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Involving Suppliers in New Product Development

Robert B. Handfield, Gary L. Ragatz, Kenneth J. Petersen, Robert M. Monczka
1999 California Management Review  
l e 3 . 2 D r i v i n g F a c t o r s 7 8 T a b l e 3 . 3 E n a b l i n g f a c t o r s 8 2 Table 4 . 1 R&D Size Océ versus Competition 93 Table 4.2 Innovation characteristics selected development  ...  In a similar vein, Handfield et al. (1999) argue that this uncertainty has an impact on the moment of involvement.  ...  . % of total suppliers involved in the selected project Part B.  ... 
doi:10.2307/41166019 fatcat:im3257qjmfbjnlji4db23g3ply

Using the value chain concept to improve interactive marketing

Debra L Zahay, Robert B Handfield
2003 Interactive Marketing  
personalisation do not necessarily bring performance benefits Base : 209 insurers and software firms Figure 7 : 7 Simplified illustration of GM's order-to-delivery process & H E N RY S T E WA R T P U B  ... 
doi:10.1057/ fatcat:ouhpmxwtavaylelh3f47rnu524

Loss Rate Forecasting Framework Based on Macroeconomic Changes: Application to US Credit Card Industry [article]

Sajjad Taghiyeh, David C Lengacher, Robert B Handfield
2020 arXiv   pre-print
A major part of the balance sheets of the largest US banks consists of credit card portfolios. Hence, managing the charge-off rates is a vital task for the profitability of the credit card industry. Different macroeconomic conditions affect individuals' behavior in paying down their debts. In this paper, we propose an expert system for loss forecasting in the credit card industry using macroeconomic indicators. We select the indicators based on a thorough review of the literature and experts'
more » ... inions covering all aspects of the economy, consumer, business, and government sectors. The state of the art machine learning models are used to develop the proposed expert system framework. We develop two versions of the forecasting expert system, which utilize different approaches to select between the lags added to each indicator. Among 19 macroeconomic indicators that were used as the input, six were used in the model with optimal lags, and seven indicators were selected by the model using all lags. The features that were selected by each of these models covered all three sectors of the economy. Using the charge-off data for the top 100 US banks ranked by assets from the first quarter of 1985 to the second quarter of 2019, we achieve mean squared error values of 1.15E-03 and 1.04E-03 using the model with optimal lags and the model with all lags, respectively. The proposed expert system gives a holistic view of the economy to the practitioners in the credit card industry and helps them to see the impact of different macroeconomic conditions on their future loss.
arXiv:2006.07911v1 fatcat:dyllikhcgjbm7icfxe5dh2u4c4

NC State's Supply Chain Resource Cooperative Educates in the Real World

Robert B. Handfield, Steven A. Edwards, Jeffrey S. Stonebraker
2011 Interfaces  
Even today, many companies realize that talent development planning is not an integrated part of their SC strategy (Handfield 2008) .  ...  Robert Ciamarra, Associate Director-GMP Sourcing, Biogen, writes: "Over the past 2 years, Biogen Idec's Supply Chain organization has sponsored four SCRC student teams on projects related to sourcing,  ... 
doi:10.1287/inte.1110.0584 fatcat:bc2ws6pbgzedrouy2yhbnindtu

A Multi-Phase Approach for Product Hierarchy Forecasting in Supply Chain Management: Application to MonarchFx Inc [article]

Sajjad Taghiyeh, David C Lengacher, Robert B Handfield
2020 arXiv   pre-print
RF, GB, or XGB, and model B can represent an exploration-capable model, e.g. artificial neural network models such as MLP.  ...  In Phase I of the model, we use the selected models (i.e. models A and B) to forecast demands at both parent and child levels.  ... 
arXiv:2006.08931v1 fatcat:hmim3gjn7radlpzcywf664sofm

The role of trust and relationship structure in improving supply chain responsiveness

Robert B. Handfield, Christian Bechtel
2002 Industrial Marketing Management  
Responsiveness (a=.83) Robert B.  ...  Handfield, C. Bechtel / Industrial Marketing Management 31 (2002) 367-382  ... 
doi:10.1016/s0019-8501(01)00169-9 fatcat:iab3rqeeivhpfdt5u4rzfydplu

The relationships between supplier development, commitment, social capital accumulation and performance improvement

Daniel R. Krause, Robert B. Handfield, Beverly B. Tyler
2007 Journal of Operations Management  
Although this type of activity has been prevalent in Japanese and Korean firms for a number of years, it has been less evident in U.S. firms, or at least, less studied (Krause and Handfield, 1999; MacDuffie  ... 
doi:10.1016/j.jom.2006.05.007 fatcat:wwep5ein6zch5p3doppmozgqcy

An empirical investigation of supplier development: reactive and strategic processes

Daniel R. Krause, Robert B. Handfield, Thomas V. Scannell
1998 Journal of Operations Management  
Handfield et al., 1995 .  ...  B median of US$3.3 B , while average total purchases from external sources averaged US$3.6 B Ž . median of US$1.0 B .  ... 
doi:10.1016/s0272-6963(98)00030-8 fatcat:6jsrp2bd6vbodf4ai4u6pncbhe

Trust, power, dependence, and economics: can SCM research borrow paradigms?

Robert B. Handfield, Christian Bechtel
2004 The International Journal of Integrated Supply Management  
This result was supported by Handfield et al. [108] who found that power asymmetries may overshadow asset specificity in buyer supplier alliances.  ...  operations management', Journal of Operations Management, Vol. 2, No. 4, pp.211-214. 2 Kuhn, T.S. (1962) The Structure of Scientific Revolutions, Chicago, Ill, University of Chicago Press. 3 Nooteboom, B.  ... 
doi:10.1504/ijism.2004.004595 fatcat:puqvvsu2yfaozniu3kv6diprai

The role of learning and technical capabilities in predicting adoption of B2B technologies

Debra L. Zahay, Robert B. Handfield
2004 Industrial Marketing Management  
Handfield / Industrial Marketing Management 33 (2004) 627-641  ...  , Scannell, & Monczka, 1998; Tan, Handfield, & Krause, 1998) .  ...  All activities that take place in the order fulfillment process are clearly defined b. We understand how our work fits into Generic Airlines' value chain c.  ... 
doi:10.1016/j.indmarman.2003.10.004 fatcat:rckdd4imczhzhjjkvmdrbs3qzm

A Model of Supplier Integration into New Product Development*

Kenneth J. Petersen, Robert B. Handfield, Gary L. Ragatz
2003 The Journal of product innovation management  
Structural Model The structural equations (see Appendix B) were estimated using the EQS 5.6 structural equation modeling software package [7] .  ...  in the success of supplier integration efforts, we limited our model to the following factors based on the salience of these issues in the case study interviews: (a) Customer Knowledge of Supplier; (b)  ...  Appendix B. Structural Model Equations  ... 
doi:10.1111/1540-5885.00028 fatcat:iwpw5tsd5fg7dpj23vcvqc76o4

Mapping the Landscape of Future Research Themes in Supply Chain Management

Andreas Wieland, Robert B. Handfield, Christian F. Durach
2016 Journal of Business Logistics  
forecasts related to significant technological and managerial changes that accompany the discipline's development (including Melnyk et al. 2009; Sanders et al. 2013; Economist Intelligence Unit 2013; Handfield  ... 
doi:10.1111/jbl.12131 fatcat:w6qjmjhs4zhu3pgpazzt2jjuqq

Corona virus, tariffs, trade wars and supply chain evolutionary design

Robert B. Handfield, Gary Graham, Laird Burns
2020 International Journal of Operations & Production Management  
The principles of lean advocate free-flow of information; agile and quick response, visibility to demand, pull systems, and real-time response to shifts in demand (Handfield and Linton, 2017) .  ... 
doi:10.1108/ijopm-03-2020-0171 fatcat:bwn5fvu7ljas3hdogisgasnh2m

Supply chain management: an empirical study of its impact on performance

Keah‐Choon Tan, Vijay R. Kannan, Robert B. Handfield, Soumen Ghosh
1999 International Journal of Operations & Production Management  
While SCM has become popular, there are in practice few examples of truly integrated supply chains (Handfield and Nichols, 1998) .  ... 
doi:10.1108/01443579910287064 fatcat:qifihugi7rhpbnfsu3smhw2n6a

Supplier integration into new product development: coordinating product, process and supply chain design

Kenneth J. Petersen, Robert B. Handfield, Gary L. Ragatz
2005 Journal of Operations Management  
The nature of relationships between customers, manufacturers and suppliers are often established early in the new product development process as well (Handfield and Bechtel, 2002; Ragatz et al., 2002)  ...  to integrate multiple linked processes in the supply chain, theoretical research advocates that early and extensive supplier involvement results in a faster development process (Dyer and Singh, 1998; Handfield  ... 
doi:10.1016/j.jom.2004.07.009 fatcat:g23evrfzfbbtdo6s7oao6nlzj4
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