Publikationen

Dynamic capabilities (DCs) are crucial for companies to attain competitive advantage in dynamic business environments and supply chains, where environmental and social aspects are considered by sustainable supply chain management (SSCM). However, the effects of stakeholder influences on SSCM performance, which results from the interplay of DCs and SSCM practices, need to be analyzed. Therefore, a system dynamics (SD) model is proposed to include the influences of governmental, shareholder, and other external stakeholder pressure. The system behavior, i.e., the company’s SSCM performance, can thus be analyzed in face of varying time delays of stakeholder influences. Findings indicate that different intensities of stakeholder influences affect the development of SSCM practices and DCs of a focal company, and thus, overall SSCM performance. Consequently, intensities of stakeholder influences should be managed accordingly, while the impact of time delays has to be understood to control SSCM performance. The insights gained from the model support the decision- and policy-making, which can be considered from the perspective of the focal company, the regulatory authorities, the shareholders, and other external stakeholders that ultimately translate into customer pressure.

Globalized economic systems involve complex supply chains (SCs) where environmental and social impacts are to be managed in alignment with diverse stakeholder expectations and to mitigate sustainability-related risks. Quantitative modeling approaches for sustainable supply chain management (SSCM) have gained increasing attention. Compared to analytical models and mathematical programming, simulation methods in SSCM are underrepresented, although system dynamics (SD) modeling is suitable to simulate and examine complex and dynamic systems and to support long-term, strategic decision-making. This paper provides a review of SSCM-related SD models, systematizes SSCM from a systems thinking perspective in a conceptual framework, and proposes guidelines for SD modeling in SSCM research. A content analysis of related literature examines SD models for forward, reverse, and closed-loop SCs that include environmental or social aspects of sustainability. It is found that a majority of models deals with macroscopic levels of analysis while models for intra- and inter-organizational SCs are less prominent. SSCM-related SD models integrate environmental and social sustainability metrics, governmental pressures and incentives or customer expectations, but uncertainties and risks are seldom modeled. Inferences for future SD modeling in SSCM are derived from this review to address strengths and shortcomings of extant SD modeling approaches for SSCM. SSCM-related constructs, model validation and the need of hybrid models, which integrate different simulation, optimization, or multi-criteria decision-making models, are addressed. A framework for a systems thinking perspective on SSCM is conceptualized that may serve as a basis for future research.

Stakeholder influences on sustainable supply chain management (SSCM) are of increasing interest for researchers to take into account economic, environmental, and social risks. While extant literature on stakeholder influences or risks in SSCM concentrates on selected issues, a comprehensive review of both stakeholder and risk constructs is missing. Hence, this paper examines stakeholder influences and risks in SSCM, as addressed by conceptual frameworks, empirical studies, and formal models to shed light on the trends and gaps in qualitative and quantitative SSCM research. Based on a content analysis of systematically selected journal publications, the commonalities and differences between the research designs are identified. The findings suggest that the integration of economic risks prevails over the consideration of environmental and social risks. Qualitative studies frequently focus on customers or multiple stakeholders that trigger SSCM and relate to supply, demand, and particularly reputational risks. In contrast, quantitative models rather concentrate on formalizing governmental triggers and operational risks. Thus, mutual stimuli between conceptual, empirical, and model-based SSCM research and their implications for future research directions are derived.

Fragen der sozialen Nachhaltigkeit verändern die Informationsbedarfe im Supply Chain Controlling. Unternehmen implementieren eine Kommunikations-, Compliance oder Lieferantenentwicklungsstrategie, um damit den Anforderungen interner und externer Stakeholder gerecht zu werden. Entsprechend ist das Controlling in Strategieumsetzung und Informationsflüssen auszugestalten. Supply chain controlling system can be described by: strategy implementation, target setting and performance measurement, rewards and incentives, information flows; additionally a stakeholder perspective is introduced. Three strategies for managing social issues in supply chains are introduced: communication, compliance and supplier development. These two approaches are combined to illustrate the measure taken in the supply chain from a controlling perspective.

Sustainability, the consideration of environmental factors and social aspects, in supply chain management (SCM) has become a highly relevant topic for researchers and practitioners. The application of operations research methods and related models, i.e. formal modeling, for closed-loop SCM and reverse logistics has been effectively reviewed in previously published research. This situation is in contrast to the understanding and review of mathematical models that focus on environmental or social factors in forward supply chains (SC), which has seen less investigation. To evaluate developments and directions of this research area, this paper provides a content analysis of 134 carefully identified papers on quantitative, formal models that address sustainability aspects in the forward SC. It was found that a preponderance of the publications and models appeared in a limited set of six journals, and most were analytically based with a focus on multiple criteria decision making. The tools most often used comprise the analytical hierarchy process or its close relative, the analytical network process, as well as life cycle analysis. Conclusions are drawn showing that numerous possibilities and insights can be gained from expanding the types of tools and factors considered in formal modeling efforts.

The task of supply chain (SC) configuration is to establish a product-specific SC for new products. Apart from cross-regional network aspects and inter-disciplinary factors, the problem complexity is driven by dynamics and uncertainties of short product life cycles. SC configuration affects SC performance and value creation. Hence, resulting impacts have to be measured and compared under consideration of dynamics and uncertainties. In the conceptual part of this paper, dynamics and uncertainties of SC configuration are integrated into a conceptual framework for value-based supply chain management. In the model-based part of this paper, this framework is linked to a discrete-event simulation model. The performance outcomes and value impacts of SC configuration options are empirically assessed in a case study of a fast-moving consumer goods manufacturer. The shortfalls of cost-focused decision-making without consideration of capital-related factors and non-financial aspects are illustrated.

The research question addressed is to which extent supply chain management (SCM) creates value from cost and working capital. The paper provides an empirical evaluation including insights on important criteria for value creation. In a secondary data analysis, 10 leading fast moving consumer goods (FMCG) companies are benchmarked regarding the value created from cost of goods sold (COGS) and working capital within the time horizon 2003–2008. The study applies benchmarking methodology and a discounted cash flow (DCF) based model for quantifying value contributions. It is shown that SCM is realized in a value-adding way with different emphasis on COGS or working capital. Monetarily working capital components (trade payables, trade receivables) have a high relevance for value creation. Continuous improvements and long lasting developments of value drivers are more appropriate for value creation than alternating improvements and deteriorations. Timing aspects of value driver developments have to be considered for value creation. The value of the paper stems from empirical comparison of value created by working capital and COGS and from evidence of important criteria for value creation. Further analysis based on cost components as well as benchmarking with different or extended content, such as fixed asset performance or cross-industry benchmarking, leave room for future research.

Supply Chain Management (SCM) is identified and accepted as a competitive advantage. Nevertheless holistic approaches for value-based SCM to leverage this advantage in a value adding way are missing so far. Efficient approaches to quantify and compare value contributions from Supply Chain (SC) value drivers are needed. This paper contributes to this need by proposing a model to efficiently quantify and compare value contributions from SC cost and working capital, that affect the profitability and asset performance. Properties and characteristics of the model, which is based on the Discounted Cash Flow concept, are illustrated by an industrial example of a single company. In this example, the relevance of timing and continuity of developments of SC cost and working capital for value creation is pointed out.