commission White Paper on Transport (i) North America (i) rail freight (i), (ii) road freight (i), (ii) trade barriers (i) Porter, Michael (i) postponement (i), (ii) power relationship (i) Practice Greenhealth (i) principal-agent problems (i) process mapping (i), (ii) risk management (i), (ii), (iii) satifying customers (i) Proctor & Gamble (i) procurement (i), (ii) product differentiation (i), (ii) life cycle (i) niche (i) proliferation (i) product stewardship (i) prudence (i) QR see quick response quality (i), (ii) service (i) quick response (i), (ii), (iii), (iv) efficient customer response (i) improvement concepts (i) international culture (i) Sri Lanka example (i) rail freight (i) CEE (i) constraints (i) contrast between Europe and North America (i), (ii) developments (i) gauge differences (i) infrastructure (i) North America (i), (ii), (iii), (iv) operations (i) policy/regulation (i), (ii) sustainability and (i) Rana Plaza factory disaster (i) recycling (i) relationships (i) relationship management (i), (ii), (iii) reliability (i) repositioning (i) resilience (i), (ii) designing for (i) disasters and (i) tool sets (i) trends (i), (ii) resource management (i) outsourcing and (i) resource dependence theory (i) responsiveness (i) retail logistics (i) alternative models (i) centralization of distribution (i) competitive strategy (i) costs (i) differences between US and Europe (i) e-commerce (i) efficient customer response (i) evolution (i) future (i) international logistics culture (i) internationalization (i) quick response (i) strategies (i) return on capital employed (ROCE) (i) reverse logistics (i), (ii) RFID (radio frequency identification) (i), (ii), (iii), (iv), (v), (vi), (vii), (viii) risk (i), (ii), (iii), (iv), (v) ABC classifications (i) assessment (i), (ii) background (i) conclusions (i) contingency (i) contracts and (i) control (i), (ii) definition (i) demand (i), (ii) economic slumps (i) endogenous (i), (ii) environmental (i), (ii) exogenous (i) financial (i) identification (i) global sourcing (i) global disruption (i), (ii) implementing management (i) management (i), (ii), (iii) mapping (i), (ii) measuring (i) mitigation (i), (ii) natural events (i) outsourcing (i) pitfalls (i) political (i) process (i) quantification (i) resilience (i), (ii) supply chain integrity (i) supply chain perspective (i), (ii) supply (i), (ii) trends (i), (ii) vulnerability (i) road freight (i), (ii) agreements (i) Asia (i) CEE (i) developments (i) Europe (i) infrastructure (i) international (i) North America (i), (ii) operations (i) policy/regulations (i) tackling crime (i) UK (i) Western Europe (i), (ii), (iii), (iv) see also vehicle utilization Russia (i) Sainsbury (i), (ii) Sarbanes-Oxley Act (i), (ii) Scandic Hotels (i) Scholtz, Alex (i) scorecard, balanced (i) Sears (i) Securities and Exchange Commission (US) (i) service level agreements (SLAs) (i) matrix (i) see also performance measurement shareholder value (i) background (i) creating (i) financial performance (i) framework for adding (i) links with financial performance (i) Sharp (i) Shell (i) ‘Six Sigma’ (i), (ii) social impact assessments (i) Social Investment Forum (i) social media (i) social objectives (i) strategic sourcing (i) strategies (i), (ii) agility (i) balanced scorecard (i) capital (i) CEE countries (i) centralization (i) cost leadership (i), (ii) customer service (i) delivery reliability (i) global sourcing (i) governance and process standards (i) integrated planning and cost analytics (i) IT (i) logistics (i) marketing and service (i) network (i), (ii) outsourcing (i) people (i) process (i) product differentiation (i), (ii) quick decision-making (i) retailing (i) small/medium-sized providers (i) talent management (i) technology (i) time-based competition (i) time compression (i) Western Europe (i) see also integration SUCCESS programme (i) Sudan (i) Sultan, Tarek (i) Sun Microsystems (i) Suning (i), (ii) suppliers (i) supply chain agile see agility balancing (i) comparisons (i) critical linkages in (i) crystal (i), (ii) definition (i), (ii) determinants (i) generic (i), (ii) information systems (i), (ii) humanitarian (i) hybrid (i) improving (i) integration (i), (ii), (iii) integrity (i) internet trading (i) links (i) mapping (i), (ii) measuring performance (i) people powering (i) resilience (i) risk (i), (ii), (iii), (iv), (v) studies of (i) sustainability (i), (ii) time compression (i) vulnerability (i) waste (i), (ii) Supply Chain 2020 (i) Supply Chain Council (i) supply chain management (i), (ii) Central and Eastern Europe (i), (ii) challenges (i) definition (i), (ii), (iii), (iv) financial performance and (i) freight (i) generic strategies (i) global sourcing (i) goal setting (i) incentives (i) information systems (i) information technology (i) integrated (i), (ii) internet (i), (ii) key principles (i) laws of (i) learning from humanitarian agencies (i) people powering (i) quality (i), (ii) relationships (i), (ii) resilience and (i) risks (i), (ii), (iii), (iv), (v) social impact assessments (i) sustainability (i), (ii) time compression (i) toolsets (i) trends (i) Supply Chain Time and Cost Mapping (SCTCM) tool kit (i) supply chains operations reference group (SCOR) (i), (ii) sustainability (i), (ii), (iii) background (i) conclusions (i) construction industry (i) definition (i) distribution (i) financial (i) healthcare (i) hotels (i), (ii) maintenance (i) managerial (i) procurement (i) production (i) recycling (i) supermarkets (i) supply chain factors (i) transport (i), (ii) warehousing (i) waste (i), (ii) Symrise (i) talent management (i) Taobao (i), (ii), (iii), (iv), (v) Target (i) technology (i) outsourcing (i) tender process (i) Tesco (i), (ii), (iii), (iv), (v) The Limited (i) 3-D printing (i) Tibbet & Britten (i) time as a trade barrier (i) affects on logistics (i) background (i) exports/imports (i), (ii) lead time (i), (ii) logistics service (i) time and trade (i) policy implications (i) time compression (i) background (i) benefits (i) case study (i) competitive advantage (i) conclusions (i) cost advantage (i) customer focus (i) definition (i) examples (i) exports/imports (i) future (i) process mapping (i), (ii), (iii) supply chain (i) technology advantage (i) value add analysis (i) TMall (i), (ii), (iii), (iv) TNT (i), (i) Toshiba (i) ‘total costs of ownership’ (i) total quality management (TQM) (i) Toyota (i), (ii), (iii), (iv) sustainability and (i) trade barriers (i) Trans-European Transport Network ‘TEN-T’ (i), (ii) map (i) transaction cost theory (i) transloading (i), (ii) causes (i) transport see rail feight, road freight transport optimization (i) see also vehicle utilization transportation management systems (TMS) (i), (ii) trends (i) background (i) conclusions (i) cost pressure (i) customer expectation (i) globalization (i) international freight (i) networked economy (i) research (i) resilence (i), (ii) risks (i), (ii) talent shortage (i) volatility (i) Triple Bottom Line (i), (ii) TUPE (Transfer of Undertakings (Protection of Employment) Regulations) (i) Tyco International (i) Unipart Logistics (i) United Nations Children’s Fund (UNICEF) (i), (ii) utilization of transport fleet (i) value (i) adding (i), (ii), (iii) analysis (i) customer (i) shareholder (i) surplus (i), (ii), (iii) see also economic value added (EVA) vehicle utilization (i) assessing (i) carrying capacity (i) collaboration (i) constraints (i), (ii) empty running (i) handling and packaging (i) improving (i) order cycle (i) packaging and handling (i) performance measures (i) planning (i) productivity (i) return loading (i) space utilization (i) traffic congestion (i) vehicle weight and size (i) vendor managed inventory (VMI) (i), (ii) vertical time (i) VICS (Voluntary Interindustry Commerce Standards Association) (i) virtual integration (i) ‘voice of the customer’ processes (i) volatility (i) vulnerability (i) background (i) financial impact (i) examples (i) see also risk Waitrose (i) Wal-Mart (i), (ii), (iii), (iv), (v), (vi), (vii), (viii), (ix), (x), (xi), (xii), (xiii), (xiv), (xv), (xvi), (xvii) warehousing management system (WMS) (i), (ii), (iii), (iv), (v) Warsaw School of Economics (WSE) (i) waste see sustainability WEEE (Waste Electrical and Electronic Equipment) Directive (i), (ii), (iii), (iv) Welch, Jack (i) Western Europe (i) background (i) changing demand (i) company size (i) conclusions (i) Deutsche Post DHL (i) Eastern Europe (i) ‘Eurovignette’ system (i) freight transport (i), (ii), (iii) integration (i), (ii) internationalization among larger carriers (i) Kuene and Nagel (i) market development (i) market structure (i) opportunities (i), (ii) policies (i) rail freight (i) road freight (i), (ii) TNT (i) transportation (i) World Bank, The (i), (ii) Doing Business survey (i) Logistics Performance Index (LPI) (i), (ii) WorldCom (i) World Economic Forum(WEF) (i), (ii), (iii), (iv) World Food Program (WFP) (i), (ii) Moving the World (i) World Trade Organization (WTO) (i), (ii), (iii) annual growth (i) world merchandise trade volume (i) World Vision International (WVI) (i) worst practices (i) Xerox (i), (ii), (iii), (iv) Yihaodian (YHD) (i) Yodel (i) Zara (i), (ii), (iii), (iv), (v) ‘Zero Inventory’ theory (i) Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and authors cannot accept responsibility for any errors or omissions, however caused No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or any of the authors Sixth edition published in 2010 by Kogan Page Limited Seventh edition published in Great Britain and the United States in 2014 by Kogan Page Limited Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 2nd Floor, 45 Gee Street London EC1V 3RS United Kingdom www.koganpage.com 1518 Walnut Street, Suite 1100 Philadelphia PA 19102 USA 4737/23 Ansari Road Daryaganj New Delhi 110002 India © Donald Waters, 2010 © Donald Waters and Stephen Rinsler, 2014 The right of Donald Waters and Stephen Rinsler to be identified as the authors of this work has been asserted by them in accordance with the Copyright, Designs and Patents Act 1988 ISBN E-ISBN 978 7494 7133 978 7494 7134 British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data Global logistics : new directions in supply chain management / [edited by] Donald Waters, Stephen Rinsler – Seventh edition pages cm ISBN 978-0-7494-7133-0– ISBN 978-0-7494-7134-7 (ebook) Physical distribution of goods Business logistics–Management I Waters, C D J (C Donald J.), 1949- II Rinsler, Stephen HF5415.6.G55 2014 658.7–dc23 2014025413 Typeset and eBook by Graphicraft Limited, Hong Kong Print production managed by Jellyfish Printed and bound by CPI Group (UK) Ltd, Croydon CR0 4YY ... outsourcing? The pitfalls in outsourcing Global supply chains and the outsourcing risks Summary 11 Risk in the supply chain Lars Stemmler Introduction Risk management and the supply chain – a new. .. widely in information system and supply chain management His research interests include logistics and supply chain management, decision making in organizations, enterprise resource planning, knowledge... Business School He has done research in the broad area of integration and on European business issues, and his current interests include supply chain, supply chain typologies and supply chain management