Supply & Demand, 10.27.11

Please post your two questions on Yossi Sheffi’s The Resilient Enterprise, “Demand Responsive Supply Chains” and “Postponement for Flexibility” chapters (link available on the Bibliography page) as comments below.

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7 thoughts on “Supply & Demand, 10.27.11

  1. in terms of supply chains, what’s more important to manage, the source of disruption or the result of disruption?

    how can the ideas of a flexible supply chain strategy apply to emergency relief efforts for natural disasters?

  2. In the event of a market crash, and subsequent avalanche of requests from brokerage firms, could a physical in-house system be developed to eliminate the lag time that contributes to the chaos during such an event? Inversely, could an electronic buffer be increased during this time to keep bidding at bay?

    Is range forecasting a generative model of counterfactual history? Does it take into account events of a certain magnitude?

  3. Given that through Globalization and Demand Homogeneity, global markets trends flow unified around the world and the response is reduction of parts variance; What then is the role of Diversity?

    Is concept “postponement” identifiable within self organization? If so what would be the “base” of production that is not dependent upon space, place and time?

  4. What instances of risk sharing can be observed within the design and construction arenas? How do these arrangements shape the architect’s process?

    How does postponement contrast with precasting in architecture? with stick construction? with site casting? Where does the moment of final differentiation occur in each of these models?

  5. When a company is taking the ‘aggregate forecasting’ tactic, is there a time when the company allows itself to be too flexible where it’s always trying to maintain a balance and not effectively responding to one, or a minimal, demand/supply?

    Does quick response manufacturing change the output of the final product? Does the material or structure of the product conform to the rapid prototyping process utilized to speed up productions?

  6. Forecasting is never completely accurate especially when we relate it to time because long-range forecasting is less accurate than short-term ones since fewer factors are known. How can we rely on forecasting an unprecedented event or set of events?

    A restless landscape is always in motion and unpredictable. Can we use the notion of “creating history” with test batches for a basis of experimentation?

  7. Supply and demand mitigation, logistics, tactics, etc… How do these strategies contribute to our questions about architecture?

    If we are studying architecture, what methods can we translate from the economic to the architectural?

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