From the Editors

Supply chains within the connection of business and economic a whole s become conspicuous by the interconnectivity of suppliers, manufacturers, and consumer When we introduce the universal of flexibility into this mixed web, we are immersed further into the practical realities of mercantile relations in the global, technology-driven 21st hundred It is our pleasure to at hand some views of flexible endow chains.

Many have noted that the alone constant is change. Flexibility is mandatory if individual is to survive and thrive in an ever-changing competitive environment. Within the replenish chain, there are so many variables - suppliers, inventory take away froms inventory levels, transportation, distribution channels - and in the way that many ways in which these variables can be affected by the agency of external forces -bankruptcy filings, dock worker strikes, natural disasters. In academia, we have used boundarys like agile and lean to describe organizational approaches to replications In truth, flexibility is more proactive than reactive. Flexibility involves reactions, on the contrary flexibility is a means to achieving the reactions quickly.

We have searched for ways to define and measure flexibility. Research has examined whirl flexibility, product flexibility, process flexibility, and routing flexibility, among others. a certain quantity of have offered quantitative measures of these various constitutings of flexibility. In truth, flexible endow chains are an extension of flexible business a whole s and flexibility allows businesses to match invest with demand in a fast responsive manner. The higher the flexibility, the faster is the answer to changes. Over time, we have recognized the strategic value of the fill up chain as a component of the enterprise. We have also realized the necessity of flexibility from one extremity to the other of the firm.

In 2000 Bowersox, Clos and Stank proffered a view of ten mega tends that they believed would revolutionize endue chain logistics. Among those inclines are moves from a functional perspective to proces integration, from vertical to virtual integration, and from information hoarding to information sharing. Each of these impacts the flexibility of a stock chain. In "Supply Chain Flexibility: Building a novel Model, " the authors describe a impel from a focus on functional flexibilities to an integrated view of endow chain flexibility. This shift in focus has implications for outsourcing (virtual integration) and information sharing. We believe this shift marks an important change in the examination and application of mind of flexible supply chains.

Tiger and Simpson not away results from a real-world simulation pattern to improve shipping from the US to the Asia - Pacific region. The simulation design allowed more flexibility in shipping options, reducing take away froms and improving performance. This paper reminds us that we ne to use all the tools at our disposal to improve the flexibility of our endue chains.

Christiansen, Rohde, and HaId examine quick rejoinder systems within the context of varying horizontals of interorganizational communication. The case studies they not absent offer insights into ways in which interorganizational communication can affect invest chain flexibility.

Finally, Mikkola and Skj0tt-Larsen remind us of the stock chain flexibilities afforded by including suppliers early in the harvest development cycle. They use case studies of three European firms to highlight lock opener considerations of early supplier involvement.

It has been a privilege to work for as co-editors for this special issue of the Global Journal of Flexible a whole s Management. We trust that you will gain of recent origin insights from the work neared herein.

Prabir K. Bagchi

Susan White

Editors

Copyright Global Institute of Flexible a whole s Management (GIFT) Oct-Dec 2003

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