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The Value of Information Sharing in a Two-Level Supply Chain

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  • Hau L. Lee

    ()
    (Graduate School of Business, Stanford University, Stanford, California 94305)

  • Kut C. So

    ()
    (Graduate School of Management, University of California, Irvine, California 92697)

  • Christopher S. Tang

    ()
    (Anderson School of Management, University of California, Los Angeles, California 90095)

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    Abstract

    Many companies have embarked on initiatives that enable more demand information sharing between retailers and their upstream suppliers. While the literature on such initiatives in the business press is proliferating, it is not clear how one can quantify the benefits of these initiatives and how one can identify the drivers of the magnitudes of these benefits. Using analytical models, this paper aims at addressing these questions for a simple two-level supply chain with nonstationary end demands. Our analysis suggests that the value of demand information sharing can be quite high, especially when demands are significantly correlated over time.

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    File URL: http://dx.doi.org/10.1287/mnsc.46.5.626.12047
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    Bibliographic Info

    Article provided by INFORMS in its journal Management Science.

    Volume (Year): 46 (2000)
    Issue (Month): 5 (May)
    Pages: 626-643

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    Handle: RePEc:inm:ormnsc:v:46:y:2000:i:5:p:626-643

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    Related research

    Keywords: supply chain management; mathematical models; production planning and inventory control; approximate analysis; electronic data interchange; quick response; information sharing;

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