@article{ejlali_arian_taghiyeh_chambers_sadeghi_taghiye_cakdi_handfield_2024, title={Developing hybrid machine learning models to assign health score to railcar fleets for optimal decision making}, volume={250}, ISSN={["1873-6793"]}, url={https://doi.org/10.1016/j.eswa.2024.123931}, DOI={10.1016/j.eswa.2024.123931}, abstractNote={A large amount of data is generated during the operation of a railcar fleet, which can easily lead to dimensional disaster and reduce the resiliency of the railcar network. To solve these issues and offer predictive maintenance, this research introduces a hybrid fault diagnosis expert system method that combines density-based spatial clustering of applications with noise (DBSCAN) and principal component analysis (PCA). Firstly, the DBSCAN method is used to cluster categorical data that are similar to one another within the same group. Secondly, PCA algorithm is applied to reduce the dimensionality of the data and eliminate redundancy in order to improve the accuracy of fault diagnosis. Finally, we explain the engineered features and evaluate the selected models by using the Gain Chart and Area Under Curve (AUC) metrics. We use the hybrid expert system model to enhance maintenance planning decisions by assigning a health score to the railcar system of the North American Railcar Owner (NARO). The model is based on data from one specific railcar type. We utilize the results of data-driven models to assign a health rate to each railcar. Finally, we use data from NARO to evaluate and verify our proposed framework.}, journal={EXPERT SYSTEMS WITH APPLICATIONS}, author={Ejlali, Mahyar and Arian, Ebrahim and Taghiyeh, Sajjad and Chambers, Kristina and Sadeghi, Amir Hossein and Taghiye, Emad and Cakdi, Demet and Handfield, Robert B.}, year={2024}, month={Sep} }
 @article{sahebi-fakhrabad_sadeghi_kemahlioglu-ziya_handfield_2024, title={Exploring Opioid Prescription Patterns and Overdose Rates in South Carolina (2017-2021): Insights into Rising Deaths High-Risk Areas}, url={https://doi.org/10.20944/preprints202405.1156.v1}, DOI={10.20944/preprints202405.1156.v1}, abstractNote={With opioid overdose rates on the rise, we aim to develop a county-level risk stratification, specifically focusing on access to Medications for Opioid Use Disorder (MOUD) and high overdose rates. We examined over 15 million records from the South Carolina Prescription Tracking System (SCRIPTS) across 46 counties. Additionally, we incorporated data from opioid treatment programs, healthcare professionals prescribing naltrexone, clinicians with buprenorphine waivers, and county-level overdose fatality statistics. To assess the risk of opioid misuse, we classified counties into high-risk and low-risk categories based on prescription rates, overdose fatalities, and treatment service availability. Utilizing statistical methods, we compared prescription patterns and outcomes between these groups. Our study shows that between 2017 and 2021, opioid prescriptions decreased from 64,223 to 41,214 per 100,000 residents, while fentanyl-related overdose deaths increased by 312%. High-risk counties have significantly higher rates of fentanyl prescriptions and rely more on out-of-state doctors. They also exhibit higher instances of doctor shopping and had fewer medical doctors per capita, with limited access to MOUD. To effectively combat the opioid crisis, we advocate for improved local healthcare infrastructure, broader treatment access, stricter management of out-of-state prescriptions, and vigilant tracking of prescription patterns. Tailored local strategies are essential for mitigating the opioid epidemic in these communities.}, author={Sahebi-Fakhrabad, Amirreza and Sadeghi, Amir Hossein and Kemahlioglu-Ziya, Eda and Handfield, Robert}, year={2024}, month={May} }
 @article{sahebi-fakhrabad_sadeghi_kemahlioglu-ziya_handfield_2024, title={Exploring Opioid Prescription Patterns and Overdose Rates in South Carolina (2017-2021): Insights into Rising Deaths in High-Risk Areas}, volume={12}, ISSN={["2227-9032"]}, url={https://doi.org/10.3390/healthcare12131268}, DOI={10.3390/healthcare12131268}, abstractNote={With opioid overdose rates on the rise, we aimed to develop a county-level risk stratification that specifically focused on access to medications for opioid use disorder (MOUDs) and high overdose rates. We examined over 15 million records from the South Carolina Prescription Tracking System (SCRIPTS) across 46 counties. Additionally, we incorporated data from opioid treatment programs, healthcare professionals prescribing naltrexone, clinicians with buprenorphine waivers, and county-level overdose fatality statistics. To assess the risk of opioid misuse, we classified counties into high-risk and low-risk categories based on their prescription rates, overdose fatalities, and treatment service availability. Statistical methods employed included the two-sample t-test and linear regression. The t-test assessed the differences in per capita prescription rates between high-risk and low-risk counties. Linear regression was used to analyze the trends over time. Our study showed that between 2017 and 2021, opioid prescriptions decreased from 64,223 to 41,214 per 100,000 residents, while fentanyl-related overdose deaths increased by 312%. High-risk counties had significantly higher rates of fentanyl prescriptions and relied more on out-of-state doctors. They also exhibited higher instances of doctor shopping and had fewer medical doctors per capita, with limited access to MOUDs. To effectively combat the opioid crisis, we advocate for improved local healthcare infrastructure, broader treatment access, stricter management of out-of-state prescriptions, and vigilant tracking of prescription patterns. Tailored local strategies are essential for mitigating the opioid epidemic in these communities.}, number={13}, journal={HEALTHCARE}, author={Sahebi-Fakhrabad, Amirreza and Sadeghi, Amir Hossein and Kemahlioglu-Ziya, Eda and Handfield, Robert}, year={2024}, month={Jul} }
 @article{sadeghi_sun_sahebi-fakhrabad_arzani_handfield_2023, title={A Mixed-Integer Linear Formulation for a Dynamic Modified Stochastic p-Median Problem in a Competitive Supply Chain Network Design}, volume={7}, ISSN={["2305-6290"]}, url={https://doi.org/10.3390/logistics7010014}, DOI={10.3390/logistics7010014}, abstractNote={Background: The Dynamic Modified Stochastic p-Median Problem (DMS-p-MP) is an important problem in supply chain network design, as it deals with the optimal location of facilities and the allocation of demand in a dynamic and uncertain environment. Methods: In this research paper, we propose a mixed-integer linear formulation for the DMS-p-MP, which captures the key features of the problem and allows for efficient solution methods. The DMS-p-MP adds two key features to the classical problem: (1) it considers the dynamic nature of the problem, where the demand is uncertain and changes over time, and (2) it allows for the modification of the facility locations over time, subject to a fixed number of modifications. The proposed model uses robust optimization in order to address the uncertainty of demand by allowing for the optimization of solutions that are not overly sensitive to small changes in the data or parameters. To manage the computational challenges presented by large-scale DMS-p-MP networks, a Lagrangian relaxation (LR) algorithm is employed. Results: Our computational study in a real-life case study demonstrates the effectiveness of the proposed formulation in solving the DMS p-Median Problem. The results show that the number of opened and closed buildings remains unchanged as the time horizon increases due to the periodic nature of our demand. Conclusions: This formulation can be applied to real-world problems, providing decision-makers with an effective tool to optimize their supply chain network design in a dynamic and uncertain environment.}, number={1}, journal={LOGISTICS-BASEL}, author={Sadeghi, Amir Hossein and Sun, Ziyuan and Sahebi-Fakhrabad, Amirreza and Arzani, Hamid and Handfield, Robert}, year={2023}, month={Mar} }
 @article{handfield_patrucco_wu_yukins_slaughter_2023, title={A new acquisition model for the next disaster: Overcoming disaster federalism issues through effective utilization of the Strategic National Stockpile}, volume={6}, ISSN={["1540-6210"]}, DOI={10.1111/puar.13656}, abstractNote={AbstractUsing primary data collected from interviews with federal and state government officials and secondary data related to PPE distribution and state healthcare statistics, we discovered evidence that the use of the Strategic National Stockpile (SNS) to distribute personal protective equipment to state and local agencies in need during the height of COVID‐19 was indeed poorly designed to cope with the COVID‐19 emergency, leaving many states with shortages of badly needed medical supplies. As a result, many states struggled to organize an uncoordinated procurement response—which we suggest is due to federalism issues. To overcome federalism challenges and increase future disaster preparedness, we recommend four necessary reforms to the SNS that include (1) the incorporation of uncompensated industry experts into SNS administration, (2) the provision of an emergency production board for times of crisis, (3) elevated political leadership for the SNS, (4) improvement of federal‐state supply chain governance.}, journal={PUBLIC ADMINISTRATION REVIEW}, author={Handfield, Robert B. and Patrucco, Andrea S. and Wu, Zhaohui and Yukins, Christopher and Slaughter, Tanner}, year={2023}, month={Jun} }
 @article{taghiyeh_lengacher_sadeghi_sahebi-fakhrabad_handfield_2023, title={A novel multi-phase hierarchical forecasting approach with machine learning in supply chain management}, url={https://doi.org/10.1016/j.sca.2023.100032}, DOI={10.1016/j.sca.2023.100032}, abstractNote={Hierarchical time series demands are often associated with products, time frames, or geographic aggregations. Traditionally, these hierarchies have been forecasted using "top-down," "bottom-up," or "middle-out" approaches. This study advocates using child-level forecasts in a hierarchical supply chain to improve parent-level forecasts. Improved forecasts can considerably reduce logistics costs, especially in e-commerce. We propose a novel multi-phase hierarchical approach for independently forecasting each series in a hierarchy using machine learning. We then combine all forecasts to allow a second-phase model estimation at the parent level. Sales data from a logistics solutions provider is used to compare our approach to "bottom-up" and "top-down" methods. Our results demonstrate an 82–90% improvement in forecast accuracy. Using the proposed method, supply chain planners can derive more accurate forecasting results by exploiting the benefit of multivariate data.}, journal={Supply Chain Analytics}, author={Taghiyeh, Sajjad and Lengacher, David C. and Sadeghi, Amir Hossein and Sahebi-Fakhrabad, Amirreza and Handfield, Robert B.}, year={2023}, month={Sep} }
 @article{sahebi-fakhrabad_sadeghi_handfield_2023, title={Evaluating State-Level Prescription Drug Monitoring Program (PDMP) and Pill Mill Effects on Opioid Consumption in Pharmaceutical Supply Chain}, volume={11}, ISSN={["2227-9032"]}, url={https://doi.org/10.3390/healthcare11030437}, DOI={10.3390/healthcare11030437}, abstractNote={The opioid crisis in the United States has had devastating effects on communities across the country, leading many states to pass legislation that limits the prescription of opioid medications in an effort to reduce the number of overdose deaths. This study evaluates the impact of two categories of PDMP and Pill Mill regulations on the supply of opioid prescriptions at the level of dispensers and distributors (excluding manufacturers) using ARCOS data. The study uses a difference-in-difference method with a two-way fixed design to analyze the data. The study finds that both of the regulations are associated with reductions in the volume of opioid distribution. However, the study reveals that these regulations may have unintended consequences, such as shifting the distribution of controlled substances to neighboring states. For example, in Tennessee, the implementation of Operational PDMP regulations reduces the in-state distribution of opioid drugs by 3.36% (95% CI, 2.37 to 4.3), while the out-of-state distribution to Georgia, which did not have effective PDMP regulations in place, increases by 16.93% (95% CI, 16.42 to 17.44). Our studies emphasize that policymakers should consider the potential for unintended distribution shifts of opioid drugs to neighboring states with laxer regulations as well as varying impacts on different dispenser types.}, number={3}, journal={HEALTHCARE}, author={Sahebi-Fakhrabad, Amirreza and Sadeghi, Amir Hossein and Handfield, Robert}, year={2023}, month={Feb} }
 @article{sadeghi_bani_fallahi_handfield_2023, title={Grey Wolf Optimizer and Whale Optimization Algorithm for Stochastic Inventory Management of Reusable Products in a Two-Level Supply Chain}, volume={11}, ISSN={["2169-3536"]}, DOI={10.1109/ACCESS.2023.3269292}, abstractNote={Product reuse and recovery is an efficient tool that helps companies to simultaneously address economic and environmental dimensions of sustainability. This paper presents a novel problem for stock management of reusable products in a single-vendor, multi-product, multi-retailer network. Several constraints, such as the maximum budget, storage capacity, number of orders, etc., are considered in their stochastic form to establish a more realistic problem. The presented problem is formulated using a nonlinear programming mathematical model. The chance-constrained approach is suggested to deal with the constraints’ uncertainty. Regarding the nonlinearity of the model, grey wolf optimizer (GWO) and whale optimization algorithm (WOA) as two novel metaheuristics are presented as solution approaches, and the sequential quadratic programming (SQP) exact algorithm validates their performance. The parameters of algorithms are calibrated using the Taguchi method for the design of experiments. Extensive analysis is established by solving several numerical results in different sizes and utilizing several comparison measures. Also, the results are compared statistically using proper parametric and non-parametric tests. The analysis of the results shows a significant difference between the algorithms, and GWO has a better performance for solving the presented problem. In addition, both algorithms perform well in searching the solution space, where the GWO and WOA differences with the optimal solution of the SQP algorithm are negligible.}, journal={IEEE ACCESS}, author={Sadeghi, Amir Hossein and Bani, Erfan Amani and Fallahi, Ali and Handfield, Robert}, year={2023}, pages={40278–40297} }
 @article{sahebi-fakhrabad_kemahlioglu-ziya_handfield_wood_patel_page_chang_2023, title={In-Hospital Code Status Updates: Trends Over Time and the Impact of COVID-19}, volume={12}, ISSN={["1938-2715"]}, url={http://dx.doi.org/10.1177/10499091231222188}, DOI={10.1177/10499091231222188}, abstractNote={Objective The primary objective was to evaluate if the percentage of patients with missing or inaccurate code status documentation at a Trauma Level 1 hospital could be reduced through daily updates. The secondary objective was to examine if patient preferences for DNR changed during the COVID-19 pandemic. Methods This retrospective study, spanning March 2019 to December 2022, compared the code status in ICU and ED patients drawn from two data sets. The first was based on historical electronic medical records (EHR), and the second involved daily updates of code status following patient admission. Results Implementing daily updates upon admission was more effective in ICUs than in the ED in reducing missing code status documentation. Around 20% of patients without a specific code status chose DNR under the new system. During COVID-19, a decrease in ICU patients choosing DNR and an increase in full code (FC) choices were observed. Conclusion This study highlights the importance of regular updates and discussions regarding code status to enhance patient care and resource allocation in ICU and ED settings. The COVID-19 pandemic’s influence on shifting patient preferences towards full code status underscores the need for adaptable documentation practices. Emphasizing patient education about DNR implications and benefits is key to supporting informed decisions that reflect individual health contexts and values. This approach will help balance the considerations for DNR and full code choices, especially during health care crises. }, journal={AMERICAN JOURNAL OF HOSPICE & PALLIATIVE MEDICINE}, author={Sahebi-Fakhrabad, Amirreza and Kemahlioglu-Ziya, Eda and Handfield, Robert and Wood, Stacy and Patel, Mehul D. and Page, Cristen P. and Chang, Lydia}, year={2023}, month={Dec} }
 @article{sahebi-fakhrabad_sadeghi_kemahlioglu-ziya_handfield_tohidi_vasheghani-farahani_2023, title={The Impact of Opioid Prescribing Limits on Drug Usage in South Carolina: A Novel Geospatial and Time Series Data Analysis}, volume={11}, ISSN={["2227-9032"]}, url={https://doi.org/10.3390/healthcare11081132}, DOI={10.3390/healthcare11081132}, abstractNote={The opioid crisis in the United States has had devastating effects on communities across the country, leading many states to pass legislation that limits the prescription of opioid medications in an effort to reduce the number of overdose deaths. This study investigates the impact of South Carolina’s prescription limit law (S.C. Code Ann. 44-53-360), which aims to reduce opioid overdose deaths, on opioid prescription rates. The study utilizes South Carolina Reporting and Identification Prescription Tracking System (SCRIPTS) data and proposes a distance classification system to group records based on proximity and evaluates prescription volumes in each distance class. Prescription volumes were found to be highest in classes with pharmacies located further away from the patient. An Interrupted Time Series (ITS) model is utilized to assess the policy impact, with benzodiazepine prescriptions as a control group. The ITS models indicate an overall decrease in prescription volume, but with varying impacts across the different distance classes. While the policy effectively reduced opioid prescription volumes overall, an unintended consequence was observed as prescription volume increased in areas where prescribers were located at far distances from patients, highlighting the limitations of state-level policies on doctors. These findings contribute to the understanding of the effects of prescription limit laws on opioid prescription rates and the importance of considering location and distance in policy design and implementation.}, number={8}, journal={HEALTHCARE}, author={Sahebi-Fakhrabad, Amirreza and Sadeghi, Amir Hossein and Kemahlioglu-Ziya, Eda and Handfield, Robert and Tohidi, Hossein and Vasheghani-Farahani, Iman}, year={2023}, month={Apr} }
 @article{bendoly_chandrasekaran_lima_handfield_khajavi_roscoe_2023, title={The role of generative design and additive manufacturing capabilities in developing human-AI symbiosis: Evidence from multiple case studies}, volume={10}, ISSN={["1540-5915"]}, DOI={10.1111/deci.12619}, abstractNote={AbstractThe benefits of additive manufacturing (AM) extend beyond the attributes of physical products and production processes they enable. Experience with AM can augment the way design is approached and can increase opportunities to pivot toward less familiar design tasks. We begin this qualitative study with a natural experiment made possible by an exogenous shock: the COVID‐19 pandemic. Through a three‐stage case study approach using a grounded theory‐building method, we contrast AM usage among a set of firms, half of which pivoted their resources away from their traditional production and toward a response to this shock. We engage in an abductive reasoning approach to consider common threads in AM capabilities that facilitated this pivoting. Our analyses suggest that the advanced use of generative design (GD), a category of computational technologies enabling novel and optimized design, is a critical attribute of these firms that ended up pivoting to make COVID‐related products. Specifically, firms with experience applying this capability demonstrated a unique ability to pivot during this shock and emphasized their valuation of AM‐enabled agility. We revisited these firms 2 years after initial contact and found that GD was associated with higher levels of innovation and was largely viewed by designers as a mechanism driving double‐loop learning. Overall, our study provides insights into the symbiosis between human and artificially intelligent GD, and the role of such symbiosis in advancing AM capabilities.}, journal={DECISION SCIENCES}, author={Bendoly, Elliot and Chandrasekaran, Aravind and Lima, Mateus do Rego Ferreira and Handfield, Robert and Khajavi, Siavash H. and Roscoe, Samuel}, year={2023}, month={Oct} }
 @article{roscoe_cousins_handfield_2023, title={Transitioning additive manufacturing from rapid prototyping to high-volume production: A case study of complex final products}, volume={5}, ISSN={["1540-5885"]}, DOI={10.1111/jpim.12673}, abstractNote={AbstractThis paper seeks answers to the question: what are the key factors that enable the scaling of additive manufacturing (AM) from rapid prototyping to high‐volume production? Using a longitudinal case study, we collected primary and secondary data to trace the AM scaling journey of AeroCo, a highly innovative aerospace firm. Based on the case findings, we position AM as a whole system technology because it can print components for a wide range of subsystems in a complex final product. Scaling AM requires a significant realignment of existing, and often deeply entrenched, new technology, and product development processes. To achieve this alignment, AeroCo formed institutional alliances with the UK government and universities to establish university technology centers, which facilitated early stage ideation and “catapult” centers, which enabled high‐volume testing in factory‐like facilities. The case reveals how multiple functions needed to integrate, including research and development, product design, and future programs, to ensure that design changes cascaded from one subsystem to another, and that new technologies were linked to a future product to create a final product pull. These findings inform a managerial framework for additive manufacturing scaling that is generalizable to other digital technologies used in the design and production of complex final products, including artificial intelligence, machine learning, smart factories, and cyber physical production systems. Our framework contributes to innovation thought and practice by explaining how new product development processes and organizational structures change under the effect of digital technologies.}, journal={JOURNAL OF PRODUCT INNOVATION MANAGEMENT}, author={Roscoe, Samuel and Cousins, Paul D. and Handfield, Robert}, year={2023}, month={May} }
 @article{moradlou_roscoe_reefke_handfield_2023, title={Using not-for-profit innovation networks to transition new technologies across the valley of death}, volume={8}, ISSN={["1758-6593"]}, DOI={10.1108/IJOPM-11-2022-0697}, abstractNote={PurposeThis paper aims to seek answers to the question: What are the relevant factors that allow not-for-profit innovation networks to successfully transition new technologies from proof-of-concept to commercialisation?Design/methodology/approachThis question is examined using the knowledge-based view and network orchestration theory. Data are collected from 35 interviews with managers and engineers working within seven centres that comprise the High Value Manufacturing Catapult (HVMC). These centres constitute a not-for-profit innovation network where suppliers, customers and competitors collaborate to help transition new technologies across the “Valley of Death” (the gap between establishing a proof of concept and commercialisation).FindingsNetwork orchestration theory suggests that a hub firm facilitates the exchange of knowledge amongst network members (knowledge mobility), to enable these members to profit from innovation (innovation appropriability). The hub firm ensures positive network growth, and also allows for the entry and exit of network members (network stability). This study of not-for-profit innovation networks suggests the role of a network orchestrator is to help ensure that intellectual property becomes a public resource that enhances the productivity of the domestic economy. The authors observed how network stability was achieved by the HVMC's seven centres employing a loosely-coupled hybrid network configuration. This configuration however ensured that new technology development teams, comprised of suppliers, customers and competitors, remained tightly-coupled to enable co-development of innovative technologies. Matching internal technical and sectoral expertise with complementary experience from network members allowed knowledge to flow across organisational boundaries and throughout the network. Matrix organisational structures and distributed decision-making authority created opportunities for knowledge integration to occur. Actively moving individuals and teams between centres also helped to diffuse knowledge to network members, while regular meetings between senior management ensured network coordination and removed resource redundancies.Originality/valueThe study contributes to knowledge-based theory by moving beyond existing understanding of knowledge integration in firms, and identified how knowledge is exchanged and aggregated within not-for-profit innovation networks. The findings contribute to network orchestration theory by challenging the notion that network orchestrators should enact and enforce appropriability regimes (patents, licences, copyrights) to allow members to profit from innovations. Instead, the authors find that not-for-profit innovation networks can overcome the frictions that appropriability regimes often create when exchanging knowledge during new technology development. This is achieved by pre-defining the terms of network membership/partnership and setting out clear pathways for innovation scaling, which embodies newly generated intellectual property as a public resource. The findings inform a framework that is useful for policy makers, academics and managers interested in using not-for-profit networks to transition new technologies across the Valley of Death.}, journal={INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT}, author={Moradlou, Hamid and Roscoe, Samuel and Reefke, Hendrik and Handfield, Rob}, year={2023}, month={Aug} }
 @article{handfield_aitken_turner_boehme_bozarth_2022, title={Assessing Adoption Factors for Additive Manufacturing: Insights from Case Studies}, volume={6}, ISSN={["2305-6290"]}, url={https://doi.org/10.3390/logistics6020036}, DOI={10.3390/logistics6020036}, abstractNote={Background: Research on Additive Manufacturing [AM] provides few guidelines for successful adoption of the technology in different market environments. This paper seeks to address this gap by developing a framework that suggests market attributes for which the technology will successfully meet a need. We rely on classical technology adoption theory to evaluate the challenges and opportunities proffered by AM. Methods: We apply a framework of technology adoption and assess these parameters using seven case studies of businesses that have successfully adopted AM technology. Results: We find that successful business adoption is highly associated with the relative advantage of AM to rapidly deliver customized products targeted to niche market opportunities. Conclusions: Our findings provide a decision framework for AM equipment manufacturers to employ when evaluating AM technology across various market environments. All five adoption characteristics were found to be important however, the primary decision criterion is based on the relative advantage of AM over other, traditional, technologies. From a practitioner perspective, our research highlights the importance of AM in attaining a competitive advantage through responsive, customized production which can address the needs of niche markets.}, number={2}, journal={LOGISTICS-BASEL}, publisher={MDPI AG}, author={Handfield, Robert B. and Aitken, James and Turner, Neil and Boehme, Tillmann and Bozarth, Cecil}, year={2022}, month={Jun} }
 @article{handfield_apte_finkenstadt_2022, title={Developing supply chain immunity for future pandemic disruptions}, volume={4}, ISSN={["2042-6755"]}, url={https://doi.org/10.1108/JHLSCM-09-2021-0096}, DOI={10.1108/JHLSCM-09-2021-0096}, abstractNote={PurposeThe study discusses a rationale for a new type of capability called supply chain immunity that is required to address slow-moving, persistent and dispersed pandemics similar to COVID-19 in the future. The authors’ work on the COVID-19 emergency response suggests flaws in the medical and healthcare supply chain systems, due to reliance on overseas manufacturing and insufficient strategic stockpile.Design/methodology/approachIn seeking to understand the characteristics of supply chain immunity and how it is related to the need for a renewed strategic national stockpile, the authors adopted an inductive observational approach of engaged scholarship, based on their team’s extensive involvement in the national COVID-19 healthcare response during March–June 2020.FindingsThe study analysis, based on visibility, velocity and global independence, establishes a new type of supply chain immunity, along with the requirements for development of this capability. The framework for immunity proposed in this article provides general guidelines that an emergency responder would probably use in an informal fashion. The immunity framework is validated through references to current work on COVID-19 supply chain preparedness.Originality/valueThe understanding of readiness for pandemic operations using the metaphor of supply chain immunity is unique. It contains important observations on the development of capabilities – specifically, the outcome of an aligned medical and supply chain intelligence, a clinical standards organization and a materials management monitoring system. The authors’ insights are supported not only by literature but also due to direct engagement with academic scholars, Department of Defense (DoD) personnel, supply risk platforms and government officials involved in the COVID-19 pandemic response.}, journal={JOURNAL OF HUMANITARIAN LOGISTICS AND SUPPLY CHAIN MANAGEMENT}, author={Handfield, Robert and Apte, Aruna and Finkenstadt, Daniel J.}, year={2022}, month={Apr} }
 @article{han_handfield_huo_tian_2022, title={Effects of power use in buyer-supplier relationships: The moderating role of communication}, volume={102}, ISSN={["1873-2062"]}, DOI={10.1016/j.indmarman.2022.01.001}, abstractNote={How to use power wisely in buyer–supplier relationships to achieve collaborative outcomes is an important question for managers and academics. This study introduces communication as a contingency and explores how it influences the effect of buyers' use of power on supplier opportunism. Based on a survey sample of 240 Chinese buyer firms, the results indicate that different types of communication between buyers and suppliers have different effects. Instrumental communication renders coercive power less harmful in influencing opportunism, whereas social communication renders coercive power more harmful to the relationship. Instrumental communication has no influence on the relationship between non-coercive power and opportunism, whereas social communication renders non-coercive power more effective at reducing opportunism. These findings contribute to a better understanding of the conditional effect of power and communication and can help managers to better manage buyer-supplier relationships.}, journal={INDUSTRIAL MARKETING MANAGEMENT}, author={Han, Zhaojun and Handfield, Robert B. and Huo, Baofeng and Tian, Yu}, year={2022}, month={Apr}, pages={45–57} }
 @article{fakhrabad_sadeghi_handfield_2022, title={Evaluating State-Level Prescription Drug Monitoring Program (PDMP) and Pill Mill Effects on Opioid Consumption in Pharmaceutical Supply Chain}, url={https://doi.org/10.20944/preprints202212.0488.v1}, DOI={10.20944/preprints202212.0488.v1}, abstractNote={The opioid crisis in the United States has had devastating effects on communities across the country, leading many states to pass legislation that limits the prescription of opioid medications in an effort to reduce the number of overdose deaths. This study evaluates the impact of two categories of PDMP and Pill Mill regulations on the supply of opioid prescriptions at the level of dispensers and distributors (excluding manufacturers) using ARCOS data. The study uses a difference-in-difference method with a two-way fixed design to analyze the data. The study finds that both of the regulations are associated with reductions in the volume of opioid distribution. However, the study reveals that these regulations may have unintended consequences, such as shifting the distribution of controlled substances to neighboring states. For example, in Tennessee, the implementation of Operational PDMP regulations reduces in-state distribution of opioid drugs by 3.36% (95% CI, 2.37 to 4.3), while the out-of-state distribution to Georgia, which did not have effective PDMP regulations in place, increases by 16.93% (95% CI, 16.42 to 17.44). Our studies emphasize that policymakers should consider the potential for unintended distribution shifts of opioid drugs to neighboring states with laxer regulations as well as varying impacts on different dispenser types.}, author={Fakhrabad, Amirreza Sahebi and Sadeghi, Amir Hossein and Handfield, Robert}, year={2022}, month={Dec} }
 @article{roscoe_aktas_petersen_skipworth_handfield_habib_2022, title={Redesigning global supply chains during compounding geopolitical disruptions: the role of supply chain logics}, volume={42}, ISSN={["1758-6593"]}, url={https://doi.org/10.1108/IJOPM-12-2021-0777}, DOI={10.1108/IJOPM-12-2021-0777}, abstractNote={PurposeWhy do managers redesign global supply chains in a particular manner when faced with compounding geopolitical disruptions? In answering this research question, this study identifies a constrained system of reasoning (decision-making logic) employed by managers when they redesign their supply chains in situations of heightened uncertainty.Design/methodology/approachThe authors conducted 40 elite interviews with senior supply chain executives in 28 companies across nine industries from November 2019 to June 2020, when the UK was preparing to leave the European Union, the US–China trade war was escalating, and Covid-19 was spreading rapidly around the globe.FindingsWhen redesigning global supply chains, the authors find that managerial decision-making logic is constrained by three distinct environmental ecosystem conditions: (1) the perceived intensity of institutional pressures; (2) the relative mobility of suppliers and supply chain assets; and (3) the perceived severity of the potential disruption risk. Intense government pressure and persistent geopolitical risk tend to impact firms in the same industry, resulting in similar approaches to decision-making regarding supply chain design. However, where suppliers are relatively immobile and supply chain assets are relatively fixed, a dominant logic is consistently present.Originality/valueBuilding on an institutional logics perspective, this study finds that managerial decision-making under heightened uncertainty is not solely guided by institutional pressures but also by perceptions of the severity of risk related to potential supply chain disruption and the immobility of supply chain assets. These findings support the theoretical development of a novel construct that the authors term ‘supply chain logics’. Finally, this study provides a decision-making framework for Senior Executives competing in an increasingly complex and unstable business environment.}, number={9}, journal={INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT}, publisher={Emerald}, author={Roscoe, Samuel and Aktas, Emel and Petersen, Kenneth J. and Skipworth, Heather Dawn and Handfield, Robert B. and Habib, Farooq}, year={2022}, month={Jun} }
 @article{finkenstadt_handfield_2022, title={The influence of supply chain immunity perceptions on COVID-19 vaccine willingness in supply chain professionals}, volume={10}, ISSN={["1758-6550"]}, url={https://doi.org/10.1108/IJLM-03-2022-0111}, DOI={10.1108/IJLM-03-2022-0111}, abstractNote={PurposeThis study examines the lack of confidence in the actions of the government and pharmaceutical companies during vaccine deployment. The authors introduce the concept of supply chain immunity. The authors test whether the perception of higher vaccine supply chain immunity leads to higher willingness to be vaccinated within the supply chain community.Design/methodology/approachThe authors utilize factor analysis and item response theory methods to develop a scale for measuring supply chain immunity. The original and psychometrically sound scale is tested via a structural equation model (SEM). Factor analysis and SEM use survey responses from two samples of 125 supply chain executives.FindingsSEM suggests that supply chain immunity perceptions are a strong predictor of overall supply chain confidence for COVID vaccines. Further, these perceptions, through supply chain confidence, indirectly impact individuals' self-reported willingness to personally accept a vaccine themselves.Originality/valueThis paper presents the concept of supply chain immunity perceptions that have not been used in the medical supply chain literature. This paper presents a first-of-a-kind scale for supply chain immunity perceptions utilizing nascent methods and demonstrates the constructs impact on vaccine program confidence and public willingness to participate.}, journal={INTERNATIONAL JOURNAL OF LOGISTICS MANAGEMENT}, author={Finkenstadt, Daniel Joseph and Handfield, Robert}, year={2022}, month={Oct} }
 @article{oliveira_handfield_2022, title={The role of an open analytics culture and analytics skills in adopting real-time supply chain analytics for higher performance}, volume={12}, ISSN={["1758-6550"]}, url={https://doi.org/10.1108/IJLM-03-2022-0108}, DOI={10.1108/IJLM-03-2022-0108}, abstractNote={PurposeThe study objective was to understand what components of organizational culture and capability combined with analytic skillsets are needed to allow organizations to exploit real-time analytic technologies to create supply chain performance improvements.Design/methodology/approachThe authors relied on information processing theory to support a hypothesized model, which is empirically tested using an ordinary least squares equation model, and survey data from a sample of 208 supply chain executives across multiple industries.FindingsThe authors found strong support for the concept that real-time analytics will require specialized analytical skills for the managers who use them in their daily work, as well as an analytics-focused organizational culture that promotes data visibility and fact-based decision-making.Practical implicationsBased on the study model, the authors found that a cultural bias to embrace analytics and a strong background in statistical fluency can produce decision-makers who can make sense of a sea of data, and derive significant supply chain performance improvements.Originality/valueThe research was initiated through five workshops and presentations with supply chain executives leading real-time analytics initiatives within their organizations, which were then mapped onto survey items and tested. The authors complement our findings with direct observations from managers that lend unique insights into the field.}, journal={INTERNATIONAL JOURNAL OF LOGISTICS MANAGEMENT}, author={Oliveira, Marcos Paulo Valadares and Handfield, Robert}, year={2022}, month={Dec} }
 @article{kouri_warsing_singh_thomas_handfield_2021, title={An Analytical Tool for Constructing and Evaluating Testing Strategic for COVID-19}, volume={10}, url={https://doi.org/10.21203/rs.3.rs-812275/v1}, DOI={10.21203/rs.3.rs-812275/v1}, abstractNote={Abstract
        Background

This paper describes the utilization of a mathematical modeling tool for evaluating alternative testing cadences for the SARS-CoV-2 virus that are applicable to any well-contained congregate setting. These settings include long-term care facilities, and public-school systems.
Results

Variables analyzed include population sizes, contagion factor, and unique testing objectives that congregate settings might have (e.g., differing susceptibilities, or varying underlying health conditions). The tool helps evaluate cost vs benefit for a range of testing cadences (e.g., daily, every 2 days, every 3 days, every week, every 2 weeks every 3 weeks and every 4 weeks) based on use of a commercially available antigen testing kit that costs $5 per test.
Conclusions

Critical parameters derived as output of the model include total persons tested, average number in quarantine, average percent positives in quarantine, total testing cost, total infections allowed, cases averted, and cost per case averted. These parameters allow public health officials, site managers and/or on-site healthcare workers to optimize testing plans to align with available resources and support fact-based decision making. We also discuss how this tool can work with vaccine roll-out both in the United States and elsewhere.}, publisher={Research Square Platform LLC}, author={Kouri, Richard and Warsing, Donald and Singh, Nikhil and Thomas, Beena and Handfield, Robert B}, year={2021}, month={Oct} }
 @article{finkenstadt_handfield_2021, title={Blurry vision: Supply chain visibility for personal protective equipment during COVID-19*}, volume={27}, ISSN={["1873-6505"]}, url={https://doi.org/10.1016/j.pursup.2021.100689}, DOI={10.1016/j.pursup.2021.100689}, abstractNote={We explore supply chain visibility challenges in the context of our contemporary COVID pandemic, and offer insights, models and potential solutions to remove barriers to clear supply chain visibility. In this paper, we describe how visibility and velocity are the two key attributes that are required to enabling critical decision-making accuracy which will in turn increase the ability of local, state and federal healthcare and public health decision-makers to response to shifts in the U.S. system. We describe the problems in current systems due to the lack of visibility of material in global supply chains, which in turn leads to problems such as the lack of PPE that occurred during the COVID pandemic. We conclude with recommendations on how to render inventory more visible for the future.}, number={3}, journal={JOURNAL OF PURCHASING AND SUPPLY MANAGEMENT}, publisher={Elsevier BV}, author={Finkenstadt, Daniel Joseph and Handfield, Robert}, year={2021}, month={Jun} }
 @article{boehme_aitken_turner_handfield_2021, title={Covid-19 response of an additive manufacturing cluster in Australia}, volume={7}, ISSN={["1758-6852"]}, DOI={10.1108/SCM-07-2020-0350}, abstractNote={
Purpose
The sudden arrival of Covid-19 severely disrupted the supply chain of personal protective equipment (PPE) in Australia. This paper aims to examine the development of a geographical cluster, which, through the application of additive manufacturing (AM), responded to the PPE supply crisis.


Design/methodology/approach
This longitudinal case study focuses on an AM cluster, which was developed to supply PPE in a responsive and flexible manner from 2019/2020. The study gathered data over three stages of cluster evolution: pre, during and post-peak Covid-19.


Findings
The type and nature of exchanges between organizations involved in the cluster established important insights into success factors for cluster creation and development. Using an established complexity framework, this study identifies the characteristics of establishing a cluster. The importance of cluster alignment created initially by a common PPE supply goal led to an emerging commercial and relational imperative to address the longer-term configuration after the disruption.


Practical implications
Clusters can be a viable option for a technology-driven sector when there is a “buzz” that drives and rapidly diffuses knowledge to support cluster formation. This research identifies the structural, socio-political and emergent dimensions, which need to be considered by stakeholders when aiming at improving competitiveness using clusters.


Originality/value
Covid-19 has rapidly and unexpectedly disrupted the supply chain for many industries. Responding to challenges, businesses will investigate different pathways to improve the overall resilience including on-/near-shoring. The results provide insights into how clusters are formed, grow and develop and the differentiating factors that result in successful impacts of clusters on local economies.
}, journal={SUPPLY CHAIN MANAGEMENT-AN INTERNATIONAL JOURNAL}, author={Boehme, Tillmann and Aitken, James and Turner, Neil and Handfield, Robert}, year={2021}, month={Jul} }
 @article{handfield_2021, title={Double Blind Peer-Review in Logistics}, volume={5}, ISSN={["2305-6290"]}, DOI={10.3390/logistics5020040}, abstractNote={Pre-publication peer-review forms the basis for how scholarly journals assess whether an article is suitable for publication [...]}, number={2}, journal={LOGISTICS-BASEL}, author={Handfield, Robert}, year={2021}, month={Jun} }
 @article{moheb-alizadeh_handfield_warsing_2021, title={Efficient and sustainable closed-loop supply chain network design: A two-stage stochastic formulation with a hybrid solution methodology}, volume={308}, ISSN={["1879-1786"]}, DOI={10.1016/j.jclepro.2021.127323}, abstractNote={In recent years, consumers and legislators have pushed companies to design their supply chain networks to consider environmental and social impacts as an important performance outcome. Due to the role of resource utilization as a key component of logistics network design, another primary goal of design is ensuring available scarce resources are used as efficiently as possible across all facilities. To address efficiency issues in a sustainable closed-loop supply chain network, a stochastic integrated multi-objective mixed integer nonlinear programming model is developed in this paper, in which sustainability outcomes as well as efficiency of facility resource utilization are considered in the design of a sustainable supply chain network. In doing so, efficiency is assessed using a bi-objective output-oriented data envelopment analysis model. A hybrid three-step solution methodology is presented that creates a linear form of the original mixed integer nonlinear programming problem using piecewise McCormick envelopes approach. In the second step, an aggregated single objective programming model is derived by exploiting the multi-choice goal programming. Finally, a Lagrangian relaxation algorithm is developed to effectively solve the latter stochastic single objective mixed integer linear programming problem. The application of the proposed approach is investigated with data drawn from a case study in the electronics industry. This case study illustrates how firms may balance sustainability and efficiency in the supply chain network design problem. Further, it demonstrates the integration of efficiency results in improving economic aspects of sustainability as well as social responsibility outcomes, but also highlights the trade-offs that exist between efficiency and environmental impacts.}, journal={JOURNAL OF CLEANER PRODUCTION}, author={Moheb-Alizadeh, Hadi and Handfield, Robert and Warsing, Donald}, year={2021}, month={Jul} }
 @article{hasan_moore_handfield_2021, title={Establishing Operational Norms for Labor Rights Standards Implementation in Low-Cost Apparel Production}, volume={13}, ISSN={["2071-1050"]}, url={https://doi.org/10.3390/su132112120}, DOI={10.3390/su132112120}, abstractNote={Low-cost production has driven many global apparel brands and retailers to source apparel from less developed countries. However, low-cost apparel production is often accompanied by labor rights violations. A persistent pattern of labor rights violations exists in the global apparel supply chains, including minimum wage violations, unpaid overtime, forced overtime, worker abuse, restricting workers’ unions, and many other violations. Research suggests that low-cost pressures restrict factory level resources, which often leads to labor rights violations in global apparel supply chains. To date, academics and practitioners remain unaware of the actual cost of implementing labor rights standards in factories. We sought to establish a baseline taxonomy of the fundamental cost-bearing activities required to provide a safe and ethical factory workplace. A Delphi survey was adopted to capture data from an expert group of experienced factory compliance auditors in Asian apparel production. The research provides practical insights for factory adoption of actions that can improve enforcement of multiple labor standards, as well as specific actions required to enforce unique requirements that arose in our analysis.}, number={21}, journal={SUSTAINABILITY}, publisher={MDPI AG}, author={Hasan, Rejaul and Moore, Marguerite and Handfield, Robert}, year={2021}, month={Nov} }
 @book{monczka_handfield_giunipero_patterson_2021, place={Boston, MA}, title={Purchasing & supply chain management}, publisher={Cengage}, author={Monczka, Robert M. and Handfield, Robert B. and Giunipero, Larry C. and Patterson, James L.}, year={2021} }
 @article{ganguly_handfield_harvey_rasovsky_2021, title={The Deming management method and digital partnering in a construction procurement contract}, volume={5}, url={https://doi.org/10.1177/20555636211022432}, DOI={10.1177/20555636211022432}, abstractNote={ In this case study of a research and development facility construction project at a large biopharmaceutical organization, we explored how digital investments must be accompanied by a partnership approach and a transformation of the cultural values of an organization tied to operational principles. The project faced considerable challenges, including a highly constrained market environment, time and cost constraints, and a multiyear organization transformation with a diverse mix of stakeholder objectives. Despite these challenges, the project was brought in under budget and on schedule, achieving other objectives that often seem at odds with each other (best-in-class sustainability ratings, quality scores from customers, and with a remarkably low number of change requests). We found that significant stakeholder engagement early in the architect and contractor selection process leads to the right contract management process and ultimately successful outcomes. A key insight from this case involves the need for differentiated supplier relationship management for procurement-project team integration. }, number={3}, journal={Journal of Strategic Contracting and Negotiation}, publisher={SAGE Publications}, author={Ganguly, Joydeep and Handfield, Robert and Harvey, Delvin and Rasovsky, Lily}, year={2021}, month={Sep}, pages={170–195} }
 @article{simpson_segrave_quarshie_kach_handfield_panas_moore_2021, title={The role of psychological distance in organizational responses to modern slavery risk in supply chains}, volume={9}, ISSN={["1873-1317"]}, DOI={10.1002/joom.1157}, abstractNote={AbstractModern slavery is used to describe forms of coercive labor exploitation that affect more than 40 million persons globally. Such practices are difficult to identify given they exist in the informal economy, and involve vulnerable individuals. Addressing modern slavery by organizations requires awareness of its context and complexities. While corporations have increasingly sought to manage modern slavery risk in their supply chains, their understanding of what modern slavery is and what should be managed remains limited. We argue a key problem with firms’ efforts to manage modern slavery risk is that it is a psychologically distant concept for them. We apply construal level theory to explore how organizations’ psychological distance from modern slavery risk affects their management of risk. We interviewed purchasing executives at 41 global organizations in Australia, Finland, and the U.S and identified four approaches to managing modern slavery risk at different levels of psychological distance. We also identified that conflicts between organizations' approaches to risk and what they identify in their operating environment, precedes important construal shifts that help to improve organizational understanding of labor‐related risk. We highlight ways that organizations' understanding of modern slavery risk plays a role in their governance of such risk in supply chains.}, journal={JOURNAL OF OPERATIONS MANAGEMENT}, author={Simpson, Dayna and Segrave, Marie and Quarshie, Anne and Kach, Andrew and Handfield, Robert and Panas, George and Moore, Heather}, year={2021}, month={Sep} }
 @article{finkenstadt_handfield_2021, title={Tuning value chains for better signals in the post-COVID era: vaccine supply chain concerns}, volume={41}, ISSN={["1758-6593"]}, url={https://doi.org/10.1108/IJOPM-01-2021-0039}, DOI={10.1108/IJOPM-01-2021-0039}, abstractNote={PurposeThe authors identify the critical bottlenecks that exist in the vaccine supply chain that are preventing a robust coronavirus disease (COVID) response. The authors posit that improved supply chain signals can result in improved handling and distribution of vaccines in a post-COVID world and identify recommendations for redesign of the vaccine supply chain as well as future research questions for scholars.Design/methodology/approachThe supply chain operating reference (SCOR) model is used as a framework to identify each of the major gaps that exist in the supply chain for the COVID vaccine. The critical bottlenecks and delays that exist within this supply chain are identified through this framework and validated through the ongoing research and interviews in the field.FindingsWhilst the vaccine supply chain for influenza is perfectly sized for development and distribution of this cyclical virus, the emergence of a new virus created a pandemic, which has exposed a number of critical shortages. The authors find that the design of the COVID vaccine supply chain suffers from a flawed structure. To date, less than 3% of the United States and global population has been fully vaccinated. The authors advocate a “back to front design”, beginning with demand planning for actual vaccinations and working backwards toward supply planning and distribution planning. These lessons may be helpful for capacity planning and supply chain strategy for future vaccinations as variants of the COVID vaccine emerge.Originality/valueThe authors provide a unique approach for viewing the current shortages that exist in the vaccine supply chain and offer suggestions for new variants of this supply chain for the future.}, number={8}, journal={INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT}, publisher={Emerald}, author={Finkenstadt, Daniel J. and Handfield, Robert B.}, year={2021}, month={Jun} }
 @article{handfield_finkenstadt_schneller_godfrey_guinto_2020, title={A Commons for a Supply Chain in the Post‐COVID‐19 Era: The Case for a Reformed Strategic National Stockpile}, volume={98}, url={https://doi.org/10.1111/1468-0009.12485}, DOI={10.1111/1468-0009.12485}, abstractNote={
Policy Points
Reflecting on current response deficiencies, we offer a model for a national contingency supply chain cell (NCSCC) construct to manage the medical materials supply chain in support of emergencies, such as COVID‐19. We develop the following:

a framework for governance and response to enable a globally independent supply chain;
a flexible structure to accommodate the requirements of state and county health systems for receiving and distributing materials; and
a national material “control tower” to improve transparency and real‐time access to material status and location.
ContextMuch of the discussion about the failure of the COVID‐19 supply chain has centered on personal protective equipment (PPE) and the degree of vulnerability of care. Prior research on supply chain risks have focused on mitigating the risk of disruptions of specific purchased materials within a bounded region or on the shifting status of cross‐border export restrictions. But COVID‐19 has impacted every purchase category, region, and border. This paper is responsive to the National Academies of Sciences, Engineering and Medicine recommendation to study and monitor disasters and to provide governments with course of action to satisfy legislative mandates.MethodsOur analysis draws on our observations of the responses to COVID‐19 in regard to acquisition and contracting problem‐solving, our review of field discussions and interactions with experts, a critique of existing proposals for managing the strategic national stockpile in the United States a mapping of the responses to national contingency planning phases, and the identification of gaps in current national healthcare response policy frameworks and proposals.FindingsCurrent proposals call for augmenting a system that has failed to deliver the needed response to COVID‐19. These proposals do not address the key attributes for pandemic plan renewal: flexibility, traceability and transparency, persistence and responsiveness, global independence, and equitable access. We offer a commons‐based framework for achieving the opportunities and risks which are responsive to a constellation of intelligence assets working in and across focal targets of global supply chain risk.ConclusionsThe United States needs a “commons‐based strategy” that is not simply a stockpile repository but instead is a network of repositories, fluid inventories, and analytic monitoring governed by the experts. We need a coordinated effort, a “commons” that will direct both conventional and new suppliers to meet demands and to eliminate hoarding and other behaviors.}, number={4}, journal={The Milbank Quarterly}, publisher={Wiley}, author={HANDFIELD, ROBERT and FINKENSTADT, DANIEL JOSEPH and SCHNELLER, EUGENE S. and GODFREY, A. BLANTON and GUINTO, PETER}, year={2020}, month={Dec}, pages={1058–1090} }
 @article{hasan_moore_handfield_2020, title={Addressing Social Issues in Commodity Markets: Using Cost Modeling as an Enabler of Public Policy in the Bangladeshi Apparel Industry}, volume={56}, ISSN={["1745-493X"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85084464020&partnerID=MN8TOARS}, DOI={10.1111/jscm.12228}, abstractNote={Global apparel brands that source production from less developed countries are increasingly exposed to risks that arise from human rights violations. Despite widely publicized factory safety failures, reactionary regulatory efforts remain inadequate. This situation is commonly attributed to unyielding downward price pressure imposed on factories by Western brands. To address this problem, this research develops a comprehensive cost model for low‐cost apparel production following a total cost of ownership approach. Comprehensive production data for cotton T‐shirts from nine Bangladeshi factories provide the basis for model construction. The model reveals that materials generate the bulk of production costs (77%) for a T‐shirt, in contrast to worker wages which generate only 2 percent of the total production cost per unit (e.g., 16 cents out of a $8USD retail price). The TCO provides fundamental insights, grounded in real data, to guide policy and regulation among stakeholders in high‐risk, low‐cost supply chains. Based on the research context, results are considered through the lens of agency theory to provide managerial implications for relevant stakeholders.}, number={4}, journal={JOURNAL OF SUPPLY CHAIN MANAGEMENT}, author={Hasan, Rejauls and Moore, Marguerite and Handfield, Robert}, year={2020}, month={Oct}, pages={25–44} }
 @article{handfield_sun_rothenberg_2020, title={Assessing supply chain risk for apparel production in low cost countries using newsfeed analysis}, volume={25}, ISSN={["1758-6852"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85086019648&partnerID=MN8TOARS}, DOI={10.1108/SCM-11-2019-0423}, abstractNote={PurposeWith the growth of unstructured data, opportunities to generate insights into supply chain risks in low cost countries (LCCs) are emerging. Sourcing risk has primarily focused on short-term mitigation. This paper aims to offer an approach that uses newsfeed data to assess regional supply base risk in LCC’s for the apparel sector, which managers can use to plan for future risk on a long-term planning horizon.Design/methodology/approachThis paper demonstrates that the bulk of supplier risk assessments focus on short-term responses to disruptions in developed countries, revealing a gap in assessments of long-term risks for supply base expansion in LCCs. This paper develops an approach for predicting and planning for long-term supply base risk in LCC’s to address this shortfall. A machine-based learning algorithm is developed that uses the analysis of competing hypotheses heuristic to convert data from multiple news feeds into numerical risk scores and visual maps of supply chain risk. This paper demonstrates the approach by converting large amounts of unstructured data into two measures, risk impact and risk probability, leading to visualization of country-level supply base risks for a global apparel company.FindingsThis paper produced probability and impact scores for 23 distinct supply base risks across 10 countries in the apparel sector. The results suggest that the most significant long-term risks of supply disruption for apparel in LCC’s are human resource regulatory risks, workplace issues, inflation costs, safety violations and social welfare violations. The results suggest that apparel brands seeking suppliers in the regions of Cambodia, India, Bangladesh, Brazil and Vietnam should be aware of the significant risks in these regions that may require mitigative action.Originality/valueThis approach establishes a novel approach for objectively projecting future global sourcing risk, and yields visually mapped outcomes that can be applied in forecasting and planning for future risks when considering sourcing locations in LCC’s.}, number={6}, journal={SUPPLY CHAIN MANAGEMENT-AN INTERNATIONAL JOURNAL}, author={Handfield, Robert and Sun, Hang and Rothenberg, Lori}, year={2020}, month={Aug}, pages={803–821} }
 @article{handfield_graham_burns_2020, title={Corona virus, tariffs, trade wars and supply chain evolutionary design}, volume={40}, ISSN={["1758-6593"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85087638815&partnerID=MN8TOARS}, DOI={10.1108/IJOPM-03-2020-0171}, abstractNote={PurposeUsing the constructal law of physics this study aims to provide guidance to future scholarship on global supply chain management. Further, through two case studies the authors are developing, the authors report interview findings with two senior VPs from two multi-national corporations being disrupted by COVID-19. This study suggests how this and recent events will impact on the design of future global supply chains.Design/methodology/approachThe authors apply the constructal law to explain the recent disruptions to the global supply chain orthodoxy. Two interviews are presented from case studies the authors are developing in the USA and UK – one a multi-national automobile parts supplier and the other is a earth-moving equipment manufacture. Specifically, this is an exploratory pathway work trying to make sense of the COVID-19 pandemic and its impact on supply chain scholarship.FindingsAdopting the approach of Bejan, the authors believe that what is happening today with COVID-19 and other trade disruptions such as Brexit and the USA imposing tariffs is creating new obstacles that will redirect the future flow of supply chains.Research limitations/implicationsIt is clear that the COVID-19 response introduced a bullwhip effect in the manufacturing sector on a scale never-before seen. For scholars, the authors would suggest there are four pathway topics going forward. These topics include: the future state of global sourcing, the unique nature of a combined “demand” and “supply shortage” bullwhip effect, the resurrection of lean and local production systems and the development of risk-recovery contingency strategies to deal with pandemics.Practical implicationsSupply chain managers tend to be iterative and focused on making small and subtle changes to their current system and way of thinking, very often seeking to optimize cost or negotiate better contracts with suppliers. In the current environment, however, such activities have proved to be of little consequence compared to the massive forces of economic disruption of the past three years. Organizations that have more tightly compressed supply chains are enjoying a significant benefit during the COVID-19 crisis and are no longer being held hostage to governments of another country.Social implicationsAn implicit assumption in the press is that COVID-19 caught everyone by surprise, and that executives foolishly ignored the risks of outsourcing to China and are now paying the price. However, noted scholars and epidemiologists have been warning of the threats of pandemics since the severe acute respiratory syndrome (SARS) virus. The pundits would further posit that in their pursuit of low-cost production, global corporations made naive assumptions that nothing could disrupt them. Both the firms the authors have interviewed had to close plants to protect their workforce. It was indicated in the cases the authors are developing that it is going to take manufacturers on average one month to recover from 4–6 days of disruption. These companies employ many thousands of people, and direct and ancillary workers are now temporarily laid off and face an uncertain future as/when they will recover back to normal production.Originality/valueUsing the constructal law of physics, the authors seek to provide guidance to future scholarship on global supply chain management. Further, through two case studies, the authors provide the first insight from two senior VPs from two leading multi-national corporations in their respective sectors being disrupted by COVID-19. This study is the first indication to how this and recent disruptive events will impact on the design of future global supply chains. Unlike the generic work, which has recently appeared in HBR and Forbes, it is grounded in real operational insight.}, number={10}, journal={INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT}, author={Handfield, Robert B. and Graham, Gary and Burns, Laird}, year={2020}, month={Oct}, pages={1649–1660} }
 @article{taghiyeh_lengacher_handfield_2020, title={Forecasting model selection using intermediate classification: Application to MonarchFx corporation}, volume={151}, ISSN={["1873-6793"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85082110140&partnerID=MN8TOARS}, DOI={10.1016/j.eswa.2020.113371}, abstractNote={Organizations rely on accurate demand forecasts to make production and ordering decisions in a variety of supply chain positions. Significant research in time series forecasting techniques and a variety of forecasting methods are available in the market. However, selecting the most accurate forecasting model for a given time series has become a complicated decision. Prior studies of forecasting methods have used either in-sample or out-of-sample performance as the basis for model selection procedures, but typically fail to incorporate both in their decision-making framework. In this research, we develop an expert system for time series forecasting model selection, using both relative in-sample performance and out-of-sample performance simultaneously to train classifiers. These classifiers are employed to automatically select the best performing forecasting model without the need for decision-maker intervention. The new model selection scheme bridges the gap between using in-sample and out-of-sample performance separately. The best performing model on the validation set is not necessarily selected by the expert system, since both in-sample and out-of-sample information are essential in the selection process. The performance of the proposed expert system is tested using the monthly dataset from the M3-Competition, and the results demonstrate an overall minimum of 20% improvement in the optimality gap comparing to the train/validation method. The new forecasting expert system is also applied to a real case study dataset obtained from MonarchFx (a distributed logistics solutions provider). This result demonstrates a robust predictive capability with lower mean squared errors, which allows organizations to achieve a higher level of accuracy in demand forecasts.}, journal={EXPERT SYSTEMS WITH APPLICATIONS}, author={Taghiyeh, Sajjad and Lengacher, David C. and Handfield, Robert B.}, year={2020}, month={Aug} }
 @article{jaunich_decarolis_handfield_kemahlioglu-ziya_ranjithan_moheb-alizadeh_2020, title={Life-cycle modeling framework for electronic waste recovery and recycling processes}, volume={161}, ISSN={["1879-0658"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85086084470&partnerID=MN8TOARS}, DOI={10.1016/j.resconrec.2020.104841}, abstractNote={Policies and regulations such as Extended Producer Responsibility (EPR) have been implemented to potentially increase the recycling rate of electronic waste (e-waste), but the cost and environmental impacts of associated collection, transportation, material recovery, material re-processing, and disposal could outweigh the benefits of recycling if the e-waste management system is not effectively designed and implemented. This paper presents a quantitative, holistic framework to systematically estimate life-cycle impacts and costs associated with e-waste management. This new framework was tested using data from the state of Washington's EPR program to represent e-waste collection, transportation, processing and disposal. Sensitivity of process-level life-cycle model outputs to parameter and input variability was also conducted. Drop-off using fossil-fuel-powered personal vehicles was found to be a key contributor to cost and carbon dioxide emissions. Decision-makers must account for drop-off and consider the feasibility of alternate e-waste aggregation strategies to ensure life-cycle benefits of e-waste recycling are maximized.}, journal={RESOURCES CONSERVATION AND RECYCLING}, author={Jaunich, Megan Kramer and DeCarolis, Joseph and Handfield, Robert and Kemahlioglu-Ziya, Eda and Ranjithan, S. Ranji and Moheb-Alizadeh, Hadi}, year={2020}, month={Oct} }
 @article{taghiyeh_lengacher_handfield_2021, title={Loss rate forecasting framework based on macroeconomic changes: Application to US credit card industry}, volume={165}, ISSN={["1873-6793"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85090568347&partnerID=MN8TOARS}, DOI={10.1016/j.eswa.2020.113954}, abstractNote={A major part of the balance sheets of the largest U.S. 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' opinions 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.}, journal={EXPERT SYSTEMS WITH APPLICATIONS}, author={Taghiyeh, Sajjad and Lengacher, David C. and Handfield, Robert B.}, year={2021}, month={Mar} }
 @article{handfield_jeong_choi_2019, title={Emerging procurement technology: data analytics and cognitive analytics}, volume={49}, ISBN={1758-664X}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85066024508&partnerID=MN8TOARS}, DOI={10.1108/IJPDLM-11-2017-0348}, abstractNote={PurposeThe purpose of this paper is to elucidate the emerging landscape of procurement analytics. This paper focuses on the following questions: what are the current and future state of procurement analytics?; what changes in the procurement process will be required to enable integration of analytical solutions?; and what future areas of research arise when considering the future state of procurement analytics?Design/methodology/approachThis paper employs a qualitative approach that relies on three sources of information: executive interviews, a review of current and emerging technology platforms and a small survey of subject matter experts in the field.FindingsThe procurement analytics landscape developed in this research suggests that the authors will continue to see major shifts in the sourcing and supply chain technology environment in the next five years. However, there currently exists a low usage of advanced procurement analytics, and data integrity and quality issues are preventing significant advances in analytics. This study identifies the need for organizations to establish a coherent approach to collection and storage of trusted organizational data that build on internal sources of spend analysis and contract databases. In addition, currentad hocapproaches to capturing unstructured data must be replaced by a systematic data governance strategy. An important element for organizations in this evolution is managing change and the need to nourish an analytic culture.Originality/valueWhile the majority of forward-looking research and reports merely project broad technological impact of cognitive analytics and big data, much of it does not provide specific insights into functional impacts such as the impact on procurement. The analysis of this study provides us with a clear view of the potential for business analytics and cognitive analytics to be employed in procurement processes, and contributes to development of related research topics for future study. In addition, this study suggests detailed implementation strategies of emerging procurement technologies, contributing to the existing body of the literature and industry reports.}, number={10}, journal={INTERNATIONAL JOURNAL OF PHYSICAL DISTRIBUTION & LOGISTICS MANAGEMENT}, author={Handfield, Robert and Jeong, Seongkyoon and Choi, Thomas}, year={2019}, pages={972–1002} }
 @article{wieland_bals_mol_handfield_2020, title={Overcoming blind spots in global sourcing research: Exploiting the cross-sections between supply chain management and international business}, volume={26}, ISSN={["1873-0620"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85076529300&partnerID=MN8TOARS}, DOI={10.1016/j.intman.2019.100709}, abstractNote={This article reviews existing work on global sourcing and suggests a number of new theoretical directions for research in this area. We discuss how international business (IB) and supply chain management (SCM) research can benefit from increased cross-fertilization of themes and perspectives. We begin by introducing a taxonomy of global sourcing research, building on relevant insights from SCM research. We then generate recommendations for potential future research on global sourcing, particularly highlighting antecedents, processes, performance and contextual variables. SCM research employs the entire supply chain as the primary unit of analysis (rather than the individual firm), while IB research focuses primarily on international aspects, adapting to institutional contexts in a globalized world. Building on this complementarity, several specific empirical directions are proposed for future research directions.}, number={1}, journal={JOURNAL OF INTERNATIONAL MANAGEMENT}, author={Wieland, Andreas and Bals, Lydia and Mol, Michael J. and Handfield, Robert B.}, year={2020}, month={Mar} }
 @article{handfield_2019, title={Shifts in buyer-seller relationships: A retrospective on Handfield and Bechtel (2002)}, volume={83}, ISSN={["1873-2062"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85071449386&partnerID=MN8TOARS}, DOI={10.1016/j.indmarman.2019.08.012}, abstractNote={One of the most highly cited papers in the Industrial Marketing Management journal was published 17 years ago, and proposed a strong linkage in the elements of buyer-seller trust, asset specificity, contracts, and supply chain performance. In this paper, explore the question of “what has changed”? We note that the emergence of 1) real-time analytic technologies, 2) new governance models that span multiple parties across organizations in a supply chain network, and 3) new digital innovation requiring partnering with new entities are required to produce end to end analytical capabilities. We offer three new propositions that provide some insights towards future research areas, and we also note that although interpersonal buyer-seller relationships will remain important, digital transformation is changing the nature of how these will unfold. Our propositions provide insights on how the role of technology and other shifts in the supply chain ecosystem is shifting the role of buyers and sellers in the industrial landscape. I offer these insights in the hope that they may provide a basis for future researchers to engage in research in the field of emerging industrial buyer-seller relationships, and devote this paper to the memory of Christian.}, journal={INDUSTRIAL MARKETING MANAGEMENT}, author={Handfield, Robert}, year={2019}, month={Nov}, pages={194–206} }
 @article{moheb-alizadeh_handfield_2019, title={Sustainable supplier selection and order allocation: A novel multi-objective programming model with a hybrid solution approach}, volume={129}, ISSN={["1879-0550"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85060500491&partnerID=MN8TOARS}, DOI={10.1016/j.cie.2019.01.011}, abstractNote={Sustainable supplier selection is the process of identifying the appropriate supply partners of an organization with the most beneficial monetary value, while diminishing the various effects of its operations on society and environment. Therefore, it plays a significant role in moving an organization toward sustainable development. Alongside sustainable supplier selection, assigning proper quantity of orders to suppliers satisfying sustainability criteria is another activity that should be simultaneously carried out in order to develop a comprehensive tool in sustainable supplier management. Meanwhile, the issue of sustainable supplier selection and order allocation has attracted limited attention in the literature. The present paper aims at developing an inclusive multi-objective mixed integer linear programming model, which accounts for multiple periods, multiple products and multimodal transportation, to evaluate suppliers and allocate order quantities. Furthermore, the developed model that includes all sustainability aspects also takes both shortage and discount conditions into account. A hybrid three-step solution methodology is then presented, using which the original multi-objective problem is firstly converted to a single objective model by ε-constraint method. In the second step, the current single objective programming model is solved using the Benders decomposition algorithm that in turn is accelerated by a variety of algorithmic enhancements. Finally, among all the Pareto optimal solutions of the original multi-objective programming problem, the preferable solution is intelligently selected based on the DEA super efficiency score of all purchasing firms as a decision support tool. The applicability of the proposed approach is illustrated by a real-world case study in automotive industry.}, journal={COMPUTERS & INDUSTRIAL ENGINEERING}, author={Moheb-Alizadeh, Hadi and Handfield, Robert}, year={2019}, month={Mar}, pages={192–209} }
 @article{roscoe_cousins_handfield_2019, title={The microfoundations of an operational capability in digital manufacturing}, volume={65}, ISSN={["1873-1317"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85067411163&partnerID=MN8TOARS}, DOI={10.1002/joom.1044}, abstractNote={AbstractThis article seeks insights into how individuals, processes, and structures interact to form the microfoundations of an operational capability in digital manufacturing. Using a knowledge‐based theory lens, we develop an empirical framework that explains how structures and processes encourage individuals to interact and share knowledge, and through these interactions, operating routines and operational capabilities emerge. The model is further refined using data collected from 40 interviews, steering committee meetings and participant observations at a high technology aerospace company. We find that discrete technologies, used in one component or subassembly, can be developed within authority‐based hierarchies using rigid new product development processes. We also find that whole system technologies that affect multiple aspects of the final product require flexible processes and consensus‐based hierarchical structures. Consensus‐based structures include centers of competence, which provide individuals the freedom to “learn through failure” and develop flexible ad hoc problem solving processes. Such flexible processes encourage individuals to learn from their mistakes and share new knowledge on a repetitive basis, leading to the emergence of operating routines. The paper contributes to the knowledge‐based view by empirically demonstrating how different types of new technology development programs, be they for discrete or whole system technologies, may benefit from different configurations of flexible/rigid processes and authority‐based/consensus‐based structures.}, number={8}, journal={JOURNAL OF OPERATIONS MANAGEMENT}, author={Roscoe, Samuel and Cousins, Paul D. and Handfield, Robert}, year={2019}, month={Dec}, pages={774–793} }
 @article{oliveira_handfield_2019, title={Analytical foundations for development of real-time supply chain capabilities}, volume={57}, ISSN={["1366-588X"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85049803750&partnerID=MN8TOARS}, DOI={10.1080/00207543.2018.1493240}, abstractNote={The emergence of real-time supply chain visibility technologies has raised challenges for organisations in developing the required management capabilities required to exploit enhanced visibility. The convergence of cloud computing, mobile technology, distributed computing, and data integration technologies has enabled managers for the first time to have real-time visibility of material flows in end to end supply chains, enhancing their ability to identify bottlenecks and disruptions of material flows anywhere in their network. To effectively harness these technologies, a new set of managerial decision-making capabilities as well as enhanced data governance disciplines will be required. In this research, we employ organisational information processing theory to explore the relationship of analytical capabilities, data quality, reporting quality, and real-time data capabilities on supply chain performance. Our research model suggests that the benefits of real-time information technologies are dependent on quality reporting and managerial analytical strengths to derive supply chain benefits. The implications for managerial applications and research are further described based on these findings.}, number={5}, journal={INTERNATIONAL JOURNAL OF PRODUCTION RESEARCH}, author={Oliveira, Marcos Paulo and Handfield, Robert}, year={2019}, month={Mar}, pages={1571–1589} }
 @book{handfield_2018, title={Patient-focused network integration in BioPharma: Strategic imperatives for the years ahead}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85055131595&partnerID=MN8TOARS}, DOI={10.4324/9781315300337}, abstractNote={Patient-focused network integration in biopharma , Patient-focused network integration in biopharma , سازمان راهداری وحمل و نقل جاده ای}, journal={Patient-Focused Network Integration in BioPharma: Strategic Imperatives for the Years Ahead}, author={Handfield, R.}, year={2018}, pages={1–173} }
 @article{moheb-alizadeh_handfield_2018, title={The Impact of Raw Materials Price Volatility on Cost of Goods Sold (COGS) for Product Manufacturing}, volume={65}, url={https://doi.org/10.1109/TEM.2018.2796447}, DOI={10.1109/TEM.2018.2796447}, abstractNote={The supply chain ecosystem has become increasingly volatile due to a host of different factors. In an unpredictable environment, the factors influencing decision-making fluctuate constantly over time, and the effect of volatility on supply chain parameters such as cost, revenue, and working capital must be evaluated periodically. This paper seeks to develop a set of mathematical programming models for exploring the impact of price fluctuation of raw materials on the cost of goods sold (COGS) of end products relative to targets in manufacturing companies. The mathematical programming problems proposed in this paper rationally minimize the COGS of end products while satisfying a set of constraints regarding forecasting and physical conditions. The optimal solutions of the proposed models provide guidelines on the optimal price at which to purchase all raw materials, leading to the minimum the overall COGS value for the enterprise. We also introduce a special type of sensitivity analysis, in which we explore the conditions where the optimal purchasing price of a raw material used to manufacture an end product changes within its feasibility range, and the relative effect on how much the minimum COGS of end products fluctuates. Finally, an empirical example presented in this paper illustrates the practicality and usefulness of the proposed approach in practice.}, number={3}, journal={IEEE Transactions on Engineering Management}, publisher={Institute of Electrical and Electronics Engineers (IEEE)}, author={Moheb-Alizadeh, Hadi and Handfield, Robert}, year={2018}, month={Aug}, pages={460–473} }
 @article{handfield_2018, title={The US Needs to Step Up Biobased Investment to Catch Up with the Rest of the World}, volume={14}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85045520452&partnerID=MN8TOARS}, DOI={10.1089/ind.2018.29123.rha}, abstractNote={Industrial BiotechnologyVol. 14, No. 2 CommentariesThe US Needs to Step Up Biobased Investment to Catch Up with the Rest of the WorldRobert HandfieldRobert HandfieldSearch for more papers by this authorPublished Online:1 Apr 2018https://doi.org/10.1089/ind.2018.29123.rhaAboutSectionsView articleView Full TextPDF/EPUB Permissions & CitationsPermissionsDownload CitationsTrack CitationsAdd to favorites Back To Publication ShareShare onFacebookTwitterLinked InRedditEmail View article"The US Needs to Step Up Biobased Investment to Catch Up with the Rest of the World." Industrial Biotechnology, 14(2), pp. 81–82FiguresReferencesRelatedDetails Volume 14Issue 2Apr 2018 InformationCopyright 2018, Mary Ann Liebert, Inc.To cite this article:Robert Handfield.The US Needs to Step Up Biobased Investment to Catch Up with the Rest of the World.Industrial Biotechnology.Apr 2018.81-82.http://doi.org/10.1089/ind.2018.29123.rhaOnline Ahead of Print:April 5, 2018Published in Volume: 14 Issue 2: April 1, 2018PDF download}, number={2}, journal={Industrial Biotechnology}, author={Handfield, R.}, year={2018}, pages={81–82} }
 @article{bruccoleri_perrone_mazzola_handfield_2019, title={The magnitude of a product recall: offshore outsourcing vs. captive offshoring effects}, volume={57}, ISSN={["1366-588X"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85055125961&partnerID=MN8TOARS}, DOI={10.1080/00207543.2018.1533652}, abstractNote={The escalation in product recalls in recent years is attributed to the rise of globalisation and associated challenges of offshoring. Extant SCM research suggests that product recalls have a significant negative impact on financial performance, but gaps exist relative to the managerial actions to minimise their impact. Recall response strategies have become more important in the press, given that a single recall may result in the mandatory withdrawal of millions of products from the market, with firms incurring enormous logistics costs and brand damage. In this study, we address this gap in the research, and using a measure of product recall defined as the volume of products withdrawn from the market due to product quality failure. We explore the scale of the recall in the context of pharmaceutical sector global sourcing strategies, exploring whether the variation in global sourcing decisions not only increases the likelihood of a recall, but also influences the capability to minimise the total cost of recall. Our results suggest that offshore outsourcing and captive offshoring have opposite effects in terms of their influence on the magnitude of product recall. We summarise the implications through a compelling set of insights for future global sourcing strategy research themes.}, number={13}, journal={INTERNATIONAL JOURNAL OF PRODUCTION RESEARCH}, author={Bruccoleri, Manfredi and Perrone, Giovanni and Mazzola, Erica and Handfield, Robert}, year={2019}, month={Jul}, pages={4211–4227} }
 @article{oliveira_handfield_2017, title={An enactment theory model of supplier financial disruption risk mitigation}, volume={22}, ISSN={["1758-6852"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85032658389&partnerID=MN8TOARS}, DOI={10.1108/scm-03-2017-0121}, abstractNote={
Purpose
The purpose of this study is to examine supplier financial risk through the lens of Enactment Theory, to explore the role of transparency and communication on buyers’ perceptions of supplier default risk. The authors develop a theoretical model proposing that buyer communication with suppliers leads to preemptive actions that may prevent supplier financial default and fewer supply disruptions. The results suggest that reducing equivocality in buyers through communication with suppliers leads to understanding of financial factors not captured through third-party financial indicators, leading to proactive risk mitigation activities that prevent disruptions during recessionary economic cycles. This research proposes that transparency and communication reduces equivocality in buyers, spurring them to take contractual actions that reduces, financial default in key suppliers, which leads to fewer supply disruptions.


Design/methodology/approach
Survey data collected from 175 firms in the North America and Brazil during a period of the global recession is used to test the impact of communication with suppliers on supply chain disruptions in periods of economic crisis. This relationship is mediated by proactive contract renegotiation and supplier financial health, supporting a model grounded in Enactment Theory.


Findings
Results show that buyers who regularly assess and develop an understanding of their key suppliers’ financial conditions are more likely to re-negotiate contracts that revise payment terms, leading to improved supplier working capital and fewer supply chain disruptions.


Research limitations/implications
Validation of industry-specific financial ratios and figures could provide a richer set of insights and some quantitative measures for establishing baseline on what levels of financial ratios actually result in disruptions. However, future research should consider using a cross-sectional sample and, in addition, a qualitative approach to capture risk from a greater variety of industries and supply chain dynamics.


Originality/value
The notion of effective communication flows as a means for reduction of supplier disruption risk is aligned with Enactment Theory views that emphasize the benefits of risk reduction. Equivocality is reduced in buyers through information exchange and formal assessments in complex environments. This research suggests that while such communication does not have a direct effect on supply disruption risk, it is mediated through proactive buyer actions to improve supplier financial health and contract re-negotiation mechanisms that may preempt financial distress. These are important lessons learned that provide guidelines for supply chain executives in future economic recessions that may occur in the coming years.
}, number={5}, journal={SUPPLY CHAIN MANAGEMENT-AN INTERNATIONAL JOURNAL}, author={Oliveira, Marcos Paulo and Handfield, Robert}, year={2017}, pages={442–457} }
 @article{moheb-alizadeh_handfield_2018, title={An integrated chance-constrained stochastic model for efficient and sustainable supplier selection and order allocation}, volume={56}, ISSN={["1366-588X"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85060430985&partnerID=MN8TOARS}, DOI={10.1080/00207543.2017.1413258}, abstractNote={Effective allocation of scarce resources across supply chain environments is an emerging issue, as enterprises face shortfalls in raw materials, human labour, budgetary resources, equipment, energy and capacity. We consider these related objectives in designing efficient and sustainable supply networks using a multi-objective mixed-integer non-linear programming (MINLP) model for efficient and sustainable supplier selection and order allocation with stochastic demand. Our approach considers sustainability dimensions including economic, environmental and social responsibility, but also seeks to design the most efficient supply network given constraints of the supply market. Enterprise efficiency is assessed using a bi-objective data envelopment analysis (DEA) whose inputs include raw materials, current expenses and labour force capacity. The resulting model is non-convex because of the presence of bilinear terms in DEA-related constraints, so we introduce a multi-stage solution procedure that first uses piecewise McCormick envelopes (PCM) to linearise the bilinear terms. Next, we introduce a set of valid inequalities in order to improve solution time of the problem whose dimension significantly increases after being linearised. We then exploit chance constrained programming approaches to deal with stochastic demand. Finally, a single aggregated objective function is derived using a fuzzy multi-objective programming approach. A manufacturing case study demonstrates the validity of the proposed approach, and its effectiveness in designing a supply network that addresses the ‘triple bottom line’ of people, profit and planet that comprises many sustainability initiatives in an efficient manner.}, number={21}, journal={INTERNATIONAL JOURNAL OF PRODUCTION RESEARCH}, author={Moheb-Alizadeh, Hadi and Handfield, Robert}, year={2018}, month={Nov}, pages={6890–6916} }
 @article{mazzola_perrone_handfield_2018, title={Change Is Good, But Not Too Much: Dynamic Positioning in the Interfirm Network and New Product Development}, volume={35}, ISSN={["1540-5885"]}, url={https://doi.org/10.1111/jpim.12438}, DOI={10.1111/jpim.12438}, abstractNote={This research considers the dynamic positioning of an enterprise in an interfirm network and its propensity for new product development. Specifically, we explore how firms reconcile the dichotomy between central and structural holes network positions, by dynamically shifting from a central to a structural holes position (and vice versa) over time. By grounding this research in network dynamics theory, we argue how prior strong central (structural holes) network positions in the interfirm network increase the likelihood the firm will benefit from structural holes (central) positions in the following time period. We also propose that these positions can be modeled by an inverted U‐shaped relationship, which determines the firm's ability to develop new products. Indeed, by balancing central and structural holes positions, firms derive product development advantages from both network positions while reducing the relative drawbacks. However, a risk of such dynamic behavior is that when applied too often, it may prevent firms from assimilating the advantages brought by the two network positions. We test our theoretical framework with a sample of firms from the biopharmaceutical industry over a period of 10 years (2001 until 2010) using two approaches. First, we test the presence of dynamic behaviors using a panel data sample consisting of a network of 3121 firms observed for 10 years (2001–2010). Second, we explore the effect of dynamic behavior on each firm's ability to develop new products using a cross‐sectional data sample of 544 public firms belonging to the network of the 3121 firms. Our results suggest that a dynamic perspective employed in reconciling the dichotomy between central and structural holes network positions increases the ability of a firm to develop new products. However, findings also suggest that if firms shift too often from one network position to another, benefits of the dynamic network strategy are diminished.}, number={6}, journal={JOURNAL OF PRODUCT INNOVATION MANAGEMENT}, publisher={Wiley}, author={Mazzola, Erica and Perrone, Giovanni and Handfield, Robert}, year={2018}, month={Nov}, pages={960–982} }
 @article{handfield_venkitaraman_murthy_2017, title={Do prices vary with purchase volumes in healthcare contracts?}, url={https://doi.org/10.1177/2055563619837882}, DOI={10.1177/2055563619837882}, abstractNote={ Hospitals are facing severe increases in the cost of clinical supplies, and a common strategy is to drive economies of scale achieved by hospital consolidation. The supply strategy of “volume leveraging” involves sourcing through contracts with Group Purchasing Organizations (GPOs) for commercial distributors and manufacturers of medical products. This study seeks to document the empirical benefits associated with volume leveraging, through analysis of purchasing data from three large hospitals. The dependent variables include a number of factors that are used to justify volume leveraging approaches, yet the study finds no significant explanatory factors that determine price variation related to the volume purchased. Interviews with physicians and clinicians suggest that poor data quality leads to lack of transparency, and an inability to aggregate volumes across inventory SKUs may be preventing volume-based cost savings from materializing. The results also suggest that lack of transparency results in low levels of utilization, which increases costs. }, journal={Journal of Strategic Contracting and Negotiation}, author={Handfield, Robert B and Venkitaraman, Jaikishen and Murthy, Shweta}, year={2017}, month={Dec} }
 @article{bachrach_bendoly_beu ammeter_blackburn_brown_burke_callahan_chen_day_ellstrand_et al._2017, title={On Academic Rankings, Unacceptable Methods, and the Social Obligations of Business Schools}, volume={48}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85018888470&partnerID=MN8TOARS}, DOI={10.1111/deci.12274}, abstractNote={ABSTRACTInspired by recent discussions of the systematic costs that external rankings impose on academic institutions, and the undeniable shifts in the landscape of institutional data, a concerted and pragmatic re‐evaluation of ranking efforts has begun. In this study, multiple administrators and researchers representing both public and private institutions across the United States weigh in on these issues. While reaffirming the social contract we hold with society, we argue that the fundamental methodological shortcomings of existing rankings, and ultimately any ordinal ranking system, limit the value of current rankings. These shortcomings emerge from the conceptualization and the architecture of comparisons, and are evident in survey designs, data collection methods, and data aggregation procedures. Our discussion continues by outlining the minimal requirements that a socially responsible, transparent, flexible, and highly representative rating (vs. ranking) approach should employ. Ultimately, we call on academic institutions and organizing bodies to take a collective stand against existing rankings and to embrace the strategic use of multidimensional alternatives that faithfully serve prospective students, parents, and other key stakeholders. We conclude with a number of suggestions and opportunities for practice‐oriented research in the decision sciences aimed to support this fundamental shift in evaluative framing.}, number={3}, journal={Decision Sciences}, author={Bachrach, D.G. and Bendoly, E. and Beu Ammeter, D. and Blackburn, R. and Brown, K.G. and Burke, G. and Callahan, T. and Chen, K.Y. and Day, V.H. and Ellstrand, A.E. and et al.}, year={2017}, pages={561–585} }
 @article{bachrach_bendoly_ammeter_blackburn_brown_burke_callahan_chen_day_ellstrand_et al._2017, title={On academic rankings, unacceptable methods, and the social obligations of business schools}, volume={48}, number={3}, journal={Decision Sciences}, author={Bachrach, D. G. and Bendoly, E. and Ammeter, D. B. and Blackburn, R. and Brown, K. G. and Burke, G. and Callahan, T. and Chen, K. Y. and Day, V. H. and Ellstrand, A. E. and et al.}, year={2017}, pages={561–585} }
 @article{assis_gonzalez_kelley_jameel_bilek_daystar_handfield_golden_prestemon_singh_et al._2017, title={Risk management consideration in the bioeconomy}, volume={11}, ISSN={1932-104X 1932-1031}, url={http://dx.doi.org/10.1002/bbb.1765}, DOI={10.1002/bbb.1765}, abstractNote={AbstractIn investing in a new venture, companies aim to increase their competitiveness and generate value in scenarios where volatile markets, geopolitical instabilities, and disruptive technologies create uncertainty and risk. The biobased industry poses additional challenges as it competes in a mature, highly efficient market, dominated by petroleum‐based companies, and faces significant feedstock availability and variability constraints, limited technological data, and uncertain market conditions for newly developed products. Thus, decision‐making strategies and processes for these investment projects must consider solid risk estimation and mitigation measures. Focusing on the biobased industrial sector, this paper critically reviews state‐of‐the‐art probabilistic and deterministic methodologies for assessing financial risk; discusses how a complete risk analysis should be performed; and addresses risk management, listing major risks and possible mitigation strategies. © 2017 Society of Chemical Industry and John Wiley & Sons, Ltd}, number={3}, journal={Biofuels, Bioproducts and Biorefining}, publisher={Wiley}, author={Assis, C. A. and Gonzalez, R. and Kelley, S. and Jameel, H. and Bilek, T. and Daystar, J. and Handfield, R. and Golden, J. and Prestemon, J. and Singh, D. and et al.}, year={2017}, month={Apr}, pages={549–566} }
 @inbook{handfield_linton_2017, title={The LIVING Supply Chain The Evolving Imperative of Operating in Real Time Preface}, ISBN={0}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85032711825&partnerID=MN8TOARS}, DOI={10.1002/9781119308027}, booktitle={LIVING SUPPLY CHAIN: THE EVOLVING IMPERATIVE OF OPERATING IN REAL TIME}, author={Handfield, R. and Linton, T.}, year={2017}, pages={XIII-} }
 @article{wieland_handfield_durach_2016, title={Mapping the Landscape of Future Research Themes in Supply Chain Management}, volume={37}, ISSN={["2158-1592"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84986922165&partnerID=MN8TOARS}, DOI={10.1111/jbl.12131}, abstractNote={Supply chain researchers are confronted with a dizzying array of research questions, many of which are not mutually independent. This research was motivated by the need to map the landscape of research themes, identify potential overlapping areas and interactions, and provide guidelines on areas of focus for researchers to pursue. We conducted a three‐phase research study, beginning with an open‐ended collection of opinions on research themes collected from 102 supply chain management (SCM) researchers, followed by an evaluation of a consolidated list of themes by 141 SCM researchers. These results were then reviewed by 10 SCM scholars. Potential interactions and areas of overlap were identified, classified, and integrated into a compelling set of ideas for future research in the field of SCM. We believe these ideas provide a forward‐looking view on those themes that will become important, as well as those that researchers believe should be focused on. While areas of research deemed to become most important include big data and analytics, the most under‐researched areas include efforts that target the “people dimension” of SCM, ethical issues and internal integration. The themes are discussed in the context of current developments that the authors believe will provide a valuable foundation for future research.}, number={3}, journal={JOURNAL OF BUSINESS LOGISTICS}, author={Wieland, Andreas and Handfield, Robert B. and Durach, Christian F.}, year={2016}, month={Sep}, pages={205–212} }
 @article{golden_handfield_daystar_mcconnell_2015, title={An Economic Impact Analysis of the US Biobased Products Industry: A Report to the Congress of the United States of America}, volume={11}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84938888651&partnerID=MN8TOARS}, DOI={10.1089/ind.2015.29002.jsg}, abstractNote={Industrial BiotechnologyVol. 11, No. 4 Industry ReportAn Economic Impact Analysis of the US Biobased Products Industry: A Report to the Congress of the United States of AmericaJay S. Golden, Robert B. Handfield, Jesse Daystar, and T. Eric McConnellJay S. GoldenCenter for Sustainability & Commerce, Duke University, Durham, NCSearch for more papers by this author, Robert B. HandfieldSupply Chain Resource Cooperative, North Carolina State University, Raleigh, NCSearch for more papers by this author, Jesse DaystarCenter for Sustainability & Commerce, Duke University, Durham, NCSearch for more papers by this author, and T. Eric McConnellDepartment of Forest Biomaterials, North Carolina State University, Raleigh, NCSearch for more papers by this authorPublished Online:7 Aug 2015https://doi.org/10.1089/ind.2015.29002.jsgAboutSectionsView articleView Full TextPDF/EPUB Permissions & CitationsPermissionsDownload CitationsTrack CitationsAdd to favorites Back To Publication ShareShare onFacebookTwitterLinked InRedditEmail View articleFiguresReferencesRelatedDetailsCited byProduction of Recombinant Biopharmaceuticals in Chlamydomonas reinhardtii29 December 2022 | International Journal of Plant Biology, Vol. 14, No. 1Mushroom Packages10 October 2022Consumer Preferences in Greece for Bio-Based Products: a Short Communication13 October 2022 | Circular Economy and Sustainability, Vol. 11Organic food and Instagram health and wellbeing influencers: an emerging country's perspective with gender as a moderator21 June 2022 | British Food Journal, Vol. 38Building blend from recycling acrylonitrile–butadiene–styrene and high impact-resistance polystyrene through dextro-glucoseReactive and Functional Polymers, Vol. 175Extremophiles as Gold Mines for Bioprospecting22 April 2022Inattention, availability bias, and attribute premium estimation for a biobased product20 September 2021 | Agricultural Economics, Vol. 53, No. 2Efficacy, economics, and sustainability of bio-based insecticides from thermochemical biorefineries1 January 2021 | Green Chemistry, Vol. 23, No. 24Remote Sensing-Based Estimation of Advanced Perennial Grass Biomass Yields for Bioenergy10 November 2021 | Land, Vol. 10, No. 11One-Pot Terpolymerization Synthesis of High Carbon Biocontent Recyclable Epoxy Thermosets and Their Composites with Flax Woven Fibers14 June 2021 | ACS Sustainable Chemistry & Engineering, Vol. 9, No. 25A Cross-Country Measurement of the EU Bioeconomy: An Input–Output Approach10 March 2021 | Sustainability, Vol. 13, No. 6Forest to Mill Timber Price Trends and Volatility for Mississippi Timber Products16 June 2021 | Forest Products Journal, Vol. 71, No. 2The Global Demand for Biofuels and Biotechnology‐Derived Commodity Chemicals3 April 2020Rank-Ordered Analysis of Consumer Preferences for the Attributes of a Value-Added Biofuel Co-Product18 March 2020 | Sustainability, Vol. 12, No. 6Enabling Bioeconomy with Offshore Macroalgae Biorefineries15 October 2019PerspectivesEconomic Impacts of Value Addition to Agricultural Byproducts18 November 2019Low-Carbon Futures for Bioethylene in the United States22 May 2019 | Energies, Vol. 12, No. 10Gender Perspectives on Forest Services in the Rise of a Bioeconomy Discourse6 November 2019TERMINOLOGICAL APPARATUS IN THE FIELD OF BIOECONOMY1 January 2019 | Trakia Journal of Sciences, Vol. 17, No. Suppl.1A framework for the identification of promising bio‐based chemicals10 July 2018 | Biotechnology and Bioengineering, Vol. 115, No. 9BioProducts Business, Vol. 3, No. 5Techno-economic analysis of butanol production from lignocellulosic biomass by concentrated acid pretreatment and hydrolysis plus continuous fermentationBiochemical Engineering Journal, Vol. 134Fast Pyrolysis of Opuntia ficus-indica (Prickly Pear) and Grindelia squarrosa (Gumweed)8 February 2018 | Energy & Fuels, Vol. 32, No. 3Bioprospecting of Extremophiles for Biotechnology Applications3 July 2018Measuring the Bioeconomy: Economics and PoliciesAnnual Review of Resource Economics, Vol. 9, No. 1Preparing for the Era of the Digitally Transparent Supply Chain: A Call to Research in a New Kind of Journal24 November 2016 | Logistics, Vol. 1, No. 1Risk management consideration in the bioeconomy10 April 2017 | Biofuels, Bioproducts and Biorefining, Vol. 11, No. 3Life cycle analysis of corn‐stover‐derived polymer‐grade l‐lactic acid and ethyl lactate: greenhouse gas emissions and fossil energy consumption15 December 2016 | Biofuels, Bioproducts and Biorefining, Vol. 11, No. 2BioProducts Business, Vol. 2, No. 2Collaborative Perspective in Bio-Economy Development: A Mixed Method Approach22 August 2017Conversion of SPORL pretreated Douglas fir forest residues into microbial lipids with oleaginous yeasts1 January 2016 | RSC Advances, Vol. 6, No. 25 Volume 11Issue 4Aug 2015 InformationCopyright 2015, Mary Ann Liebert, Inc.To cite this article:Jay S. Golden, Robert B. Handfield, Jesse Daystar, and T. Eric McConnell.An Economic Impact Analysis of the US Biobased Products Industry: A Report to the Congress of the United States of America.Industrial Biotechnology.Aug 2015.201-209.http://doi.org/10.1089/ind.2015.29002.jsgPublished in Volume: 11 Issue 4: August 7, 2015PDF download}, number={4}, journal={Industrial Biotechnology}, author={Golden, J.S. and Handfield, R.B. and Daystar, J. and McConnell, T.E.}, year={2015}, pages={201–209} }
 @article{huang_handfield_2015, title={Measuring the benefits of ERP on supply management maturity model: a "big data" method}, volume={35}, ISSN={["1758-6593"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84920653277&partnerID=MN8TOARS}, DOI={10.1108/ijopm-07-2013-0341}, abstractNote={
               Purpose
                – The purpose of this paper is to investigate the effects of implementing enterprise resource planning (ERP) systems and the selection of ERP vendors on supply management performance for Fortune 500. 
            
            
               Design/methodology/approach
                – The paper adopts the supply chain maturity model adopted by Gupta and Handfield (2011) and used publicly available information such as articles, research report, newspapers to develop objective maturity ratings for four key indicators – strategic sourcing, category management, and supplier relationship management. 
            
            
               Findings
                – The analysis results suggest ERP users are more mature than non-ERP users in three key indicators: strategic sourcing, category management, and supplier relationship management. Moreover, SAP ERP users are more mature than non-ERP users in strategic sourcing, category management, and supplier relationship management. 
            
            
               Research limitations/implications
                – This study does not account for the longitudinal performance of ERP systems, nor does it account for differences between organizational scope of ERP deployment, global reach, or implementation duration. The authors also did not include other measures of supply chain performance outside of the procurement area. These factors could provide further insights to supply chain performance, and will be an interesting topic for future research. 
            
            
               Practical implications
                – This study provides an extensive analysis of how the deployment of ERP systems and the selection of ERP vendors can benefit a company’s supply chain performance. This information is valuable for companies that are considering adapting an ERP system. 
            
            
               Originality/value
                – This paper uses innovative an maturity assessment rating approach with publicly available resources to measure supply management performance across different companies. This method is novel and provides valuable insights to how ERP systems and their vendors’ impact supply chain management performance.
            }, number={1}, journal={INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT}, author={Huang, Yung-Yun and Handfield, Robert B.}, year={2015}, pages={2–25} }
 @article{handfield_golden_2015, title={The Biobased Products Industry: Reflections and Insights from a Multi-Year Empirical and Modeling Evaluation for the Congress of the United States}, volume={11}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84938856041&partnerID=MN8TOARS}, DOI={10.1089/ind.2015.29006.rbh}, abstractNote={Industrial BiotechnologyVol. 11, No. 4 CommentaryThe Biobased Products Industry: Reflections and Insights from a Multi-Year Empirical and Modeling Evaluation for the Congress of the United StatesRobert B. Handfield and Jay S. GoldenRobert B. HandfieldSupply Chain Resource Cooperative-Poole College of Management, North Carolina State University, Raleigh, NCSearch for more papers by this author and Jay S. GoldenDuke Center for Sustainability & Commerce-Nicholas School of the Environment, Duke University, Durham, NCSearch for more papers by this authorPublished Online:7 Aug 2015https://doi.org/10.1089/ind.2015.29006.rbhAboutSectionsView articleView Full TextPDF/EPUB Permissions & CitationsPermissionsDownload CitationsTrack CitationsAdd to favorites Back To Publication ShareShare onFacebookTwitterLinked InRedditEmail View articleFiguresReferencesRelatedDetailsCited byScaling up of renewable chemicalsCurrent Opinion in Biotechnology, Vol. 38 Volume 11Issue 4Aug 2015 InformationCopyright 2015, Mary Ann Liebert, Inc.To cite this article:Robert B. Handfield and Jay S. Golden.The Biobased Products Industry: Reflections and Insights from a Multi-Year Empirical and Modeling Evaluation for the Congress of the United States.Industrial Biotechnology.Aug 2015.183-187.http://doi.org/10.1089/ind.2015.29006.rbhPublished in Volume: 11 Issue 4: August 7, 2015PDF download}, number={4}, journal={Industrial Biotechnology}, author={Handfield, R.B. and Golden, J.S.}, year={2015}, pages={183–187} }
 @inproceedings{lewis_werner_hester_chu_golden_daystar_handfield_mcconnell_buckhalt_wheat_2015, title={The economic impact of the biobased products industry}, volume={4}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84983565608&partnerID=MN8TOARS}, booktitle={Proceedings of the Air and Waste Management Association's Annual Conference and Exhibition, AWMA}, author={Lewis, E.E. and Werner, A.S. and Hester, C.I. and Chu, J. and Golden, J.S. and Daystar, J. and Handfield, R.B. and McConnell, E. and Buckhalt, R.B. and Wheat, M.}, year={2015}, pages={2787–2791} }
 @article{handfield_cousins_lawson_petersen_2015, title={How Can Supply Management Really Improve Performance? A Knowledge-Based Model of Alignment Capabilities}, volume={51}, ISSN={["1745-493X"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84936089418&partnerID=MN8TOARS}, DOI={10.1111/jscm.12066}, abstractNote={Prior research has underscored the importance of internal and external supply chain integration, but the growing role of the supply management organization in developing this capability is not well specified. In this research, we explore the concept of supply management alignment, defined as the behavioral characteristics and process requirements for understanding and explicitly outlining internal stakeholder needs, and linking these to supplier performance agreements. Using the lens of dynamic capabilities, we propose a theoretical model for creating supply management alignment. This model presents the synergistic effects derived through strong internal lines of communication combined with external supply relationships based on defined metrics and processes. The underlying set of requirements to achieve supply management alignment is proposed and tested in this model, thereby enhancing our understanding of the processes and behaviors required for integration of internal stakeholder needs with external suppliers, which can lead to improved performance. We explore the complementary effects of supply management alignment on network agility and supplier performance improvements. Data from 151 UK manufacturing firms are used to test the model. The results provide a unifying framework tying together many of the prescriptive elements of strategic sourcing into a more coherent theoretical model and establish the basis for future studies of supply management alignment capabilities.}, number={3}, journal={JOURNAL OF SUPPLY CHAIN MANAGEMENT}, author={Handfield, Robert B. and Cousins, Paul D. and Lawson, Benn and Petersen, Kenneth J.}, year={2015}, month={Jul}, pages={3–17} }
 @inproceedings{handfield_2014, title={Organizational structure and application of supply market intelligence: Current trends and best practice}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84906821359&partnerID=MN8TOARS}, DOI={10.1145/2609876.2609885}, abstractNote={The intent of this study is to explore the concept of supply market intelligence (SMI), and how it can be extended to business decision-making beyond supply.}, booktitle={ACM International Conference Proceeding Series}, author={Handfield, R.}, year={2014}, pages={36–40} }
 @article{eltantawy_giunipero_handfield_2014, title={Strategic sourcing management's mindset: strategic sourcing orientation and its implications}, volume={44}, ISSN={["1758-664X"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84915771732&partnerID=MN8TOARS}, DOI={10.1108/ijpdlm-02-2014-0045}, abstractNote={Purpose– Recently, focus in strategic sourcing (SS) has shifted from the exchange of tangible goods toward the exchange of intangibles, such as specialized skills, knowledge, and processes. The purpose of this paper is to aim to delineate the domain of, and operationally test, strategic sourcing orientation (SSO); a management philosophy directed at identifying and meeting the needs and goals of SS.Design/methodology/approach– Using a mixed-methods research design and underpinned by a service dominant logic (SDL) inspired resource-based view (RBV), the authors first use the qualitative input of 41 top sourcing executives in four focus groups to derive four first-order “orientations” (learning, performance, planning, and relational-process) that were found to reflect SSO. Second, the authors propose a theoretically grounded operationalization of SSO derived from the qualitative data and extant literature. A sample of 174 top sourcing executives was used to test the proposed SSO and its impact on SS reputation, supplier management, and performance outcomes.Findings– The results indicate strong support for the theorized SSO and its impact on SS reputation and supplier management, and, consequently, on performance outcomes.Originality/value– While many firms encourage a culture to enable SS to realize enhanced performance, research has failed to provide a holistic account of this orientation. This study employs a mixed-methods research design to conceptualize and operationalize such orientation.}, number={10}, journal={INTERNATIONAL JOURNAL OF PHYSICAL DISTRIBUTION & LOGISTICS MANAGEMENT}, author={Eltantawy, Reham and Giunipero, Larry and Handfield, Robert}, year={2014}, pages={768–795} }
 @article{golden_handfield_2014, title={The emergent industrial bioeconomy}, volume={10}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84918787609&partnerID=MN8TOARS}, DOI={10.1089/ind.2014.1539}, abstractNote={Industrial BiotechnologyVol. 10, No. 6 CommentaryThe Emergent Industrial BioeconomyJay S. Golden and Robert HandfieldJay S. GoldenDivision of Earth & Ocean Sciences, Nicholas School of the Environment-Duke University, Durham, NCSearch for more papers by this author and Robert HandfieldDepartment of Business Management, Poole College of Management-North Carolina State University, Raleigh, NCSearch for more papers by this authorPublished Online:16 Dec 2014https://doi.org/10.1089/ind.2014.1539AboutSectionsView articleView Full TextPDF/EPUB Permissions & CitationsPermissionsDownload CitationsTrack CitationsAdd to favorites Back To Publication ShareShare onFacebookXLinked InRedditEmail View articleFiguresReferencesRelatedDetailsCited bySustainable utilization of fruit and vegetable waste bioresources for bioplastics production15 January 2023 | Critical Reviews in Biotechnology, Vol. 70The US bioeconomy at the intersection of technology, policy, and education13 October 2021 | Biofuels, Bioproducts and Biorefining, Vol. 16, No. 1Social and Economic Contribution of the Bioeconomic Sector in Ecuador: A Methodological Approach7 November 2020Green Jobs Creation Main Element in the Implementation of Bioeconomic Mechanisms1 February 2019 | www.amfiteatrueconomic.ro, Vol. 21, No. 50Tropicalizing Sustainable Bioeconomy: Initial Lessons from Ecuador21 January 2018Omics Approaches in Industrial Biotechnology and Bioprocess EngineeringBioeconomy: Multidimensional Impacts and Challenges14 April 2017 Volume 10Issue 6Dec 2014 InformationCopyright 2014, Mary Ann Liebert, Inc.To cite this article:Jay S. Golden and Robert Handfield.The Emergent Industrial Bioeconomy.Industrial Biotechnology.Dec 2014.371-375.http://doi.org/10.1089/ind.2014.1539Published in Volume: 10 Issue 6: December 16, 2014Online Ahead of Print:December 9, 2014PDF download}, number={6}, journal={Industrial Biotechnology}, author={Golden, J.S. and Handfield, R.}, year={2014}, pages={371–375} }
 @article{handfield_feldstein_2013, title={Insurance companies' perspectives on the orphan drug pipeline}, volume={6}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84894040406&partnerID=MN8TOARS}, number={9}, journal={American Health and Drug Benefits}, author={Handfield, R. and Feldstein, J.}, year={2013} }
 @book{bozarth_handfield_2013, title={Introduction to operations and supply chain management}, publisher={Boston: Pearson}, author={Bozarth, C. C. and Handfield, R. B.}, year={2013} }
 @book{handfield_2013, title={Patient-focused network integration in biopharma: Strategic imperatives for the years ahead}, publisher={Boca Raton: CRC Press, Taylor & Francis Group}, author={Handfield, R. B.}, year={2013} }
 @article{jetly_rossetti_handfield_2012, title={A multi-agent simulation of the pharmaceutical supply chain}, volume={6}, ISSN={1747-7778 1747-7786}, url={http://dx.doi.org/10.1057/jos.2011.26}, DOI={10.1057/jos.2011.26}, abstractNote={The pharmaceutical supply chain is composed of multiple firms interacting to produce and distribute drugs in an uncertain environment. In this work, we develop and validate a multi-agent simulation of the supply chains associated with the pharmaceutical industry. We demonstrate that the operating norms of a particular industry can be accurately represented to create an industry-specific model capable of tracing its evolution. Our model is initialized using 1982 financial data with 30 manufacturers, 60 suppliers, and 60 distributors. Three types of drugs, blockbusters, medium and small, with a 12-year lognormal product life cycle are released by manufacturers. Each quarter the distributors bid for future market share of the released products, and the suppliers bid for acceptable margins. Mergers and acquisitions, based on assets and expected profitability, are allowed at each level. One thousand replications, each lasting the equivalent of 39 years, are used to validate the model.}, number={4}, journal={Journal of Simulation}, publisher={Informa UK Limited}, author={Jetly, G and Rossetti, C L and Handfield, R}, year={2012}, month={Nov}, pages={215–226} }
 @article{shi_handfield_2012, title={Talent management issues for multinational logistics companies in China: observations from the field}, volume={15}, ISSN={["1469-848X"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84864683366&partnerID=MN8TOARS}, DOI={10.1080/13675567.2012.709488}, abstractNote={With the rapid business expansion in China, multinational logistics companies are desperately in need of local management personnel to staff new offices and routes. This has been a major challenge for multinational logistics enterprises, as finding qualified candidates, recruiting them, and retaining them in China have proven to be harder than expected. Based on a set of interviews with executives in global logistics companies as well as interviews with Chinese supply chain candidates, we explore a set of root causes that underlie the challenges that human resource (HR) managers in multinational logistics companies face when recruiting and retaining Chinese employees. These underlying causes are manifold in nature. First, there is a shortage of qualified graduates from universities for open roles in logistics enterprises partly due to the nascent logistics higher education in China. Second, multinational logistics enterprise roles are often less appealing to talented Chinese job candidates who have multiple options for logistics career opportunities. Third, there is a gap between the expectations of Chinese employees and the perceived reality of foreign managers relative to what constitutes competitive salary, benefits, and job satisfaction conditions. To address the logistics labour challenges, it is imperative that Western logistics enterprises operating in China align their HR strategies and tactics with the hard realities of the Chinese labour pool and the conditions that exist in the market today as well as the near future. We identify several approaches to close the gap that exists today, including (a) creating training opportunities for HR managers on Chinese culture and social contexts, (b) establishing fair incentives internally, and (c) seeking deeper and broader relationships with Chinese universities to attract talent.}, number={3}, journal={INTERNATIONAL JOURNAL OF LOGISTICS-RESEARCH AND APPLICATIONS}, author={Shi, Yanhong and Handfield, Robert}, year={2012}, pages={163–179} }
 @article{cousins_lawson_petersen_handfield_2011, title={Breakthrough Scanning, Supplier Knowledge Exchange, and New Product Development Performance}, volume={28}, ISSN={["1540-5885"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-80053978989&partnerID=MN8TOARS}, DOI={10.1111/j.1540-5885.2011.00854.x}, abstractNote={The ability of a firm to scan its environment for breakthrough innovations and develop new products is increasingly central to business success. However, many firms struggle to develop breakthrough innovations alone, and rely increasingly on their supply base to provide input in processing uncertain and ambiguous technological knowledge. This paper develops a theoretical framework, based in information processing theory, to investigate the effects of breakthrough search behaviors by the buyer firm on their technical proficiency, reliance on supplementary processing capacity with suppliers, and subsequent new product development and financial performance. Using data provided by 111 procurement executives from the United Kingdom, we find support for our hypotheses. Increased breakthrough scanning results in higher firm‐level technical proficiency, and also an increase in knowledge sharing with the firm's suppliers. A combination of a firm's technical capabilities and knowledge exchange with suppliers was found to result in improved new product development performance and financial performance. This study extends the supply relationship management and new product development literatures, and suggests implications for both research and practice.}, number={6}, journal={JOURNAL OF PRODUCT INNOVATION MANAGEMENT}, author={Cousins, Paul D. and Lawson, Benn and Petersen, Kenneth J. and Handfield, Robert B.}, year={2011}, month={Nov}, pages={930–942} }
 @article{rossetti_handfield_dooley_2011, title={Forces, trends, and decisions in pharmaceutical supply chain management}, volume={41}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-79960293063&partnerID=MN8TOARS}, DOI={10.1108/09600031111147835}, abstractNote={PurposeThe purpose of this paper is to identify and examine the major forces that are changing the way biopharmaceutical medications are purchased, distributed, and sold throughout the supply chain. This will become important as healthcare reform moves forward, and logistics will be transformed in this industry.Design/methodology/approachMultiple interviews with key informants at each level of the value chain were combined with manifest text analysis from practitioner articles to derive key insights into the primary change drivers influencing the future of the biopharmaceutical supply chain.FindingsThe research discovered radical shifts in the structure of the biopharmaceutical supply chain. Future research into biopharmaceutical supply chain practices will need to explore three primary issues: How will supply chain member compensation influence the power of parties within the network? How will the role of supply chain intermediaries change the landscape of medication delivery to the end customer? What impact will the role of regulatory constraints on product pedigree and proliferation have on this network? The relationship between these forces is mediated by operations strategy concerning inventory policy, supply chain visibility, and desired service levels.Research limitations/implicationsThe research was based on multiple interviews with a convenience sample, as well as text analysis from practitioner articles. These findings are an initial step to guide future more in‐depth research for this dynamic and contextually rich supply chain environment that impacts consumers in every country in the world.Originality/valueThe paper adds insights into the pharmaceutical supply chain, examining this from multiple perspectives.}, number={6}, journal={International Journal of Physical Distribution and Logistics Management}, author={Rossetti, C.L. and Handfield, Robert and Dooley, K.J.}, year={2011}, pages={601–622} }
 @article{stonebraker_gil_kirkwood_handfield_2012, title={Impact factor as a metric to assess journals where OM research is published}, volume={30}, ISSN={["1873-1317"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84857369472&partnerID=MN8TOARS}, DOI={10.1016/j.jom.2011.05.002}, abstractNote={Highlights► We conducted an exhaustive comparison of OM journal rankings based on impact factors versus other ranking methods (113 characters) ► Impact factors are useful metrics to rank OM journals (53 characters) ► Impact factor rankings alone are not a replacement for survey‐based, citation‐based, or author‐based methods (108 characters) ► Impact factors evaluate OM journal quality from another perspective and can be used with other methods to rank OM journals (122 characters) ► Impact factors are likely to shape and influence future perception of OM journal quality (88 characters)This paper investigates impact factor as a metric for ranking the quality of journal outlets for operations management (OM) research. We review all prior studies that assessed journal outlets for OM research and compare all previous OM journal quality rankings to rankings based on impact factors. We find that rankings based on impact factors that use data from different time periods are highly correlated and provide similar rankings of journals using either two‐year or five‐year assessment periods, either with or without self‐citations. However, some individual journals have large rank changes using different impact factor specifications. We also find that OM journal rankings based on impact factors are only moderately correlated with journal quality rankings previously determined using other methods, and the agreement among these other methods in ranking the quality of OM journals is relatively modest. Thus, impact factor rankings alone are not a replacement for the assessment methods used in previous studies, but rather they evaluate OM journals from another perspective.}, number={1-2}, journal={JOURNAL OF OPERATIONS MANAGEMENT}, author={Stonebraker, Jeffrey S. and Gil, Esther and Kirkwood, Craig W. and Handfield, Robert B.}, year={2012}, month={Jan}, pages={24–43} }
 @article{handfield_edwards_stonebraker_2011, title={NC State's Supply Chain Resource Cooperative Educates in the Real World}, volume={41}, ISSN={["1526-551X"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-83455262975&partnerID=MN8TOARS}, DOI={10.1287/inte.1110.0584}, abstractNote={ North Carolina State University's Supply Chain Resource Cooperative (SCRC) is a unique university-industry initiative that provides MBA and undergraduate students with opportunities to apply supply chain (SC) theory and concepts to field-based projects over a semester. We integrate field-based student course projects with real problems that companies are facing. The projects are led by SCRC directors, faculty at the Poole College of Management, and SC managers that financially support the SCRC. The SCRC focuses on improving the caliber of students entering the SC management profession. It accomplishes this by bringing the classroom into industry and involving students in finding viable solutions to real business problems, thus facilitating interactions between students and companies. Since 2000, 1,251 students have completed 331 projects with 39 companies. The SCRC is a self-funded small business that is supported by donor companies. Its organizational structure enables us to develop and maintain long-term relationships with donor companies, which are critical for a successful student-based outreach initiative with industry. In this paper, we describe the SCRC's evolution and benefits, and provide insights that may help other institutions interested in establishing similar organizations. }, number={6}, journal={INTERFACES}, author={Handfield, Robert B. and Edwards, Steven A. and Stonebraker, Jeffrey S.}, year={2011}, pages={548–563} }
 @inbook{handfield_2010, title={Preparing for the worst: Sustaining suppliers though the economic crisis}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84899291186&partnerID=MN8TOARS}, DOI={10.4018/978-1-61692-862-9.ch001}, abstractNote={The economic crisis has taken a major toll on almost every industry, as well as key customers and suppliers in all sectors of the economy. Supply chain managers are increasingly concerned about the financial impact on key customers and suppliers, deferred commitments and outstanding accounts. In an effort to probe into the underlying assumptions that their actions are based upon, the author surveyed supply chain executives, identifying key patterns that are beginning to emerge across industries and countermeasures that are being taken in response. Three key themes emerged. First, buyers and suppliers are co-dependent, and they should think within this context when faced with financial stress. Second, there is a need to better understand the warning signs and establish channels of communication, to address the key risks related to financial stress. Finally, managers should emphasize the need to better manage supplier relationships through modeling and event analysis, allowing them to take preventive actions before problems occur. These themes are discussed and developed into a set of propositions, as a foundation for future research.}, booktitle={Managing Global Supply Chain Relationships: Operations, Strategies and Practices}, author={Handfield, R.}, year={2010}, pages={1–15} }
 @article{handfield_2011, title={THE REVIEWERS HATED IT! WHAT TO DO WHEN YOUR RESULTS DON'T ADD UP}, volume={47}, ISSN={["1523-2409"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-80054709343&partnerID=MN8TOARS}, DOI={10.1111/j.1745-493x.2011.03243.x}, abstractNote={This essay explores the reasons why studies with non‐significant results often do not get published, by looking back on a subset of submissions from the past 15 years. Suggestions are then provided to authors who face the dilemma of non‐significance.}, number={4}, journal={JOURNAL OF SUPPLY CHAIN MANAGEMENT}, author={Handfield, Robert}, year={2011}, pages={11–16} }
 @article{handfield_petersen_cousins_lawson_2009, title={An organizational entrepreneurship model of supply management integration and performance outcomes}, volume={29}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-59349111646&partnerID=MN8TOARS}, DOI={10.1108/01443570910932011}, abstractNote={PurposeThe role of supply managers in driving corporate performance is changing, with an increased emphasis on supply market intelligence, collaboration, inter‐organizational partnerships, and operational integration with supply partners. These traits are also mirrored in the research on entrepreneurial settings and firms. The purpose of this paper is to explore the parallels between supply management roles, and the entrepreneurial skill sets and mechanisms that have been identified in prior research.Design/methodology/approachA structural equation model, using a sample of 151 manufacturing and service firms based in the UK, tests this hypothesised model.FindingsThe theoretical framework was supported, with results indicating that entrepreneurial behaviours (supply market intelligence and supply management influence) contribute to integration within the firm and with suppliers, in order to drive performance improvement.Practical implicationsThe results provide support for purchasing managers seeking to improve performance by changing the recruitment and culture of the supply management function toward an entrepreneurial orientation.Originality/valueAlthough the application of organizational entrepreneurship thinking to supply management theory is nascent, this paper's results suggest that further research along these lines may provide a resilient platform for utilisation of entrepreneurial constructs to explain supply management principles in buyer‐supplier collaboration, relational capital, and organisational outcomes.}, number={2}, journal={International Journal of Operations and Production Management}, author={Handfield, R. and Petersen, K. and Cousins, P. and Lawson, B.}, year={2009}, pages={100–126} }
 @misc{handfield_petersen_cousins_lawson_2009, title={An organizational entrepreneurship model of supply management integration and performance outcomes}, volume={29}, number={1-2}, journal={International Journal of Operations & Production Management}, author={Handfield, R. and Petersen, K. and Cousins, P. and Lawson, B.}, year={2009}, pages={100–126} }
 @misc{narayanan_marucheck_handfield_2009, title={Electronic Data Interchange: Research Review and Future Directions}, volume={40}, ISSN={["1540-5915"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-61849086828&partnerID=MN8TOARS}, DOI={10.1111/j.1540-5915.2008.00218.x}, abstractNote={ABSTRACTFor nearly two decades, electronic data interchange (EDI) has been widely viewed as a technology pivotal to supply chain management that has also provided benefits to firms on multiple levels. Despite a substantial body of literature, there are a number of conflicting and inconclusive research results in this field. In this study, we synthesize the diverse body of research in EDI by organizing the literature into an initial theoretical framework. Based on a meta‐analysis of results from the empirical literature, we seek to clarify conflicting results from the literature in order to develop a more unified theoretical framework of contextual variables associated with EDI adoption factors and outcomes. From a managerial standpoint, our literature‐based framework offers a set of guidelines for making successful EDI adoption and implementation decisions.}, number={1}, journal={DECISION SCIENCES}, author={Narayanan, Sriram and Marucheck, Ann S. and Handfield, Robert B.}, year={2009}, month={Feb}, pages={121–163} }
 @misc{lawson_petersen_cousins_handfield_2009, title={Knowledge Sharing in Interorganizational Product Development Teams: The Effect of Formal and Informal Socialization Mechanisms}, volume={26}, ISSN={["0737-6782"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-59349107272&partnerID=MN8TOARS}, DOI={10.1111/j.1540-5885.2009.00343.x}, abstractNote={Working collaboratively with suppliers is increasingly cited as a “best practice” in product development. The importance of sharing knowledge between buyer and supplier in this context has been well recognized, although comparatively little research exists on the interorganizational socialization mechanisms that facilitate it. The present research proposes and tests a theoretical model of the impact of formal and informal socialization mechanisms on the level of knowledge sharing within interorganizational product development projects and the subsequent effect on buyer firm performance. Results from this study of 111 manufacturing organizations in the United Kingdom largely support its hypotheses. It is revealed that informal socialization mechanisms (e.g., communication guidelines, social events) play an important role in facilitating interorganizational knowledge sharing, whereas formal socialization mechanisms (e.g., cross‐functional teams, matrix reporting structures) act indirectly through informal socialization to influence knowledge sharing. The results also show that interorganizational knowledge sharing is positively associated with supplier contribution to development outcomes, which, in turn, improves buyer product development performance and, ultimately, financial performance. Product development managers are encouraged to build social ties between interorganizational development teams to increase the flow of knowledge and to improve both product development outcomes and financial performance.}, number={2}, journal={JOURNAL OF PRODUCT INNOVATION MANAGEMENT}, author={Lawson, Benn and Petersen, Kenneth J. and Cousins, Paul D. and Handfield, Robert B.}, year={2009}, month={Mar}, pages={156–172} }
 @article{handfield_warsing_wu_2009, title={(Q, r) Inventory policies in a fuzzy uncertain supply chain environment}, volume={197}, ISSN={["1872-6860"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-60649115627&partnerID=MN8TOARS}, DOI={10.1016/j.ejor.2008.07.016}, abstractNote={Managers have begun to recognize that effectively managing risks in their business operations plays an important role in successfully managing their inventories. Accordingly, we develop a (Q,r) model based on fuzzy-set representations of various sources of uncertainty in the supply chain. Sources of risk and uncertainty in our model include demand, lead time, supplier yield, and penalty cost. The naturally imprecise nature of these risk factors in managing inventories is represented using triangular fuzzy numbers. In addition, we introduce a human risk attitude factor to quantify the decision maker's attitude toward the risk of stocking out during the replenishment period. The total cost of the inventory system is computed using defuzzification methods built from techniques identified in the literature on fuzzy sets. Finally, we provide numerical examples to compare our fuzzy-set computations with those generated by more traditional models that assume full knowledge of the distributions of the stochastic parameters in the system.}, number={2}, journal={EUROPEAN JOURNAL OF OPERATIONAL RESEARCH}, author={Handfield, Robert and Warsing, Don and Wu, Xinmin}, year={2009}, month={Sep}, pages={609–619} }
 @article{crook_giunipero_reus_handfield_williams_2008, title={Antecedents and outcomes of supply chain effectiveness: An exploratory investigation}, volume={20}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-45449083870&partnerID=MN8TOARS}, number={2}, journal={Journal of Managerial Issues}, author={Crook, T.R. and Giunipero, L. and Reus, T.H. and Handfield, R. and Williams, S.K.}, year={2008}, pages={161–177} }
 @article{terpend_tyler_krause_handfield_2008, title={BUYER–SUPPLIER RELATIONSHIPS: DERIVED VALUE OVER TWO DECADES}, volume={44}, ISSN={1523-2409 1745-493X}, url={http://dx.doi.org/10.1111/j.1745-493x.2008.00053.x}, DOI={10.1111/j.1745-493X.2008.00053.x}, abstractNote={This paper reviews studies of buyer–supplier relationships published in four prominent U.S.‐based academic journals between 1986 and 2005. Our review revealed that the focus of academic researchers on types of value being extracted from buyer–supplier relationships changed between 1986 and 2005, as did their interest in the buyer mechanisms implemented to create value in these relationships. Although emphasis has changed over time, we found that scholars have primarily investigated four types of value derived from buyer–suppler relationships: operational performance improvements, integration‐based improvements, supplier capability‐based improvements and financial performance outcomes. The review also noted that researchers considered more buyer–supplier mutual efforts since 1996 than the earlier decade, but the number of studies investigating buyer practices has declined as a percentage of total publications. We conclude with a discussion of the review's implications for future research and practice.}, number={2}, journal={The Journal of Supply Chain Management}, publisher={Wiley}, author={Terpend, Regis and Tyler, Beverly B. and Krause, Daniel R. and Handfield, Robert B.}, year={2008}, month={Apr}, pages={28–55} }
 @article{petersen_handfield_lawson_cousins_2008, title={Buyer dependency and relational capital formation: The mediating effects of socialization processes and supplier integration}, volume={44}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-53149090580&partnerID=MN8TOARS}, DOI={10.1111/j.1745-493X.2008.00072.x}, abstractNote={Effective supply chain configurations are increasingly cited as a key driver of value creation. However, many supplier relationships are characterized by differing levels of dependence between the parties, which has the potential to influence the outcomes achieved. We build and test an empirical model to examine how buyer firms respond to dependency on a supplier by undertaking either socialization processes or closer integration in order to achieve relational capital. Using empirical data collected from 111 UK purchasing executives, a structural equation model is used to test the theoretical framework. The results provide support for four of the five hypotheses developed. Buyer firms facing high supplier dependency are found to undertake socialization processes to mitigate the dependency and generate relational capital. However, buyer dependency did not, in isolation, lead to increased levels of supplier integration. The study extends our understanding of how firms deal with asymmetric power within their supplier relationships and suggests important implications for both research and practice.}, number={4}, journal={Journal of Supply Chain Management}, author={Petersen, K.J. and Handfield, R.B. and Lawson, B. and Cousins, P.D.}, year={2008}, pages={53–65} }
 @book{bozarth_handfield_2008, title={Introduction to operations and supply chain management (2nd ed.)}, ISBN={0131791036}, publisher={Upper Saddle River, N. J.: Pearson Prentice Hall}, author={Bozarth, C. C. and Handfield, R. B.}, year={2008} }
 @inbook{powell_handfield_barnhardt_2008, title={Mapping the automotive textile supply chain}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84902640149&partnerID=MN8TOARS}, DOI={10.1533/9781845695040.1.17}, abstractNote={Information visibility is an essential element to improved supply chain performance. Without adequate sharing of information, firms are required to supplement the available information with other costly alternatives. This chapter follows the development of a convertible fabric material in the supply chain for a large automotive assembler, beginning with a large textile manufacturer in fabric formation to final assembly of the convertible top. The current level of information sharing in the supply chain is assessed and the effects of inefficient information flows between the various tiers of suppliers are determined.}, booktitle={Textile Advances in the Automotive Industry}, author={Powell, N. and Handfield, R. and Barnhardt, R.}, year={2008}, pages={17–42} }
 @article{lawson_cousins_handfield_petersen_2009, title={Strategic purchasing, supply management practices and buyer performance improvement: an empirical study of UK manufacturing organisations}, volume={47}, ISSN={["1366-588X"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-70449569471&partnerID=MN8TOARS}, DOI={10.1080/00207540701694313}, abstractNote={Purchasing is increasingly seen as an important strategic activity of the firm. However, there is little evidence examining the effects of strategic purchasing on a firm's inter-organisational supply management practices and performance. The purpose of this paper is to examine the effect of strategic purchasing on the supply management practices of socialisation, supplier integration and supplier responsiveness, together with relationship performance. Using empirical data collected from 111 United Kingdom purchasing executives, a structural equation model is used to test the theoretical framework. The results provide support for four of the six hypotheses developed. Strategic purchasing was found to have an indirect, significant effect on improving buyer performance, acting through supplier integration. Strategic purchasing also had a significant effect on the use of socialisation mechanisms, but not on supplier responsiveness. Our research indicates that close, long-term supplier relationships can lead to the creation of relational rents. Implications for future research and suggestions for improving the rigour of strategic purchasing research are made.}, number={10}, journal={INTERNATIONAL JOURNAL OF PRODUCTION RESEARCH}, author={Lawson, Benn and Cousins, Paul D. and Handfield, Robert B. and Petersen, Kenneth J.}, year={2009}, pages={2649–2667} }
 @book{r. r. handfield_mccormack_2008, title={Supply chain risk management: Minimizing disruptions in global sourcing}, ISBN={0849366429}, publisher={New York: Auerbach Publications}, year={2008} }
 @article{bozarth_blackhurst_handfield_2007, title={Following the thread: Industry cluster theory, the New England cotton textiles industry, and implications for future supply chain research}, volume={16}, ISSN={["1937-5956"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-34249710741&partnerID=MN8TOARS}, DOI={10.1111/j.1937-5956.2007.tb00172.x}, abstractNote={ The purpose of this paper is to introduce supply chain management researchers to industry cluster theory within the context of supply chain management decisions. Industry cluster theory emphasizes the explicit and implicit benefits that accrue to various economic players due to geographic proximity. As such, it provides a contrasting view to the current pressure on supply chains to seek out the “best” partners, regardless of location. We review the theory behind industry clusters, and illustrate it using the example of the New England cotton textile industry. Incorporating these concepts into future research has the potential to improve our understanding of how decisions regarding supply chain location and sourcing decisions are currently made, and what role location‐based benefits should play in these decisions. }, number={1}, journal={PRODUCTION AND OPERATIONS MANAGEMENT}, author={Bozarth, Cecil and Blackhurst, Jennifer and Handfield, Robert B.}, year={2007}, pages={154–157} }
 @article{handfield_lawson_2007, title={Integrating suppliers into new product development}, volume={50}, ISSN={["0895-6308"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-35348833556&partnerID=MN8TOARS}, DOI={10.1080/08956308.2007.11657461}, abstractNote={OVERVIEW: New product development is becoming increasingly risky, expensive and reliant on disparate knowledge bases spread across multiple firms. Many organizations are devolving design responsibility to their suppliers in order to meet these challenges, yet may lack appropriate knowledge of “best practice” in managing supplier integration. For example, how to adjust their management practices to the timing of supplier integration and the degree of design responsibility award to suppliers. A survey of 134 global industrial organizations, and their efforts to integrate suppliers into their new product development processes, shows that early assessment of supplier capabilities and setting joint technology goals can improve the effectiveness of NPD project teams, and lead to improved product design and financial outcomes for the firm.}, number={5}, journal={RESEARCH-TECHNOLOGY MANAGEMENT}, author={Handfield, Robert B. and Lawson, Benn}, year={2007}, pages={44–51} }
 @article{craighead_blackhurst_rungtusanatham_handfield_2007, title={The severity of supply chain disruptions: Design characteristics and mitigation capabilities}, volume={38}, ISSN={["1540-5915"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-34047184222&partnerID=MN8TOARS}, DOI={10.1111/j.1540-5915.2007.00151.x}, abstractNote={ABSTRACTSupply chain disruptions and the associated operational and financial risks represent the most pressing concern facing firms that compete in today's global marketplace. Extant research has not only confirmed the costly nature of supply chain disruptions but has also contributed relevant insights on such related issues as supply chain risks, vulnerability, resilience, and continuity. In this conceptual note, we focus on a relatively unexplored issue, asking and answering the question of how and why one supply chain disruption would be more severe than another. In doing so, we argue, de facto, that supply chain disruptions are unavoidable and, as a consequence, that all supply chains are inherently risky. Employing a multiple‐method, multiple‐source empirical research design, we derive novel insights, presented as six propositions that relate the severity of supply chain disruptions (i) to the three supply chain design characteristics of density, complexity, and node criticality and (ii) to the two supply chain mitigation capabilities of recovery and warning. These findings not only augment existing knowledge related to supply chain risk, vulnerability, resilience, and business continuity planning but also call into question the wisdom of pursuing such practices as supply base reduction, global sourcing, and sourcing from supply clusters.}, number={1}, journal={DECISION SCIENCES}, author={Craighead, Christopher W. and Blackhurst, Jennifer and Rungtusanatham, M. Johnny and Handfield, Robert B.}, year={2007}, month={Feb}, pages={131–156} }
 @article{cousins_handfield_lawson_petersen_2006, title={Creating supply chain relational capital: The impact of formal and informal socialization processes}, volume={24}, ISSN={["1873-1317"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-33751310092&partnerID=MN8TOARS}, DOI={10.1016/j.jom.2005.08.007}, abstractNote={AbstractEstablishing closer social ties between buying and supplying organizations is increasingly cited as a critical differentiator of high and low performers in global supply chains. While the creation of relational capital within an organization is a relatively well identified concept in organizational research, comparatively little research exists on the inter‐organizational socialization processes that create relational value in supply chains. In our research, we extend theoretical models of group social conduits into this context, and develop a model that posits the impact of formal and informal socialization processes on the creation of relational capital between buyers and suppliers. Results from our study of 111 manufacturing organizations in the United Kingdom suggest that informal socialization processes are important in the creation of relational capital, which in turn can lead to improved supplier relationship outcomes. Formal bridging socialization conduits appear to play a lesser role in deriving these benefits.}, number={6}, journal={JOURNAL OF OPERATIONS MANAGEMENT}, author={Cousins, Paul D. and Handfield, Robert B. and Lawson, Benn and Petersen, Kenneth J.}, year={2006}, month={Dec}, pages={851–863} }
 @article{darnall_jolley_handfield_2007, title={Environmental management systems and green supply chain management: complements for sustainability?}, volume={17}, ISSN={0964-4733 1099-0836}, url={http://dx.doi.org/10.1002/bse.557}, DOI={10.1002/bse.557}, abstractNote={AbstractSome researchers question the legitimacy of EMSs since organizations can claim to have one when in fact they make no attempt to reduce their environmental harm. In instances where EMSs enhance an organization's environmental performance, critics argue that improvements are likely to occur within the organization's operational boundaries rather than being extended throughout the supply chain. However, previous research suggests that the organizational capabilities required to adopt an EMS may facilitate GSCM implementation and the institutional pressures to adopt both management practices are similar. Consequently, EMS adopters may have a greater propensity to expand their focus beyond their organizational boundaries and utilize GSCM practices to minimize system‐wide environmental impacts. This research illuminates the debate by empirically evaluating the relationship between EMS and GSCM practices. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.}, number={1}, journal={Business Strategy and the Environment}, publisher={Wiley}, author={Darnall, Nicole and Jolley, G. Jason and Handfield, Robert}, year={2007}, pages={30–45} }
 @article{handfield_baumer_2006, title={Managing conflict of interest issues in purchasing}, volume={42}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-33745835070&partnerID=MN8TOARS}, DOI={10.1111/j.1745-493X.2006.00016.x}, abstractNote={SUMMARYOne of the most important elements of ethical purchasing behavior is conflict of interest. In response to the heightened regulatory environment, many organizations have initiated reviews of their conflict of interest policies and ethical codes of behavior in supply management. The goal of the current exploratory study is to determine the most common approaches used to promote compliance with ethical codes of conduct (specifically conflict of interest policies) in supply management. Questionnaires were administered to eight “typical” Fortune 500 companies. Current conflicts of interest policies were identified, in addition to spotlighting common approaches to enforcing ethical behavior, including multiple communication and reporting channels, formal procedures, effective sanctions against violators and regular training of employees in ethical policies. Survey results were used to generate a scoring system that compares the overall level of ethics management maturity based on profiles of the companies studied in the research.}, number={3}, journal={Journal of Supply Chain Management}, author={Handfield, R.B. and Baumer, D.L.}, year={2006}, pages={41–50} }
 @article{giunipero_handfield_eltantawy_2006, title={Supply management's evolution: key skill sets for the supply manager of the future}, volume={26}, ISSN={["1758-6593"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-33745317995&partnerID=MN8TOARS}, DOI={10.1108/01443570610672257}, abstractNote={PurposeIn the last decade there have been dramatic impacts on, and changes within, the field of purchasing/supply management. Given supply management's new strategic role, this research seeks to examine the key skills and knowledge necessary for firms to improve in order to maximize the purchasing function's contribution to the organization. The research also aims to identifies the major shifts in supply management that have occurred in the last decade.Design/methodology/approachA qualitative study was conducted with a series of focus group meetings with 54 executives across the USA in order to construct theoretical relationships with which to develop a grounded theory of supply management skills evolution in a changing business environment.FindingsThe implications from this research indicate that supply management professionals will assume a more strategic role in the future. The data indicate that there are strong trends underlying this movement. These include the need for building strategic relationships, focusing on total cost and strategic cost reduction, yet collaborating and integrating with suppliers. While in the past these efforts may have appeared to be contradictory, with proper strategic planning they can be complementary.Originality/valueSupply managers of the future need to acquire strategic skills that add value and enable effective alignment with key business functions at a senior decision‐making level. Additional research is needed in the area to determine how best to recruit and train managers in these skills to move forward.}, number={7}, journal={INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT}, author={Giunipero, Larry and Handfield, Robert B. and Eltantawy, Reham}, year={2006}, pages={822–844} }
 @misc{krause_handfield_tyler_2007, title={The relationships between supplier development, commitment, social capital accumulation and performance improvement}, volume={25}, ISSN={["1873-1317"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-33847682667&partnerID=MN8TOARS}, DOI={10.1016/j.jom.2006.05.007}, abstractNote={AbstractThis study investigates the relationships between U.S. buying firms’ supplier development efforts, commitment, social capital accumulation with key suppliers, and buying firm performance. We identify linkages between supply chain management research on supplier development and organization theory research on social capital to consider how buying firm commitment to a long‐term relationship, cognitive capital (goals and values), structural capital (information sharing, supplier evaluation, supplier development), and relational capital (length of relationship, buyer dependency, supplier dependency) are related to buying firm performance improvements (cost improvements, and quality, delivery, flexibility improvements). Analysis of buying firms from the U.S. automotive and electronics industries provides support for the theory that buyer commitment and social capital accumulation with key suppliers can improve buying company performance. Moreover, the findings suggest that the relationships of structural and relational capital vary depending on the type of performance improvement considered.}, number={2}, journal={JOURNAL OF OPERATIONS MANAGEMENT}, author={Krause, Daniel R. and Handfield, Robert B. and Tyler, Beverly B.}, year={2007}, month={Mar}, pages={528–545} }
 @article{handfield_2006, title={The state of JOM: An outgoing editor's (retro)spective}, volume={24}, ISSN={["0272-6963"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-33747891682&partnerID=MN8TOARS}, DOI={10.1016/j.jom.2006.07.002}, abstractNote={Five years ago, as the new Editor-in-Chief for the Journal of Operations Management, I wrote an editorial that identified what I believed were the important characteristics for authors to consider in submitting their research to the Journal of Operations Management (Handfield, 2002). I reflected upon where the field of Operations Management had been, where we were, and the challenges that lay ahead. I was very honest in sharing my own set of personal biases on research that influences my decision-making in the acceptance or rejection of submissions to JOM. Cross-functional and cross-enterprise decision-making. Research that reflects management challenges associated with cross-functional and cross-enterprise decision-making when approaching management problems. Methodological rigor and the scientific method. Researchers must explore relevant research questions, so long as they adhere to proven scientific methods of investigation. I sought to publish research that was based on solid empirical methodologies based on the scientific method, but which could use a number of diverse research approaches (structured and unstructured interviews, coding and matrix analysis), meta-analysis, critical event techniques, simulation, quasi-experiments, lab studies, and data collection using the World Wide Web. Managerial relevance. The third important theme in my editorial outlook was to only publish articles that were managerially relevant. I urged researchers to develop an intimate understanding of the problems facing Operations Management practitioners. Managers are now more interested in understanding what factors, for example, affect the successful deployment of new technologies involving coordination between multiple organizations, or how to measure and manage strategic alliances with these parties. They are seeking how to deploy global manufacturing facilities, and create multi-echelon distribution systems that support inter-organizational sharing of demand and product requirements. In stipulating these criteria, I did not mean to imply that articles which did not meet these criteria were not relevant or worthwhile, only that they were unlikely to end up being published in the Journal of Operations Management under my editorship over my 5-year tenure. So … were these lofty goals indeed achieved? Was this view unnecessarily biased and narrow, and would it bring the journal down? Fortunately no. In large part, I believe this focus was the right one. First, the good news. JOM has grown significantly in stature and recognition in the last 5 years, due in large part to the early work done by Jack Meredith in shaping the focus of the journal prior to my editorship, and which I was able to sustain to date. The submission rate for JOM has grown steadily—in 2002 it was around 150 per year, then 180 last year in 2003. In 2004, we reviewed over 250 submissions, and in 2005, with a number of special issues, over 300 manuscripts were submitted to JOM—a truly incredible number. This trend continues into 2006, and we are seeing submissions from every part of the globe. JOM has truly evolved into a Global Journal of Operations Management, with authors submitting from Europe, South America, Latin America, Hong Kong, China, India, the Middle East, and even Africa! I sought to also expand the international presence in the Associate Editor Board. In addition to our existing representatives from universities in Australia and IMD, I invited several new AE's to the board, including Paul Cousins (University of Manchester), Kate Blackmon (Oxford University), Cipriano Forza (Universita di Modena e Reggio Emilia), Jan C. Fransoo (Eindhoven), Dirk Van Donk (University of Groningen), and others. We are also beginning to include a number of manuscripts from Chinese authors, via a special process designed by Elsevier to this end. The large number of special issues managed by Guest Editors also reflects the interesting and diverse set of topics that were published in the journal. These special issue Guest Editors did a wonderful job in pulling together a cohesive set of impactful research papers that reflect the cutting-edge nature of the field, and the breadth of these issues reflects the current trends we face in the field of Operations Management: The Build to Order Supply Chain (BOSC): A Competitive Strategy for 21st Century Guest Editor: Angappa Gunasekaran, Associate Professor of Operations Management Incorporating Behavioral Theory in OM Empirical Models Guest Editors: Elliot Bendoly and Ken Schultz How eBusiness Technologies Impact Supply Chain Operations? Special Issue Editors: Professor Tonya Boone, College of William & Mary Professor, College of William & Mary Supply Chain Management in a Sustainable Environment Guest Editors: Vaidy Jayaraman, School of Business, University of Miami Jonathan Linton, Lally School of Management & Technology, Rensselaer Polytechnic Institute Associate Guest Editor: Robert Klassen, Richard Ivey School of Business, University of Western Ontario Evolution of the Field of Operations Management Guest Editor: Dr. Linda G. Sprague, FDSI, FIOM, Professor of Manufacturing and Operations Management, China Europe International Business School (CEIBS), Shanghai, The People's Republic of China Operations Management in Not-For-Profit, Public and Government Services Guest Editors: Rohit Verma, University of Utah Curtis McLaughlin, University of North Carolina, Chapel Hill Robert Johnston, University of Warwick William Youngdahl, Thunderbird, The American Graduate School of International Management Offshoring of Service and Knowledge Work Guest Editors: William Youngdahl, Thunderbird, The Garvin School of International Management Kannan Ramaswamy, Thunderbird, The Garvin School of International Management Rohit Verma, University of Utah Organization Theory and Supply Chain Management Guest Editors: David J. Ketchen, Jr., Carl DeSantis Professor of Management, Florida State University G. Tomas M. Hult, Director—MSU-CIBER, Michigan State University Operations Management Research in Process Industries Guest Editors: Jan C. Fransoo (Technische Universiteit Eindhoven, The Netherlands) Dirk Pieter Van Donk (University of Groningen, The Netherlands) OM Replication Research Guest Editors: Mark Frohlich, Assistant Professor, Boston University J. Robb Dixon, Associate Professor, Boston University Risk Issues in Supply Chain Management Guest Editors: Ram Narasimhan, Professor, Michigan State University Srinivas Talluri, Professor, Michigan State University Research in Supply Chain Quality Guest Editor: S. Thomas Foster, Jr., Associate Professor, Brigham Young University Innovative Data Sources for Empirically Building and Validating Theories in OM Guest Editors: Diane H. Parente (Penn State Erie) Thomas F. Gattiker (Miami University) Coordinating Product Design, Process Design, and Supply Chain Design Decisions Guest Editors: M. Johnny Rungtusanatham, Associate Professor, Arizona State University Cipriano Forza, Associate Professor, Università di Padova Part of the explanation for this growth in submissions is due to the increasing visibility of JOM as one of the top tier journals in the field of Operations and Supply Chain Management. In addition to being listed in the Financial Times top 40 academic journals used to rank business schools, JOM has seen a significant jump in its “Impact Factor”. The impact factor is a measure based on the citation index, identifying the extent to which a journal is cited in all other journals. The impact factor is calculated by dividing the number of citations in the current year to articles published in the two previous years by the total number of articles published in the two previous years. The example below shows how it is calculated. The annual Best Paper Award has now become a feature event at the Academy of Management Operations Management Division meeting. One of the sessions is dedicated to presenting the JOM best paper, best reviewer, and best Associate Editor awards next year. Three paper finalists present their paper to the group, and the award is announced immediately after the session. Another new feature is the introduction of a new section of the journal, entitled “Theory Development”. This section of the journal was dedicated to the development of theory which forms the basis for solid empirical research and theory-testing. The Theory Development section of the journal was not simply designed to include literature reviews, but was focused on the publications of research that advances the theoretical foundation of operations management as a basis for future theory-testing. Criteria for evaluation of papers in this section is similar to the criteria used in the Academy of Management Review, but modified as follows. The Theory Development section of the journal is devoted to theory development for operations management scholars around the world. The mission of this section is to publish new theoretical insights that advance our understanding of operations management. Theory Development-JOM will publish novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of operations management and its evolution as a field of knowledge. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of operations management. Each manuscript published in this section must provide new theoretical insights that can advance our understanding of the problems and solutions available to operations managers and the operations function. Most articles include a review of relevant literature as well. Submissions to this section must extend theory in ways that permit the development of testable, knowledge-based claims. To do this, researchers can develop new management and operations management theory, significantly challenge or clarify existing theory, synthesize recent advances and ideas into fresh if not entirely new theory, or initiate a search for new theory by identifying and delineating a novel theoretical problem. Theory-building models should also be well grounded, and address actual management practices. The editors will also encourage cross-fertilization with other fields by borrowing concepts from them: contributions are often grounded in economics, psychology, sociology, or social psychology, as well as the humanities, history, engineering, physics, mathematics, and nontraditional perspectives. Finally, a note to all of you who keep up with the evolution of the field of management. Many people were saddened by the death a year ago of Sumantra Ghoshal, a brilliant author of many works on competitive strategy. One of the last papers he wrote was titled “Bad Management Theories are Destroying Good Management Practices.” In his paper, he emphasizes the heavy responsibility borne by business school academics, who in the past have propagated ideologically inspired amoral theories, and who then freed their students from any sense of moral responsibility. He advocates that many of the traditional theoretical foundations including transaction cost theory, Porter's theory of the firm, and the behavioral theory of the firm may have in fact hindered effective decision-making by managers trained in these theories. I mention this article only to remind you of the responsibility you bear in helping to share the discipline of Operations Management, and the way that it will shape the thinking of future managers trained by the readers of our journal. I am confident that the new editorial team of Morgan Swink and Ken Boyer will successfully carry on this mission, and feel confident in leaving the journal in their highly capable hands.}, number={5}, journal={JOURNAL OF OPERATIONS MANAGEMENT}, author={Handfield, Robert}, year={2006}, month={Sep}, pages={417–420} }
 @article{blackhurst_craighead_handfield_2006, title={Towards supply chain collaboration: An operations audit of VMI initiatives in the electronics industry}, volume={2}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-33644509533&partnerID=MN8TOARS}, DOI={10.1504/IJISM.2006.008340}, abstractNote={Recently, there has been an increased focus on supply chain collaboration efforts such as Vendor-Managed Inventory (VMI). Often, supply chain partners have experienced gaps between desired and actual performance in working towards a successful collaborative relationship. In this research, we analysed two VMI initiatives that have not yet produced the level of performance desired by the supply chain partners involved. In each case, an operations audit was performed to determine where characteristic and performance gaps existed. The output of this research effort is inherent in the operations audit process employed, the VMI initiative gaps discovered during the process as well as the steps that could be undertaken to minimise or eliminate these gaps. The paper culminates in a framework that describes the operations audit in terms of an iterative, collaboration evaluation process. The framework and process can serve as valuable mechanisms for understanding the evolution towards collaborative supply chain relationships.}, number={1-2}, journal={International Journal of Integrated Supply Management}, author={Blackhurst, J. and Craighead, C.W. and Handfield, R.B.}, year={2006}, pages={91–105} }
 @article{handfield_steininger_2005, title={An Assessment of Manufacturing Customer Pain Points: Challenges for Researchers}, volume={6}, ISSN={1625-8312 1624-6039}, url={http://dx.doi.org/10.1080/16258312.2005.11517143}, DOI={10.1080/16258312.2005.11517143}, abstractNote={There is increasing evidence that companies that excel in managing their supply chains repeatedly outperform their rivals (Accenture, 2002). It is also increasingly clear that companies must collaborate with suppliers and customers to respond to market needs. Such collaboration, while often beneficial, may result in challenges that we refer to as pain points—that is, specific and well-defined aspects of SCM that are hindering smooth flow and ability to innovate in a firm’s supply chain as perceived by senior supply chain executives. An understanding of current supply chain pain points is essential to coming to grips with the role of collaboration and the trust it often implies in the chain. Collaboration is most likely to arise in response to certain pain points, and its development may well generate additional such points. Our review of the 10 pain points identified indicates that trust and collaboration are becoming both more valuable and more costly as supply networks increase in complexity and global manufacturing becomes more competitive. Our findings also illustrate the confusion that occurs as decision makers toggle between collaborative and transactional relationships.}, number={2}, journal={Supply Chain Forum: An International Journal}, publisher={Informa UK Limited}, author={Handfield, Robert B. and Steininger, Wolfgang}, year={2005}, month={Jan}, pages={6–15} }
 @article{blackhurst_craighead_elkins_handfield_2005, title={An empirically derived agenda of critical research issues for managing supply-chain disruptions}, volume={43}, ISSN={["1366-588X"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-27844542118&partnerID=MN8TOARS}, DOI={10.1080/00207540500151549}, abstractNote={While the literature related to supply-chain disruptions is informative, it has primarily focused on supply-chain disruptions from a general or high-level view of the phenomenon (e.g. supply-chain uncertainty, risk perceptions). Additionally, although most would agree that disruptions are present in all supply chains, there is a limited amount of information on how to deal with them from a practical perspective in both the short term and long term. Because of the importance of and research needs within this area, we launched a major multi-industry, multi-methodology empirical study on supply-chain disruptions. The study is multi-faceted in that it seeks insights into many issues within the broad area of global sourcing and supply-chain disruptions. Throughout our various interactions with industry, we found that several common themes and issues surfaced as being critical to successful disruption analysis and mitigation as well as resilient supply-chain design. Within this paper, we report on these key issues and discuss the needs within the supply-chain research to contribute to them.}, number={19}, journal={INTERNATIONAL JOURNAL OF PRODUCTION RESEARCH}, author={Blackhurst, J and Craighead, CW and Elkins, D and Handfield, RB}, year={2005}, month={Oct}, pages={4067–4081} }
 @article{handfield_sroufe_walton_2005, title={Integrating environmental management and supply chain strategies}, volume={14}, ISSN={0964-4733 1099-0836}, url={http://dx.doi.org/10.1002/bse.422}, DOI={10.1002/bse.422}, abstractNote={AbstractThe decisions related to managing the supply chain and supply chain strategy are already considered important in many organizations. As more executives adopt environmental practices, supply chain strategies will only increase in importance. In this paper, we review how companies develop environmental supply chain strategies. Our interviews with companies from The United States, The United Kingdom, Japan and Korea, along with prior research, are used to develop a framework for environmental supply chain strategy decision‐making. We then use this framework to suggest guidelines for how companies might change their current supply chain practices to successfully integrate environmental issues into their supply chain strategy. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.}, number={1}, journal={Business Strategy and the Environment}, publisher={Wiley}, author={Handfield, Robert and Sroufe, Robert and Walton, Steven}, year={2005}, month={Jan}, pages={1–19} }
 @article{rinehart_eckert_handfield_page_atkin_2004, title={AN ASSESSMENT OF SUPPLIER - CUSTOMER RELATIONSHIPS}, volume={25}, ISSN={0735-3766}, url={http://dx.doi.org/10.1002/j.2158-1592.2004.tb00169.x}, DOI={10.1002/j.2158-1592.2004.tb00169.x}, abstractNote={This research develops a classification framework of supplier‐customer relationships. Data were collected from active relationship managers and provided the empirical basis for the classification scheme. The resulting relationships were classified into seven groups. Names for each type of relationship were developed based on a set of Delphi group responses.}, number={1}, journal={Journal of Business Logistics}, publisher={Wiley}, author={Rinehart, Lloyd M. and Eckert, James A. and Handfield, Robert B. and Page, Thomas J., Jr. and Atkin, Thomas}, year={2004}, month={Mar}, pages={25–62} }
 @article{petersen_handfield_ragatz_2005, title={Supplier integration into new product development: coordinating product, process and supply chain design}, volume={23}, ISSN={["1873-1317"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-14844353627&partnerID=MN8TOARS}, DOI={10.1016/j.jom.2004.07.009}, abstractNote={AbstractIn many industries, firms are seeking to cut concept to customer development time, improve quality, reduce the cost of new products and facilitate the smooth launch of new products. Prior research has indicated that the integration of material suppliers into the new product development (NPD) cycle can provide substantial benefits towards achieving these goals. This involvement may range from simple consultation with suppliers on design ideas to making suppliers fully responsible for the design of components or systems they will supply. Moreover, suppliers may be involved at different stages of the new product development process. Early supplier involvement is a key coordinating process in supply chain design, product design and process design.Several important questions regarding supplier involvement in new product development remain unanswered. Specifically, we look at the issue of what managerial practices affect new product development team effectiveness when suppliers are to be involved. We also consider whether these factors differ depending on when the supplier is to be involved and what level of responsibility is to be given to the supplier. Finally, we examine whether supplier involvement in new product development can produce significant improvements in financial returns and/or product design performance. We test these proposed relationships using survey data collected from a group of global organizations and find support for the relationships based on the results of a multiple regression analysis.}, number={3-4}, journal={JOURNAL OF OPERATIONS MANAGEMENT}, author={Petersen, KJ and Handfield, RB and Ragatz, GL}, year={2005}, month={Apr}, pages={371–388} }
 @article{handfield_2004, title={The impact of energy deregulation on sourcing strategy}, volume={40}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85017138344&partnerID=MN8TOARS}, DOI={10.1111/j.1745-493X.2004.tb00168.x}, abstractNote={SUMMARYSupply researchers predicted in 1999 that deregulation would change the landscape for the purchasers of energy. The current research was undertaken to determine the nature and direction of the predicted changes in energy sourcing behavior. Based on detailed interviews with managers, government officials, and lobbyists, the risks and rewards associated with recent events in deregulation are examined and analyzed. Next, a detailed process for developing and implementing an energy sourcing strategy for commercial businesses that considers these risks and rewards of alternative energy sourcing channels is developed. This is followed by a process that involves aggregating data, obtaining support, defining risk tolerance, and spending parameters that involved stake‐holders, evaluating proposals, executing the strategy and monitoring it overtime. Finally, insights into the future trends in deregulated energy markets are described. Results suggest that a focused approach to developing detailed supply market intelligence can assist sourcing managers in preparing for the deregulated era and achieve significant cost savings in energy spending.}, number={1}, journal={Journal of Supply Chain Management}, author={Handfield, R.B.}, year={2004}, pages={38–48} }
 @article{handfield_bechtel_2004, title={Trust, power, dependence, and economics: can SCM research borrow paradigms?}, volume={1}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-33746630705&partnerID=MN8TOARS}, DOI={10.1504/IJISM.2004.004595}, abstractNote={With the inaugural issue of this new journal, researchers have an opportunity to publish in a journal that is entirely devoted to the new paradigm of supply chain management. With this development as a new field, some researchers argue that it is an extension, or in some cases, a subset of operations management. We contend that neither of these is the case. In fact, the field of SCM spans multiple interdisciplinary areas, and thus must draw from a vast field or prior research in business, industrial psychology, economics, operations research, and organisational science. Researchers in this field are encouraged to broaden the span of their epistemological base to allow the field to grow in a manner that can best advance our knowledge in how to manage supply chains.}, number={1}, journal={International Journal of Integrated Supply Management}, author={Handfield, R.B. and Bechtel, C.}, year={2004}, pages={3–32} }
 @article{petersen_handfield_ragatz_2003, title={A model of supplier integration into new product development}, volume={20}, ISSN={["0737-6782"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0344269023&partnerID=MN8TOARS}, DOI={10.1111/1540-5885.00028}, abstractNote={In many industries, firms are looking for ways to cut concept‐to‐customer development time, to improve quality, and to reduce the cost of new products. One approach shown to be successful in Japanese organizations involves the integration of material suppliers early in the new product development cycle. This involvement may range from simple consultation with suppliers on design ideas to making suppliers fully responsible for the design of components or systems they will supply.While prior research shows the benefit of using this approach, execution remains a problem. The processes for identifying and integrating suppliers into the new product development (NPD) process in North American organizations are not understood well. This problem is compounded by the fact that design team members often are reluctant to listen to the technology and cost ideas made by suppliers in new product development efforts. We suggest a model of the key activities required for successful supplier integration into NPD projects, based on case studies with 17 Japanese and American manufacturing organizations. The model is validated using data from a survey of purchasing executives in global corporations with at least one successful and one unsuccessful supplier integration experience. The results suggest that (1) increased knowledge of a supplier is more likely to result in greater information sharing and involvement of the supplier in the product development process; (2) sharing of technology information results in higher levels of supplier involvement and improved outcomes; (3) supplier involvement on teams generally results in a higher achievement of NPD team goals; (4) in cases when technology uncertainty is present, suppliers and buyers are more likely to share information on NPD teams; and (5) the problems associated with technology uncertainty can be mitigated by greater use of technology sharing and direct supplier participation on new product development teams. A supplier's participation as a true member of a new product development team seems to result in the highest level of benefits, especially in cases when a technology is in its formative stages.}, number={4}, journal={JOURNAL OF PRODUCT INNOVATION MANAGEMENT}, author={Petersen, KJ and Handfield, RB and Ragatz, GL}, year={2003}, month={Jul}, pages={284–299} }
 @article{ghosh_handfield_kannan_choon tan_2003, title={A structural model analysis of the Malcolm Baldrige National Quality Award framework}, volume={4}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-34547709566&partnerID=MN8TOARS}, DOI={10.1504/IJMDM.2003.003996}, abstractNote={The Malcolm Baldrige National Quality Award (MBNQA) has become a model for the deployment of quality programmes. While the framework underlying the award has been used extensively by organisations, both for award and self-assessment purposes, little empirical evidence exists regarding its validity as a predictor of organisational performance. This research presents a structural equation model that explicitly tests the relationships between strategic and operational quality planning implied by the framework, and their impact on performance. Results support the theory underlying the Baldrige award. Specifically, the strategic quality planning process, mediated by the effective use of information and analysis, is the driver of operational quality planning. Positive business results are the outcome of this planning process. Results also show that customer and market focus is a crucial input to strategic quality planning, the commitment of senior leadership is critical in securing a customer and market focus, and operational level business processes are driven by a strategic commitment to human resource management.}, number={4}, journal={International Journal of Management and Decision Making}, author={Ghosh, S. and Handfield, R.B. and Kannan, V.R. and Choon Tan, K.}, year={2003}, pages={289–311} }
 @article{handfield_nichols_2004, title={Key issues in global supply base management}, volume={33}, ISSN={["0019-8501"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0345490620&partnerID=MN8TOARS}, DOI={10.1016/j.indmarman.2003.08.007}, abstractNote={Developing effective business relationships with suppliers is hard work, especially when suppliers are located in different parts of the globe. Doing business with a supplier in China entails a very different set of fundamental elements than with one in the United States or Europe. As such, managers cannot rely on information systems to conduct business with global suppliers, but in many cases must travel to the location and visit with the supplier face to face to build an effective business relationship. In this article, 11 key issues that buying organizations should consider in their efforts to manage a global supply base are presented. These issues focus on the need for the "human factor" in establishing positive supplier relationships and the development of a high-performing global supply base.}, number={1}, journal={INDUSTRIAL MARKETING MANAGEMENT}, author={Handfield, RB and Nichols, EL}, year={2004}, month={Jan}, pages={29–35} }
 @article{handfield_2003, title={Strategic objectives for good pharmaceutical procurement}, volume={4}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0242300746&partnerID=MN8TOARS}, number={5}, journal={American Pharmaceutical Outsourcing}, author={Handfield, R.B.}, year={2003}, pages={20–26} }
 @article{zahay_handfield_2004, title={The role of learning and technical capabilities in predicting adoption of B2B technologies}, volume={33}, ISSN={["1873-2062"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-4644347741&partnerID=MN8TOARS}, DOI={10.1016/j.indmarman.2003.10.004}, abstractNote={Using the resource-based view and the learning organization as its theoretical framework, this study hypothesized that organizations which possessed not only the technical capabilities for automation but also the ability to learn and share information would be most likely to automate their supply chain processes. An empirical study with the top suppliers of a major airline supported this hypothesis. As predicted, both learning capabilities and certain technical capabilities were important in predicting the likelihood of adoption of Ariba, a web-based e-procurement tool.}, number={7}, journal={INDUSTRIAL MARKETING MANAGEMENT}, author={Zahay, DL and Handfield, RB}, year={2004}, month={Oct}, pages={627–641} }
 @article{handfield_walton_sroufe_melnyk_2002, title={Applying environmental criteria to supplier assessment: A study in the application of the Analytical Hierarchy Process}, volume={141}, ISSN={["0377-2217"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0037125659&partnerID=MN8TOARS}, DOI={10.1016/S0377-2217(01)00261-2}, abstractNote={Increasingly, purchasing managers are being asked not only to transform purchasing into a more strategic function but also to integrate environmental issues in their decisions. Introducing the environmental dimension into purchasing decisions embeds a new set of trade-offs in the decision, complicating the decision-making process with both qualitative and quantitative factors. Yet, few companies use any structured analysis to evaluate suppliers along environmental dimensions. In this study, we illustrate the use of the Analytical Hierarchy Process (AHP) as a decision support model to help managers understand the trade-offs between environmental dimensions. We then demonstrate how AHP can be used to evaluate the relative importance of various environmental traits and to assess the relative performance of several suppliers along these traits. Three case studies were carried out to demonstrate the benefits and weaknesses of using AHP in this manner. Finally, we examine how AHP can be incorporated into a comprehensive information system supporting Environmentally Conscious Purchasing (ECP).}, number={1}, journal={EUROPEAN JOURNAL OF OPERATIONAL RESEARCH}, author={Handfield, R and Walton, SV and Sroufe, R and Melnyk, SA}, year={2002}, month={Aug}, pages={70–87} }
 @article{ragatz_handfield_petersen_2002, title={Benefits associated with supplier integration into new product development under conditions of technology uncertainty}, volume={55}, ISSN={["1873-7978"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0347174922&partnerID=MN8TOARS}, DOI={10.1016/S0148-2963(00)00158-2}, abstractNote={In many industries, firms are striving to integrate material suppliers earlier into the new product/process development process. This involvement may range from simple consultation with suppliers on design ideas to making suppliers fully responsible for the design of components or systems they will supply. In this paper, we develop and test a conceptual model of the effect of elements of the supplier integration process on cost, quality, and new product development time, under conditions of technology uncertainty. Technology uncertainty is operationalized here, as the degree to which the product or process technologies employed in the project are new, complex, and/or rapidly changing. The results suggest that technology uncertainty have a negative impact on cost results, but no direct effect on quality or cycle time. The results also show that certain elements of the supplier integration process are more likely to be employed under conditions of technology uncertainty, leading to significant improvements in cost, quality, and cycle time objectives.}, number={5}, journal={JOURNAL OF BUSINESS RESEARCH}, author={Ragatz, GL and Handfield, RB and Petersen, KJ}, year={2002}, month={May}, pages={389–400} }
 @article{stuart_mccutcheon_handfield_mclachlin_samson_2002, title={Effective case research in operations management: A process perspective}, volume={20}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0036722599&partnerID=MN8TOARS}, DOI={10.1016/S0272-6963(02)00022-0}, abstractNote={AbstractDespite many calls for case‐based operations management research, the successful publication rate of such articles in top‐tier journals has been less than stellar. A five step case‐based research and dissemination process is presented. Guidance is given to future researchers for each step in the process. In addition, areas of weakness are examined and discussed in detail. Future potential research questions in operations management considered to be appropriate for the case‐based method are highlighted.}, number={5}, journal={Journal of Operations Management}, author={Stuart, I. and McCutcheon, D. and Handfield, R. and McLachlin, R. and Samson, D.}, year={2002}, pages={419–433} }
 @inproceedings{das_handfield_bozarth_2002, title={Profiles in supply chain management: An empirical examination}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-1642540237&partnerID=MN8TOARS}, booktitle={Proceedings - Annual Meeting of the Decision Sciences Institute}, author={Das, A. and Handfield, R. and Bozarth, C.}, year={2002}, pages={575–580} }
 @book{monczka_trent_handfield_2002, title={Purchasing and supply chain management}, ISBN={0324023154}, publisher={Cincinnati, OH: South-Western College Publishers}, author={Monczka, R. M. and Trent, R. and Handfield, R.}, year={2002} }
 @book{handfield_nichols_2002, title={Supply chain redesign: Transforming supply chains into integrated value systems}, ISBN={0130603120}, publisher={Upper Saddle River, NJ: Prentice Hall PTR}, author={Handfield, R. B. and Nichols, E. L.}, year={2002} }
 @article{handfield_bechtel_2002, title={The role of trust and relationship structure in improving supply chain responsiveness}, volume={31}, ISSN={["1873-2062"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0036267899&partnerID=MN8TOARS}, DOI={10.1016/S0019-8501(01)00169-9}, abstractNote={In order to reduce cycle times between supply chain entities, managers must work to create new relational forms that rely on trust to a greater extent. We present a model suggesting that to build relationships based on trust, suppliers must invest in site-specific and human assets, and buyers must judiciously apply contracts to control for relative levels of dependence within the relationship. Our model also suggests that buyer-dependence, supplier human asset investments, and trust are all positively associated with improved supply chain responsiveness, defined in this study as the supplier's ability to quickly respond to the buying party's needs. This model is tested with data gathered from a sample of purchasing managers in North American manufacturing firms. The results suggest that even in cases when buyers do not have a great deal of control over their suppliers, working to build trust within the relationship can improve supplier responsiveness.}, number={4}, journal={INDUSTRIAL MARKETING MANAGEMENT}, author={Handfield, RB and Bechtel, C}, year={2002}, month={Jul}, pages={367–382} }
 @article{handfield_2002, title={Writing the ideal paper for JOM: a new editor's perspective}, volume={20}, number={1}, journal={Journal of Operations Management}, author={Handfield, R.}, year={2002}, pages={10–18} }
 @article{handfield_melnyk_calantone_curkovic_2001, title={Integrating environmental concerns into the design process: The gap between theory and practice}, volume={48}, ISSN={["1558-0040"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0035333225&partnerID=MN8TOARS}, DOI={10.1109/17.922478}, abstractNote={This paper focuses on the product design process and integration of environmental performance criteria during this critical stage. Specifically, the authors explore environmentally responsible manufacturing (ERM) as perceived and acted on by two critical groups within this design process. The first consists of the champions and supporters of ERM, who either formally or informally act as advocates of ERM within the organization. The second consists of the users of design for environment (DfE) tools and procedures. Typically, these people consist of product designers and design engineers. The authors study these two groups through in-depth interviews with managers and engineers in a sample of ten firms drawn from the "best-in-class" environmental leaders. They found that a large gap exists between the ERM supporters and the users of ERM tools in terms of expectations, perceptions and orientations toward ERM principles, practices and tools. To overcome some of the many obstacles preventing effective integration of environmental criteria into the design process, they conclude with a process map that proposes the following steps: (1) enlisting support of a corporate champion; (2) defining environmental goals; (3) selecting a pilot project; (4) setting product launch goals and evaluation system; (5) enlisting support of team members; (6) providing DfE tools and training; (7) monitoring the project; and (8) celebrating successes.}, number={2}, journal={IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT}, author={Handfield, RB and Melnyk, SA and Calantone, RJ and Curkovic, S}, year={2001}, month={May}, pages={189–208} }
 @misc{das_handfield_calantone_ghosh_2000, title={A contingent view of quality management - The impact of international competition on quality}, volume={31}, ISSN={["1540-5915"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0039621560&partnerID=MN8TOARS}, DOI={10.1111/j.1540-5915.2000.tb00938.x}, abstractNote={Much of the research on quality practices and performance reflects a resource‐based perspective of the firm, dealing primarily with internal issues of managerial and technological competence in developing and executing an effective TQM strategy. The neoclassical perspective on the influence of the competitive environment on quality practices and performance remains conspicuously absent in the empirical quality literature. Our study aims to address this gap by examining the contingent role of international competition on quality management and performance.We develop and test an integrative framework of quality management, consisting of high involvement work practices, quality practices, quality performance, and firm performance. We then examine the contingent effects of international competition on the constructs and relationships of the framework. International competition was found to moderate the relationship between quality practices and customer satisfaction performance, as well as the relationship between high involvement work practices and firm performance. The moderator effects suggest interesting implications for quality theory and practice.}, number={3}, journal={DECISION SCIENCES}, author={Das, A and Handfield, RB and Calantone, RJ and Ghosh, S}, year={2000}, pages={649–690} }
 @article{handfield_krause_scannell_monczka_2000, title={Avoid the pitfalls in supplier development}, volume={41}, number={2}, journal={Sloan Management Review}, author={Handfield, R. B. and Krause, D. R. and Scannell, T. V. and Monczka, R. M.}, year={2000}, pages={37} }
 @article{mcdermott_handfield_2000, title={Concurrent development and strategic outsourcing: Do the rules change in breakthrough innovation?}, volume={11}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0001773946&partnerID=MN8TOARS}, DOI={10.1016/S1047-8310(00)00020-1}, abstractNote={Concurrent development activities and strategic supply chain management have become staples of the new product development (NPD) process over the last 15 years. Although this is beneficial, often the advice given comes in a "generic" form, based on the assumption that the similarities among NPD efforts are more important than the differences between them. However, variation in the radicalness of projects can make a significant difference in the way that they should be managed. This paper explores the processes associated with the development of radical new products. Based on interviews with project managers and engineers in the United States and Japan, this paper puts forth three propositions, which we summarize in a model aimed to help managers decide whether the "degree of radicalness" of the product may require changes in the organization's NPD process.}, number={1}, journal={Journal of High Technology Management Research}, author={Mcdermott, C. and Handfield, R.}, year={2000}, pages={35–57} }
 @article{pagell_melnyk_handfield_2000, title={Do trade-offs exist in operations strategy? Insights from the stamping die industry}, volume={43}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0034179018&partnerID=MN8TOARS}, DOI={10.1016/S0007-6813(00)89203-4}, number={3}, journal={Business Horizons}, author={Pagell, M. and Melnyk, S. and Handfield, R.}, year={2000}, pages={69–77} }
 @article{pagell_handfield_barber_2000, title={Effects of operational employee skills on advanced manufacturing technology performance}, volume={9}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0005784627&partnerID=MN8TOARS}, DOI={10.1111/j.1937-5956.2000.tb00135.x}, abstractNote={ This study employs structured interviews in a field setting to develop an in‐depth understanding of how a specific human resource decision affected manufacturing performance at 30 plants using advanced manufacturing technologies. Initial results suggested that there is no relationship between the skill level of operational employees and the level of performance of the installations. When a measure of “fit” between environmental characteristics and skills was employed, however, there was a significant relationship between the fit measure and performance. }, number={3}, journal={Production and Operations Management}, author={Pagell, M. and Handfield, Robert and Barber, A.E.}, year={2000}, pages={222–238} }
 @article{curkovic_melnyk_handfield_calantone_2000, title={Investigating the linkage between total quality management and environmentally responsible manufacturing}, volume={47}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0034313378&partnerID=MN8TOARS}, DOI={10.1109/17.895340}, abstractNote={This paper explicitly examines the relationship that exists between total quality management (TQM) and environmentally responsible manufacturing (ERM) systems. It has been presumed in numerous past studies that such a relationship does exist. It has been argued that those firms that have successfully implemented a TQM system are better positioned to successfully implement an ERM system. This relationship, however, has not yet been statistically and empirically evaluated. In this study, the authors evaluate this relationship using a large-scale survey of plant managers as the data source and confirmatory factor analysis and structural equation modeling as the statistical tools. The study develops a series of measures for various aspects of both TQM and ERM. The results show that there is indeed a strong relationship between TQM and ERM. In many ways, ERM is conditioned by the presence of TQM. Furthermore, ERM systems have a parallel structure when compared to TQM systems.}, number={4}, journal={IEEE Transactions on Engineering Management}, author={Curkovic, S. and Melnyk, S.A. and Handfield, R.B. and Calantone, R.}, year={2000}, pages={444–464} }
 @article{kannan_tan_handfield_ghosh_2000, title={Quality in the boardroom and on the shop floor: A survey of contemporary quality practice}, volume={41}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0034450302&partnerID=MN8TOARS}, number={4}, journal={Production and Inventory Management Journal}, author={Kannan, V.R. and Tan, K.-C. and Handfield, R.B. and Ghosh, S.}, year={2000}, pages={1–7} }
 @article{choon tan_kannan_handfield_ghosh_2000, title={Quality, manufacturing strategy, and global competition: An empirical analysis}, volume={7}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84986105232&partnerID=MN8TOARS}, DOI={10.1108/14635770010331333}, abstractNote={Over the past ten years, intense global competition has forced many firms to examine their business practices and to evaluate how to meet the challenges economic globalization has presented. Underlying these efforts has been an examination of strategic priorities and in particular recognition of the need to improve product and process quality. While quality improvement has become a pervasive element of business strategy, allowing some companies to respond to increasing competitive pressures, it has not been universally effective. This study uses a survey of over 300 senior quality personnel to identify the challenges businesses face from globalization and how strategic initiatives, and in particular, quality improvement efforts, are used to respond to them.}, number={3}, journal={Benchmarking: An International Journal}, author={Choon Tan, K. and Kannan, V.R. and Handfield, R.B. and Ghosh, S.}, year={2000}, pages={174–182} }
 @article{pagell_handfield_2000, title={The impact of unions on operations strategy}, volume={9}, ISSN={["1059-1478"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0040524250&partnerID=MN8TOARS}, DOI={10.1111/j.1937-5956.2000.tb00330.x}, abstractNote={ This paper explores the effect that unions have on a firm's ability to reengineer manufacturing processes. We begin by exploring the various effects that a union may have in a manufacturing environment. Next, we briefly review how unions may affect managerial initiatives to reengineer processes and improve manufacturing performance. The third section analyzes an existing database to test for differences in cycle time and manufacturing performance between union and nonunion firms. Finally, we discuss the implications of the study for future operations strategy research and note how a different form of union‐management relationships is beginning to evolve. }, number={2}, journal={PRODUCTION AND OPERATIONS MANAGEMENT}, author={Pagell, M and Handfield, R}, year={2000}, pages={141–157} }
 @article{curkovic_melnyk_calantone_handfield_2000, title={Validating the Malcolm Baldrige National Quality Award Framework through structural equation modelling}, volume={38}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0034628958&partnerID=MN8TOARS}, DOI={10.1080/002075400189149}, abstractNote={Since its introduction in 1987, the Malcolm Baldrige National Quality Award (MBNQA) has come to have a major influence in the assessment of quality efforts and systems. Many public and private institutions, for example, use the measures derived from this award programme to carry out self-assessments. Many programmes at the local, state and international levels are based on the MBNQA. Implicit in this evidence is the assumption that the MBNQA adequately captures the major dimensions of Total Quality Management. This study empirically assesses this assumption. Specifically, it assesses the extent of fit between the factors of the MBNQA and their measures. It also evaluates the extent to which these factors really do capture this important higher-level construct known as TQM. The results reported in this study are based on a field survey consisting of responses gathered from 526 plant managers within the US automotive industry. The assessment is carried out using confirmatory factory analysis and structural equation models.}, number={4}, journal={International Journal of Production Research}, author={Curkovic, S. and Melnyk, S. and Calantone, R. and Handfield, R.}, year={2000}, pages={765–791} }
 @article{handfield_jayaram_ghosh_1999, title={An empirical examination of quality tool deployment patterns and their impact on performance}, volume={37}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0032667749&partnerID=MN8TOARS}, DOI={10.1080/002075499191328}, abstractNote={Although research suggests that quality management initiatives often fail to meet managers' expectations, few studies consider that an inappropriate choice of quality tools may adversely affect the results. This paper analyses the pattern of quality tool deployment and its impact on performance using a sample of 313 North American and European firms. The analysis reveals that four primary types of quality tool applications occur: Human Resource (HR) tools, Design tools, Discipline tools and Measurement tools. Several significant relationships between these dimensions and quality performance were found, suggesting that successful tool deployment often depends on competitive conditions and internal strategies.}, number={6}, journal={International Journal of Production Research}, author={Handfield, R. and Jayaram, J. and Ghosh, S.}, year={1999}, pages={1403–1426} }
 @book{handfield_nichols_1999, title={Introduction to supply chain management}, ISBN={0136216161}, publisher={Upper Saddle River, NJ: Prentice Hall}, author={Handfield, R. B. and Nichols, E. L.}, year={1999} }
 @article{handfield_ragatz_petersen_monczka_1999, title={Involving suppliers in new product development}, volume={42}, ISSN={["0008-1256"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0033480108&partnerID=MN8TOARS}, DOI={10.2307/41166019}, abstractNote={Organizations have been quick to realize that involving suppliers in new product/process/service development efforts has the potential for significant results. Numerous studies have highlighted the fact that supplier participation in product development projects can help reduce cost, reduce concept to customer development time, improve quality, and provide innovative technologies that can help capture market share. However, not all efforts are successful. Supplier integration is most successful when driven by a formalized process that considers supplier capabilities, level of complexity of the technology, and degree of risk. Leading companies conduct a formal in-depth supplier evaluation and risk assessment prior to supplier involvement on the project team.}, number={1}, journal={CALIFORNIA MANAGEMENT REVIEW}, author={Handfield, RB and Ragatz, GL and Petersen, KJ and Monczka, RM}, year={1999}, pages={59-+} }
 @article{tan_kannan_handfield_ghosh_1999, title={Supply chain management: An empirical study of its impact on performance}, volume={19}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-3543059938&partnerID=MN8TOARS}, DOI={10.1108/01443579910287064}, abstractNote={Total quality management, supply base management, customer driven corporate policy, and other elements of supply chain management are frequently cited as strategic options to achieve competitive success in the 1990s. However, attempts by companies to implement these options have not been universally successful and have in many cases failed to yield the desired results. This study presents details of a survey carried out to determine whether particular quality management, supply base management, and customer relations practices can impact corporate performance. In addition it examines the impact analyzing the competitive environment has on performance. Regression models identify several factors that directly and positively impact corporate performance. These include the extent to which companies analyze the strategies of competitors and determine future customer requirements, and the commitment they have to evaluating performance throughout the supply chain.}, number={10}, journal={International Journal of Operations and Production Management}, author={Tan, K.-C. and Kannan, V.R. and Handfield, R.B. and Ghosh, S.}, year={1999}, pages={1034–1052} }
 @article{krause_handfield_scannell_1998, title={An empirical investigation of supplier development: Reactive and strategic processes}, volume={17}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0032295038&partnerID=MN8TOARS}, DOI={10.1016/S0272-6963(98)00030-8}, abstractNote={AbstractAs firms continue to focus on core competencies and outsource non‐core products and services to external suppliers, supply chain management is increasingly viewed as a source of competitive advantage. However, if the supply chain is to be a source of competitive advantage, suppliers' performance must be managed and developed to meet the needs of the buying firm. In an exploratory study based on data collected from 84 companies, the authors develop a process model for supplier development. Using this process model as a framework, the authors then compare two approaches buying firms use in supplier development: (1) reactive efforts to increase the performance of laggard suppliers, and (2) strategic efforts to increase the capabilities of the supply base to enhance the buying firm's long‐term competitive advantage. Strategic efforts were found to significantly increase the buying company's involvement in suppliers' processes, and required greater dedication of resources, personnel and communication.}, number={1}, journal={Journal of Operations Management}, author={Krause, D.R. and Handfield, R.B. and Scannell, T.V.}, year={1998}, pages={39–58} }
 @inproceedings{tan_handfield_krause_1998, title={Enhancing firm's performance through quality and supply base management: An empirical study}, volume={3}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0031629431&partnerID=MN8TOARS}, booktitle={Proceedings - Annual Meeting of the Decision Sciences Institute}, author={Tan, Keah Choon and Handfield, Robert B. and Krause, Daniel R.}, year={1998}, pages={1659–1661} }
 @article{tan_handfield_krause_1998, title={Enhancing the firm’s performance through quality and supply base management: An empirical study}, volume={36}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0032188660&partnerID=MN8TOARS}, DOI={10.1080/002075498192490}, abstractNote={Over the past ten years, both total quality management and supply base management have become significant strategic tools for firms that are striving to achieve competitive success. This study examines firms' operational quality approaches, supplier evaluation practices, and supply base management activities, and relates these strategic initiatives to firm performance. Hypotheses were tested through the use of bivariate correlation, factor analysis and multiple regression analysis of survey data from a cross-industry sample of quality directors and vice presidents in US firms. While many strategic quality approaches and supply base management tools are positively correlated with firm performance, our results show that quality management and supply base management techniques and tools must be implemented conjointly to achieve superior financial and business performance. The implication is that managers must seek to integrate the activities of quality assurance with those of purchasing and materials management.}, number={10}, journal={International Journal of Production Research}, author={Tan, K.C. and Handfield, R.B. and Krause, D.R.}, year={1998}, pages={2813–2837} }
 @inproceedings{walton_handfield_melnyk_1998, title={Green supply chain: Integrating suppliers into environmental management processes}, volume={3}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0031629406&partnerID=MN8TOARS}, booktitle={Proceedings - Annual Meeting of the Decision Sciences Institute}, author={Walton, Steve V. and Handfield, Robert B. and Melnyk, Steven A.}, year={1998}, pages={1114–1116} }
 @inproceedings{curkovic_handfield_melnyk_sroufe_1998, title={Literature review of Environmentally Responsible Manufacturing}, volume={1}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0031646174&partnerID=MN8TOARS}, booktitle={Proceedings - Annual Meeting of the Decision Sciences Institute}, author={Curkovic, Sime and Handfield, Rob and Melnyk, Steve and Sroufe, Rob}, year={1998}, pages={33–35} }
 @article{melnyk_handfield_1998, title={May you live in interesting times...the emergence of theory-driven empirical research}, volume={16}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0032116183&partnerID=MN8TOARS}, DOI={10.1016/S0272-6963(98)00027-8}, abstractNote={Journal of Operations ManagementVolume 16, Issue 4 p. 311-319 Preface May you live in interesting times…the emergence of theory-driven empirical research Steven A Melnyk, Steven A Melnyk The Department of Marketing and Supply Chain Management, Michigan State University, East Lansing, MI, USASearch for more papers by this authorRobert B Handfield, Robert B Handfield The Department of Marketing and Supply Chain Management, Michigan State University, East Lansing, MI, USASearch for more papers by this author Steven A Melnyk, Steven A Melnyk The Department of Marketing and Supply Chain Management, Michigan State University, East Lansing, MI, USASearch for more papers by this authorRobert B Handfield, Robert B Handfield The Department of Marketing and Supply Chain Management, Michigan State University, East Lansing, MI, USASearch for more papers by this author First published: 25 November 1998 https://doi.org/10.1016/S0272-6963(98)00027-8Citations: 52 Corresponding author. Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Citing Literature Volume16, Issue4July 1998Pages 311-319 RelatedInformation}, number={4}, journal={Journal of Operations Management}, author={Melnyk, Steven A. and Handfield, Robert B.}, year={1998}, pages={311–319} }
 @inproceedings{ragatz_handfield_petersen_monczka_1998, title={Process model of successful supplier integration into new product/process/service development}, volume={3}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0031637711&partnerID=MN8TOARS}, booktitle={Proceedings - Annual Meeting of the Decision Sciences Institute}, author={Ragatz, Gary L. and Handfield, Robert B. and Petersen, Kenneth J. and Monczka, Robert M.}, year={1998}, pages={1364–1366} }
 @article{bozarth_handfield_das_1998, title={Stages of global sourcing strategy evolution: An exploratory study}, volume={16}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0032066374&partnerID=MN8TOARS}, DOI={10.1016/s0272-6963(97)00040-5}, abstractNote={AbstractThis paper analyzes the interrelationships between international sourcing decisions, sourcing strategies, and supplier performance. We first discuss the effect of global competition on the need for firms to seek international suppliers, and present a number of taxonomies that describe the evolution of global supply base development. The deployment of different commodity strategies (e.g., information sharing, single vs. multiple sourcing, contracts, and partnering) in conjunction with international sourcing is also reviewed. In the second half of the paper, we examine a set of international sourcing practices from a sample of 55 US manufacturing firms. Results suggest that US purchasing professionals are not spending as much time managing the ongoing buyer–supplier relationship as they are making the initial purchasing decision. This gap between ‘prescription’ and ‘practice’ represents both a competitive opportunity and threat for manufacturers.}, number={2-3}, journal={Journal of Operations Management}, author={Bozarth, C. and Handfield, R. and Das, A.}, year={1998}, pages={241–255} }
 @article{monczka_petersen_handfield_ragatz_1998, title={Success factors in strategic supplier alliances: The buying company perspective}, volume={29}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0032272611&partnerID=MN8TOARS}, DOI={10.1111/j.1540-5915.1998.tb01354.x}, abstractNote={ABSTRACTThe emerging area of supply chain alliances has received considerable attention in the academic and managerial press, yet there are many unanswered questions regarding the dynamics of such relationships. A number of such fundamental issues drive this research initiative, including how alliances are developed, their key success factors, and the specific benefits to be achieved. The study begins by establishing a definition of strategic supplier alliances, based on a comparison of both theoretical and managerial descriptions. The critical antecedents associated with the success of strategic supplier alliances are next developed, and the magnitude of the effect of these factors on partnership success is assessed. The analysis employs both qualitative and quantitative data, collected through an electronic network of over 200 companies, as part of an ongoing benchmarking initiative in supply chain management.From the perspective of the buying company in the alliance, the following attributes of supplier alliances were found to be significantly related to partnership success: trust and coordination, interdependence, information quality and participation, information sharing, joint problem solving, avoiding the use of severe conflict resolution tactics, and the existence of a formal supplier/commodity alliance selection process. Resource commitment and smoothing over problems were found to be poor predictors of alliance success. The implications of these results for managerial decision making in supplier alliance development are discussed.}, number={3}, journal={Decision Sciences}, author={Monczka, R.M. and Petersen, K.J. and Handfield, R.B. and Ragatz, G.L.}, year={1998}, pages={553–577} }
 @inproceedings{krause_handfield_scannell_1998, title={Supplier development: An empirical investigation}, volume={3}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0031639017&partnerID=MN8TOARS}, booktitle={Proceedings - Annual Meeting of the Decision Sciences Institute}, author={Krause, Daniel R. and Handfield, Robert B. and Scannell, Thomas V.}, year={1998}, pages={1275–1277} }
 @inproceedings{das_handfield_calantone_ghosh_1998, title={TQM dynamics - an empirical study of TQM practice and performance}, volume={3}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0031634149&partnerID=MN8TOARS}, booktitle={Proceedings - Annual Meeting of the Decision Sciences Institute}, author={Das, Ajay and Handfield, Robert B. and Calantone, Roger J. and Ghosh, Soumen}, year={1998}, pages={1620–1622} }
 @article{handfield_melnyk_1998, title={The scientific theory-building process: A primer using the case of TQM}, volume={16}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0032118213&partnerID=MN8TOARS}, DOI={10.1016/s0272-6963(98)00017-5}, abstractNote={AbstractAs Operations Management (OM) researchers begin to undertake and publish more empirical research, there is a need to understand the nature of the scientific theory‐building process implicit in this activity. This tutorial presents a process map approach to this process. We begin by defining the nature of scientific knowledge, and proceed through the stages of the theory‐building process, using illustrations from OM research in Total Quality Management. The tutorial ends with a discussion of the criteria for OM journal reviewers to consider in evaluating theory‐driven empirical research, and suggests a number of OM topic areas that require greater theory development.}, number={4}, journal={Journal of Operations Management}, author={Handfield, R.B. and Melnyk, S.A.}, year={1998}, pages={321–339} }
 @article{handfield_walton_seegers_melnyk_1997, title={'Green' value chain practices in the furniture industry}, volume={15}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0031276763&partnerID=MN8TOARS}, DOI={10.1016/S0272-6963(97)00004-1}, abstractNote={AbstractThis paper draws on the results of interviews with five environmental managers in the furniture industry to develop a taxonomy of environmentally‐friendly (‘green’) best practices within the operations management value chain. This taxonomy is then extended to develop a group of propositions concerning the role of management in promoting environmentally‐friendly practices. The results suggest that in order to be successful, environmental management strategies must be integrated into all stages of the value chain, which includes all of the processes spanning product design, procurement, manufacturing and assembly, packaging, logistics, and distribution. While the potential for environmental performance improvement in all five of the companies is evident, all of them demonstrated ‘pockets’ of environmentally‐friendly practices (EFP) in different areas of their respective value chain functions. The propositions and results emerging from the analysis also suggests that reacting to regulations is no longer sufficient. World‐class EFP must anticipate and pre‐empt changing environmental regulations and customer expectations, and proactively prepare products, processes and infrastructure for these changes without sacrificing competitive advantage.}, number={4}, journal={Journal of Operations Management}, author={Handfield, R.B. and Walton, S.V. and Seegers, L.K. and Melnyk, S.A.}, year={1997}, pages={293–315} }
 @article{das_handfield_1997, title={A meta-analysis of doctoral dissertations in purchasing}, volume={15}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0031142739&partnerID=MN8TOARS}, DOI={10.1016/S0272-6963(96)00101-5}, abstractNote={AbstractPurchasing, as a distinct business function, has grown immensely in strategic stature over the past decade. However, the academic development of the field has not paralleled this turn of events. While the academic evolution of any field can be assessed in a variety of ways, doctoral dissertation research provides a useful method of evaluating the intellectual health of a discipline. We analyze doctoral dissertation research in the field of purchasing since 1987, identify key areas of study, examine shifts in topical coverage, evaluate methodological sophistication and the extent of theory development and discuss gaps in research areas. We find that dissertation research in purchasing is still largely exploratory, lacking in dominant paradigms and unifying theories. On a more positive note, our analysis reveals an encouraging trend towards causal and confirmatory research designs and the growing use of organizational, marketing and economic theory to explain purchasing phenomena.}, number={2}, journal={Journal of Operations Management}, author={Das, A. and Handfield, R.B.}, year={1997}, pages={101–121} }
 @article{das_handfield_1997, title={Just-in-time and logistics in global sourcing: An empirical study}, volume={27}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84986076270&partnerID=MN8TOARS}, DOI={10.1108/09600039710170601}, abstractNote={Just‐in‐time (JIT) has been written about since the early 1970s. Studies have investigated the growth of JIT sourcing and its implications. However, there has not been as much discussion of the issues faced by companies involved in the pursuit of JIT sourcing in a global supply chain. Undertakes a systematic review of the JIT sourcing and logistics literature and highlights key findings. Notes a number of key problems and best practice issues in the area, followed by an empirical examination of the potential benefits of adopting JIT policies in global sourcing and logistics relative to non‐JIT global buyers. Compares results attained with those of a group of buyers employing JIT sourcing and domestic suppliers. Significant differences in a number of performance areas are found in the sourcing and logistics practices between companies following JIT practices with their global suppliers, as compared to companies not doing so. Finds that some aspects of domestic JIT sourcing and logistics are applicable acro...}, number={3-4}, journal={International Journal of Physical Distribution & Logistics Management}, author={Das, A. and Handfield, R.B.}, year={1997}, pages={244–259} }
 @article{ragatz_handfield_scannell_1997, title={Success factors for integrating suppliers into new product development}, volume={14}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85088544895&partnerID=MN8TOARS}, DOI={10.1111/1540-5885.1430190}, abstractNote={Faster, better, cheaper—these marching orders summarize the challenge facing new product development (NPD). In other words, NPD teams must find the means for speeding time to market while also improving product quality and reducing product costs. Cross‐functional teams have proved effective for meeting these challenges, and such teams may extend beyond company boundaries to include key materials suppliers.Effective integration of suppliers into NPD can yield such benefits as reduced cost and improved quality of purchased materials, reduced product development time, and improved access to and application of technology. As Gary Ragatz, Robert Handfield, and Thomas Scannell point out, however, those benefits do not automatically accrue to any NPD team that includes representatives from a supplier's company. In a study of 60 member companies from the Michigan State University Global Procurement and Supply Chain Electronic Benchmarking Network, they explore the management practices and the environmental factors that relate most closely to successful integration of suppliers into the NPD process.The study identifies supplier membership on the NPD project team as the greatest differentiator between most and least successful integration efforts. Although the respondents reported only moderate use of shared education and training, the study cites this management factor as another significant differentiator between most and least successful efforts. Respondents listed direct, cross‐functional, intercompany communication as the most widely used technique for integrating suppliers into NPD.To integrate suppliers into NPD, a company must overcome such barriers as resistance to sharing proprietary information, and the not‐invented‐here syndrome. The results of this study suggest that overcoming such barriers depends on relationship structuring—that is, shared education and training, formal trust development processes, formalized risk/reward sharing agreements, joint agreement on performance measurements, top management commitment from both companies, and confidence in the supplier's capabilities. Overcoming these barriers also depends on assett sharing, including intellectual assets such as customer requirements, technology information, and cross‐functional communication; physical assets such as linked information systems, technology, and shared plant and equipment; and human assets such as supplier participation on the project team and co‐location of personnel.}, number={3}, journal={Journal of Product Innovation Management}, author={Ragatz, G.L. and Handfield, R.B. and Scannell, T.V.}, year={1997}, pages={190–202} }
 @article{ragatz_handfield_scannell_1997, title={Success factors for integrating suppliers into new product development}, volume={14}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0031144295&partnerID=MN8TOARS}, DOI={10.1016/S0737-6782(97)00007-6}, abstractNote={Faster, better, cheaper—these marching orders summarize the challenge facing new product development (NPD). In other words, NPD teams must find the means for speeding time to market while also improving product quality and reducing product costs. Cross-functional teams have proved effective for meeting these challenges, and such teams may extend beyond company boundaries to include key materials suppliers. Effective integration of suppliers into NPD can yield such benefits as reduced cost and improved quality of purchased materials, reduced product development time, and improved access to and application of technology. As Gary Ragatz, Robert Handfield, and Thomas Scannell point out, however, those benefits do not automatically accrue to any NPD team that includes representatives from a supplier's company. In a study of 60 member companies from the Michigan State University Global Procurement and Supply Chain Electronic Benchmarking Network, they explore the management practices and the environmental factors that relate most closely to successful integration of suppliers into the NPD process. The study identifies supplier membership on the NPD project team as the greatest differentiator between most and least successful integration efforts. Although the respondents reported only moderate use of shared education and training, the study cites this management factor as another significant differentiator between most and least successful efforts. Respondents listed direct, cross-functional, intercompany communication as the most widely used technique for integrating suppliers into NPD. To integrate suppliers into NPD, a company must overcome such barriers as resistance to sharing proprietary information, and the not-invented-here syndrome. The results of this study suggest that overcoming such barriers depends on relationship structuring—that is, shared education and training, formal trust development processes, formalized risk/reward sharing agreements, joint agreement on performance measurements, top management commitment from both companies, and confidence in the supplier's capabilities. Overcoming these barriers also depends on assett sharing, including intellectual assets such as customer requirements, technology information, and cross-functional communication; physical assets such as linked information systems, technology, and shared plant and equipment; and human assets such as supplier participation on the project team and co-location of personnel.}, number={3}, journal={Journal of Product Innovation Management}, author={Ragatz, Gary L. and Handfield, Robert B. and Scannell, Thomas V.}, year={1997}, pages={190–202} }
 @inproceedings{mcdermott_handfield_1996, title={Does the parallel approach make sense in the development of discontinuous innovations?}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0029767091&partnerID=MN8TOARS}, booktitle={IEEE International Engineering Management Conference}, author={McDermott, Christopher and Handfield, Robert}, year={1996}, pages={370–374} }
 @inproceedings{jayaram_handfield_ghosh_1996, title={Empirical study of the impact of quality tools and techniques on quality attributes and quality strategies}, volume={3}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0030374262&partnerID=MN8TOARS}, booktitle={Proceedings - Annual Meeting of the Decision Sciences Institute}, author={Jayaram, Jayanth and Handfield, Robert and Ghosh, Soumen}, year={1996}, pages={1664} }
 @inproceedings{melnyk_handfield_1996, title={Environmentally responsible manufacturing: Research issues and opportunities}, volume={3}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0030372360&partnerID=MN8TOARS}, booktitle={Proceedings - Annual Meeting of the Decision Sciences Institute}, author={Melnyk, Steven A. and Handfield, Robert B.}, year={1996}, pages={1331} }
 @inproceedings{pagell_handfield_1996, title={Importance of unions to operations strategy}, volume={3}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0030366014&partnerID=MN8TOARS}, booktitle={Proceedings - Annual Meeting of the Decision Sciences Institute}, author={Pagell, Mark and Handfield, Robert}, year={1996}, pages={1359–1361} }
 @inproceedings{melnyk_handfield_calantone_curkovic_1996, title={Integrating environmental concerns into the design process}, volume={3}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0030354561&partnerID=MN8TOARS}, booktitle={Proceedings - Annual Meeting of the Decision Sciences Institute}, author={Melnyk, Steven A. and Handfield, Robert and Calantone, Roger J. and Curkovic, Sime}, year={1996}, pages={1301–1303} }
 @inproceedings{walton_handfield_1996, title={Recent trends in operations management research}, volume={3}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0030359176&partnerID=MN8TOARS}, booktitle={Proceedings - Annual Meeting of the Decision Sciences Institute}, author={Walton, Steve V. and Handfield, Robert B.}, year={1996}, pages={1290} }
 @inproceedings{ragatz_handfield_scannell_1996, title={Success factors for integrating suppliers into new product development}, volume={3}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0030349915&partnerID=MN8TOARS}, booktitle={Proceedings - Annual Meeting of the Decision Sciences Institute}, author={Ragatz, Gary L. and Handfield, Robert B. and Scannell, Thomas V.}, year={1996}, pages={1442–1444} }
 @inproceedings{handfield_walton_goizueta_seegers_melnyk_1996, title={`Green' supply chain: Best practices from the furniture industry}, volume={3}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0030363766&partnerID=MN8TOARS}, booktitle={Proceedings - Annual Meeting of the Decision Sciences Institute}, author={Handfield, Robert B. and Walton, Steve V. and Goizueta, Roberto C. and Seegers, Lisa K. and Melnyk, Steven A.}, year={1996}, pages={1295–1297} }
 @article{handfield_pagell_1995, title={An analysis of the diffusion of flexible manufacturing systems}, volume={39}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0010310875&partnerID=MN8TOARS}, DOI={10.1016/0925-5273(95)00026-K}, abstractNote={Flexibility is often lauded in management journals as a key to success in batch manufacturing industries. One means of achieving this form of competitive capability is through investment in a “Flexible Manufacturing System”, defined as “…an automated batch manufacturing system consisting of NC machines, linked by automated material handling devices, that perform the operations required to manufacture parts” [41, p. 274]. Despite the many advantages and the potentially large market for such systems, widespread adoption of FMSs by American manufacturers has not occurred, while other forms of automation such as programmable robots have been adopted at a much faster rate. This study explains patterns of FMS adoption using a technological diffusion model developed by Rogers and Shoemaker (1971). The framework suggests that the manufacturers of FMS have ignored several dimensions of new product management critical to the diffusion of innovations. These dimensions include relative advantage, compatibility, product complexity, trialability, and observability. Given the economic justification procedures commonly applied to FMSs, successful diffusion will require major infrastructural changes in adopting organizations. Several managerial guidelines are suggested which may help FMS suppliers to improve the rate of adoption.}, number={3}, journal={International Journal of Production Economics}, author={Handfield, R.B. and Pagell, M.D.}, year={1995}, pages={243–253} }
 @article{handfield_pannesi_1995, title={Antecedents of leadtime competitiveness in make-to-order manufacturing firms}, volume={33}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0000462230&partnerID=MN8TOARS}, DOI={10.1080/00207549508930163}, abstractNote={This study develops a framework for analysing time-based competition and examines four supply-chain management strategies in make-to-order markets which can lead to cycle-time reduction: cross-functional product design participation, ‘just-in-time’ purchasing systems with suppliers, improved supplier delivery and quality performance, and work-in-process lot size reduction. A structural model and relevant measures were developed to assess the impact of these strategies on time-based competition, and the model was tested using interview data with managers in 40 plants from nine industries. Both just-in-time purchasing and supplier performance were found to have a significant effect on leadtime competitiveness, while cross-functional design and lotsize reduction did not. Several explanations for the lack of significance of the latter two variables were suggested based on qualitative observations and post-hoc analysis. Although the analysis suggests that the greatest progress towards time-based competitivenes...}, number={2}, journal={International Journal of Production Research}, author={Handfield, R.B. and Pannesi, R.T.}, year={1995}, pages={511–537} }
 @inproceedings{handfield_melnyk_1995, title={Environmentally responsible manufacturing: new challenges, hidden opportunities}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0029455525&partnerID=MN8TOARS}, booktitle={Annual International Conference Proceedings - American Production and Inventory Control Society}, author={Handfield, Robert B. and Melnyk, Steven A.}, year={1995}, pages={439–447} }
 @article{carter_melnyk_handfield_1995, title={Identifying the basic process strategies for time-based competition}, volume={36}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0029260176&partnerID=MN8TOARS}, number={1}, journal={Production and Inventory Management Journal}, author={Carter, Phillip L. and Melnyk, Steven A. and Handfield, Robert B.}, year={1995}, pages={65–70} }
 @book{handfield_1995, title={Re-engineering for time-based competition: Benchmarks and best practices for production, R & D, and purchasing}, ISBN={0899309178}, publisher={Westport, Conn.: Quorum Books}, author={Handfield, R. B.}, year={1995} }
 @article{handfield_1994, title={Effects of Concurrent Engineering on Make-to-Order Products}, volume={41}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0028543214&partnerID=MN8TOARS}, DOI={10.1109/17.364562}, abstractNote={An increasing number of manufacturing organizations are using concurrent engineering product development processes, which rely on parallel scheduling of activities throughout the product development cycle. This study examines the impact of such practices on product development time, product quality, and delivery leadtime. Using data obtained from structured interviews with product managers and engineers, six hypotheses are tested using a sample of 31 make-to-order (MTO) products from several industries. The results suggest that concurrent engineering may he appropriate for incremental innovation, but may have some "hidden costs" in the form of increased defects when applied to new "breakthrough" innovations. However, this strategy may be entirely suited to a specific customer segment that is willing to work with the manufacturer on debugging the product in the field. The study points out the importance of considering the hidden costs of concurrent engineering, and discusses the strategic implications of such decisions for technology managers. >}, number={4}, journal={IEEE Transactions on Engineering Management}, author={Handfield, R.B.}, year={1994}, pages={384–393} }
 @article{handfield_pannesi_1994, title={Managing Component Life Cycles in Dynamic Technological Environments}, volume={30}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84986774074&partnerID=MN8TOARS}, DOI={10.1111/j.1745-493X.1994.tb00186.x}, abstractNote={The existence of product life cycles is a well‐known concept. In certain industries, however, there is evidence to suggest that these product life cycles do not fully capture the dynamics occurring at an individual component level. Moreover, the authors have observed through discussions with suppliers and purchasing managers in high‐tech industries that a series of smaller life cycles exist within the total product life cycle; these smaller cycles are called “component life cycles.” The implications for supply chain management in dealing with these component life cycles in terms of “best practices” are presented to provide a contingency planning framework for materials managers.}, number={1}, journal={International Journal of Purchasing and Materials Management}, author={Handfield, R.B. and Pannesi, R.T.}, year={1994}, pages={19–27} }
 @article{handfield_1993, title={A resource dependence perspective of Just-in-Time purchasing}, volume={11}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0027654849&partnerID=MN8TOARS}, DOI={10.1016/0272-6963(93)90005-A}, abstractNote={AbstractA substantial body of literature in operations management has emphasized the importance of establishing “Just‐in‐Time” (JIT) purchasing with suppliers in order to reduce inventory levels, reduce inspection and produce better products. This issue is paralleled in resource dependence theory, which predicts how organizations respond to uncertainty within their external environment. The current research proposes a model which uses resource dependence to explain how and why purchasing is moving towards JIT, thereby bridging the fields of operations management and organization theory. The model proposes that supply base reduction is a response to increased uncertainty in demand and that JIT is preceded by greater information sharing with fewer suppliers. Further, the success of JIT purchasing systems is sustained through reduced transaction uncertainty with critical suppliers. These hypotheses are embodied in a path analysis model, which is tested for the existence of causal linkages between the constructs. The path model was tested using data collected from interviews with production, purchasing and engineering personnel at forty Make‐to‐Order manufacturing facilities. The results of the study support the idea that purchasing departments in Make‐to‐Order firms are likely to reduce the number of critical suppliers in response to uncertainty in demand. Further, evidence of the relationship between information sharing and supply base reduction was established and information sharing was shown to be an antecedent to JIT purchasing. The hypothesis that supply base reduction is an antecedent to JIT was not supported. However, the results suggest that the two policies are complementary, in that a coordinated program of both JIT purchasing and supply base consolidation can lead to significant reductions in transaction uncertainty}, number={3}, journal={Journal of Operations Management}, author={Handfield, R.B.}, year={1993}, pages={289–311} }
 @article{handfield_1993, title={Distinguishing Features of Just‐in‐Time Systems in the Make‐to‐Order/Assemble‐to‐Order Environment}, volume={24}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84990602497&partnerID=MN8TOARS}, DOI={10.1111/j.1540-5915.1993.tb01294.x}, abstractNote={ABSTRACTFew studies of just‐in‐time (JIT) implementation examine their significance in make‐to‐order manufacturing environments. This study examines the relative importance of several operating variables that are characteristic features of JIT systems within such environments in North America. The results suggest that the most salient features of JIT for make‐to‐order and assemble‐to‐order firms are the elimination of waste (in the form of time and defects), reduced setup time, reduced lotsize, and a smaller pool of suppliers. In addition, the results suggest that the use of non‐domestic suppliers can possibly hinder efforts at JIT implementation of materials procurement.}, number={3}, journal={Decision Sciences}, author={Handfield, R.}, year={1993}, pages={581–602} }
 @article{handfield_1989, title={Quality management in Japan versus the United States: an overview}, volume={30}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-0024862120&partnerID=MN8TOARS}, number={2}, journal={Production and Inventory Management Journal}, author={Handfield, Robert}, year={1989}, pages={79–85} }