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A system archetype is a pattern of behavior of a system.Systems expressed by circles of causality have therefore similar structure.Identifying a system archetype and finding the leverage enables efficient changes in a system.
[2] [3] A more narrow definition of supply chain management is the "design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronising supply with demand and measuring performance globally".
A supply chain is almost always a combination of both push and pull, where the interface between the push-based stages and the pull-based stages is sometimes known as the push–pull boundary. [7] However, because of the subtle difference between pull production and make-to-order production, a more accurate name for this may be the customer ...
In general, the solution for supply chains is to create flow of inventory so as to ensure greater availability and to eliminate surpluses. The TOC distribution solution is effective when used to address a single link in the supply chain and more so across the entire system, even if that system comprises many different companies.
] Information exchange (including sensitive data) within a supply chain is necessary to ensure its control, with coordination among in-house information systems. The requirements for management accounting in supply chains are significantly higher than the provision of key figures, but this is a fundamental task.
an "extended" supply chain includes suppliers of the immediate supplier and customers of the immediate customer; an "ultimate" supply chain includes all of the organizations involved in the supply of the product or service. In each case, the flow of information and finances is part of the chain as well as the product or service. [10]
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The decentralized decision making in supply chains leads to a dilemma situation which results in a suboptimal overall performance called double marginalization. [2] Recently, partners in permanent supply chains tend to extend the coordination of their decisions in order to improve the performance for all of the participants.