1006941 13 October 2010

MODULE: EBU4010 RESEARCH SKILLS FOR BUSINESS AND

MANAGEMENT

IMPROVE ORDER-PICKING THROUGH HYBRID SCOR PRACTISES FOR

3PL

Submitted in partial fulfilment of the requirements for the degree of

MSc IN SUPPLY CHAIN MANAGEMENT

The University of Bolton

13 October 2010

1006941 13 October 2010

2

Abstract

This literature review focuses a methodology to assess the impact of order-

picking process. The methodology is based on the Supply Chain Operation

Reference (SCOR) model and the analysis is targeted for third-party logistic

(3PL) provider in supply chain industry. Correction of picking inaccuracy is an

additional cost to 3PL provider, and the cost could be substantial which may

result financial problem.

The four-level methodology decomposes each level from process types,

process categories, decompose processes to decompose process elements.

The lowest level enables companies to implement unique practices to achieve

competitive advantages as well as adapt the changes in business operations.

The top-down model is based on five core integrated processes of Plan,

Source, Make, Deliver and Return and this research will exploit Deliver and

Return which are covered the reliability attribute. To improve the process, it is

about the right quantity and quality which are typical metrics for the reliability

attribute. The operation will also be evaluated the responsiveness attribute

which measures the speed of tasks performed after reliability attribute is met.

In order to manage the improvement, a set of SCOR configurations needs to be

defined to measure and produce a relevance benchmarking data. This is to

understand the current performance and future / expected performance,

company requires documenting to produce a benchmarking summary. It

provides a platform to perform comparison with competitor or other industry

player. This comparison is quite similar to financial ratios. Detailed review and

analysis will be presented and discussed in this paper.

1006941 13 October 2010

3

Table of Contents

Abstract ............................................................................................................. 2

Table of Contents .............................................................................................. 3

List of Tables ..................................................................................................... 4

List of Figures ................................................................................................... 4

1. Introduction ................................................................................... 5

2. Contextualisation of Concept Map .............................................. 6

3. Review of Literature Sources..................................................... 12

4. Conclusions ................................................................................ 17

5. Recommendations on Further Research .................................. 19

Appendix A – Concept Map ............................................................................ 20

Appendix B – Retail Distribution Warehouse Picking Accuracy by AuditNet® ........................................................................................................ 21

Appendix C – Inbound Logistics Questionnaire 2011 ................................. 25

References....................................................................................................... 31

1006941 13 October 2010

4

List of Tables

Table 1: SCOR Level 2 – Process Category (Supply Chain Council, 2010b). .. 10

List of Figures Figure 1: SCOR Level 2 – Configuration Level (Supply Chain Council, 2008). ... 9

1006941 13 October 2010

5

1. Introduction

Order-picking is an activity begins after customer shipment order is received. It

is a fulfilment process of retrieving the product from a storage location in a

warehouse. Picking performance could be impacted by few main factors

include the physical layout, storage arrangement, travelling sequence, zoning

and etc. Apart from basic warehouse settings, the other key factors may also

include the availability of inventory.

A warehouse has becoming a centre that providing value-added service

location. 3PL providers require being innovative to retain existing customers as

well as attract new customers. However, picking challenges are unavoidable in

different industries especially products has similar appearance that could be

easily mispicked. Picking accuracy is an area that warehouse manager

constantly look for improvement.

In retail industry, small retailers often do not take it seriously on its errors of

picking or deliveries as they are supplying to their own outlets (Crawford, 2010).

However, it is otherwise when 3PL provider is handling the operation for them.

It is often to see many-but-small orders requested by outlets. And delivery is

expected to be made on the same day. These made 3PL providers to improve

their operation and stay competitive. Correction or rework of order will be the

last option to go for, as it could bring substantial financial burden.

This research paper describes an overview of picking inaccuracy of 3PL

provider and methodology used to benchmark, measure and analyse its

performance. It will be based on SCOR mode and adopt other benefit or

advantages from Lean Thinking, Six Sigma, or other to deliver an improved

hybrid process model to provide a better platform to address the supply chain

management (SCM) issue.

1006941 13 October 2010

6

2. Contextualisation of Concept Map

Picking inaccuracies result additional costs and may cause severe financial

problem in 3PL providers. Order-picking inaccuracy may cause by several

factors including insufficient of quantity, picking error, damages during transit,

unable to meet service level agreement and etc.

As we know, people, process and information technology are key areas that

warehouse to look at to improve the accuracy. For example, there are many

picking technologies like radio frequency (RF) picking, automated storage and

retrieval system, voice picking, pick-to-light and etc. Alternatively, 3PL provider

may also try to improve skillset of employees who run the warehouse

operations. Last but not least, a refined process or standard operating

procedure will definitely enhance the efficiency and to achieve accuracy.

In general, picking challenges can be summarised as below:

1. Many shipment orders in low quantity

2. Single shipment order with multiple stock keeping units (SKUs)

3. Poor labelling

4. Break bulk/case picking

5. Mispick

A typical shipment order contains order lines and each line associates to a

unique product or SKU in a quantity of its corresponding unit of measure.

Shipment order lines may be picked by pallet, case, piece or in any

combinations from specified storage locations which required by customers.

Picker may allow picking a substitute SKU if the original SKU is not available or

has insufficient quantity to be fulfilled during pick process, especially building a

bill of material order. However, it has to be defined and agreed earlier between

customer and 3PL provider.

1006941 13 October 2010

7

Order-picking will be triggered after shipment order is received by warehouse.

And efficiently picking including pick by single order / basic order, zone picking,

cherry picking, batch picking, wave picking and etc. Single order or basic order

is the most common method that an order is picked at one time by picker. This

operation fits well with small total number of orders, i.e. service centre of spare

part logistic operator. Batch picking uses a consolidated pick list to pick orders

have small quantity. It is very suitable for those warehouses accumulate low

number of SKUs from multiple orders. Batch picking is also known to be a

travel time-saving process, the time save allow to make additional picks. Zone

picking is ideal to operate with conveyor and order pattern is similar to batch

picking, each picker is assigned to a specific region and is responsible to

perform picking within the region only. Wave picking is to pick multiple product

orders which may group by specific carriers, routes or zone. It reduces the

picking cycle time compare to single order picking. Before loading the picked

products into truck, sorting process is also essential to ensure the accuracy.

Traditional order-picking will be depending instructions printed on paper. It can

be a single order pick list or a consolidated pick list done manually. With the

advancement of the technology, pickers get an instruction prompts on the RF

picking or even voice instruction via wireless devices.

Replenishment is another important process to ensure order fulfilment in

warehouse operation. If order cannot be fulfilled, warehouse manager will have

to find out the root cause, and insufficient stock at pick face or storage location

could be the culprit. It may also due to other technical error like poor labelling,

slow QC release, and etc.

A model may defined as a simplified description of a complex process, and

modelling refers to the process of generating a model as an abstract of real

process or system (Márquez, 2010, pp. 3-4). Márquez used computer

simulation modelling to predict the behaviour and in order to solve the

problems. 3PL providers are looking into various avenues to reduce their costs

1006941 13 October 2010

8

and increase the operational efficiencies; Enterprise Resource Planning (ERP)

solution could be one of the answers. ERP suppliers have accumulated their

implementation experiences in the past two decades, and have started to target

small and medium enterprises.

The SCOR model is a product provides a unique framework that links supply

chain business process, metrics, best practices and technology features into a

unified structure. It becomes a standard support communication among supply

chain partners and to improve the effectiveness of SCM and related supply

chain improvement activities (Supply Chain Council, 2010a). It has been used

by cross-industry practitioners for many years that help to improve the overall

effectiveness of daily management and initiatives. The model prescribes a set

of processes templates and its sub-tasks. The common business problems are

solved by implementing SCOR include improving operational control and cost

by standardising and streamlining core processes as well as assessment of

qualitative and quantitative performance through benchmarking exercises.

Performance Attributes and Metrics are the two elements of SCOR performance

section. A performance attribute itself could not be measure and is a group of

metrics for expressing its strategy. SCOR metric is a standard measurement of

the performance of a process and is to be used for diagnosis. There are 5

performance attributes that SCOR recognises which are Reliability,

Responsiveness, Agility, Cost and Assets. To address accuracy, it is about the

right quantity and quality which are typical metrics for the reliability attribute.

After the reliability is achieved, the operation should be evaluated the

responsiveness attribute which measures the speed of tasks performed (Supply

Chain Council, 2010b). An improved cycle time means an improvement of

processing throughput and maximise the contribution.

1006941 13 October 2010

9

Figure 1: SCOR Level 2 – Configuration Level (Supply Chain Council, 2008).

SCOR model is using diagnosis analysis, i.e. it uses level 2 metrics to explain

performance gap or improvements for level 1 which is referred to metric

decomposition or root-causing. The model links process elements, metrics,

best practice and supply chain features. Applying a SCOR model is to develop

a value stream map describing a supply chain’s major process workflow

includes (Martin, 2010):-

1006941 13 October 2010

10

1. Demand and supply planning

2. Sourcing strategies

3. Transformation processes

4. Warehousing and delivery

5. Reverse logistics

These five major processes are broken into lower level workflows shown below:

Table 1: SCOR Level 2 – Process Category (Supply Chain Council, 2010b).

The understanding from Goldsby and Martichenko (2005, pp. 3-8), Lean

Thinking is derived from Toyota Production System that is about to eliminate

waste and increase speed and flow. A non-value added process is considered

as waste. On the other hand, Six Sigma defines variance is a waste which

supports by statistical reference. It is a methodology to reduce variance within

1006941 13 October 2010

11

organisation process. They define Lean Six Sigma Logistics as the elimination

of wastes through disciplines efforts to understand and reduce variance, while

increasing speed and flow in the supply chain.

The logistic business is growing rapidly and business changes are expected

when customers’ demands are rising. Therefore 3PL providers are often

exploring in improving process include Lean Thinking, Six Sigma, SCOR and

etc. With an appropriate process implemented, it reduces the gap between

people, process and technology will be reduced to minimal and achieved

maximum accuracy.

1006941 13 October 2010

12

3. Review of Literature Sources

The researcher had done some searching and readings from ScienceDirect for

the keywords contain ‘warehouse process improvement’. It produced 6866

articles which including 5681 journals. A couple of journals were read and then

further refined the keywords to ‘SCOR process improvement’ which further

reduced to 1,116 journals. Other sources including Emerald, Google and

printed materials are used for wider selection of articles. The review started in

general process improvement within warehouse and slowly down to its

problematic area, i.e. picking accuracy.

With the rapid development of computer-based systems, Management

Information System has becoming an integral part of business processes and

playing an important role in supply chain industry. 3PL provider can maximise

ERP features to create new opportunity, innovation or services in differentiating

logistics service offering is essential for its business (Veeken and Rutten, 1998,

pp. 91-98). Warehouse management system (WMS) has becoming an

important of logistic system, which handles inbound, inventory, order fulfilment

and outbound processes. Despite of undisputed success of ERP

implementation, many critical issues remain unresolved or results are not

satisfied especially business change over time.

Without doubt, reliability is one of the most widely discussed include on-time,

right quality and quantity, etc. Warehousing is always referred to as one of the

core functions of logistics, and yet many companies choose to outsource the

operation to 3PL provider. As warehouse operation is not their core

competencies and labour cost is substantial and non-value added tasks are

waste of labour, i.e. rework of mistakes. However, Wal-Mart realised the

expenses of transportation and replenishment are high and it is time consuming.

It breaks thru the traditional thinking and does conversely by having more than

one hundred distribution centres in the United States of America to serve small

1006941 13 October 2010

13

and rural towns with a variety of products at lowest price (Blanchard, 2010, pp.

90-98).

With a sample of 310 companies from various industries and countries, Trkman

et al. (2010) believed that the use of business analytic in critical process can

affect supply chain performance. It is also shown that company adopt good

information system are likely to perform better. They also commented that it is

difficult to improve all SCOR’s core processes concurrently, and their research

indicates an investment in Make process may bring significant improvement.

Most of the SCOR configurations are done manually which is potentially

lengthen the implementation duration. SCOR model is a standard framework

model to assist in decision making, and different companies have different

strategies that increase the complexity in SCOR configurations. It is

recommended to have a computer-based tool to assist in improving efficiencies,

i.e. Intel’s SCOR Best Known Methods (Huang et al., 2005).

According to Blanchard (2010, pp. 90-98), Del-Nat implemented a WMS

solution with handheld barcode scanners which replaced paper-based inventory

system. Each tire has a unique barcode and pickers scan the barcode check

the storage location and verify tires they pick. The automation of process

improved accuracy as well as order fulfilment speed by 35 per cent in handling

2000 SKUs and maintaining nearly 700,000 tires in its distribution centre. With

WMS, the company can now invoice promptly to customer once the shipment is

acknowledged. It can expect a shorter debtor collection period and

subsequently to pay creditors in a timely manner to smoothen raw materials

supply for its production.

Trkman and Blanchard have proven the success of process and technology

implementation respectively. However, a good process relies on technology to

execute and often it is integrated. A good technology will be developed in

accordance to a set process and will not operate perfectly without having

training on the process flow to the users.

1006941 13 October 2010

14

Electronic Data Interchange (EDI) eliminates human typo error in manual work

and enables advance visibility. Today, 3PL providers require system integration

to handle huge volume of orders. Shipping orders and instructions are

transmitted electronically that reduce paper and telephone dependency as well

as significant time-saving. Ghobadian et al. (1994) conducted a study on EDI

implementation on three supermarkets in the United of Kingdom which enabled

a just-in-time environment. The implementation held between the year of 1989

and 1991. Ever since the implementation, it changed their transaction manner

and all three supermarkets reported gains in adopting EDI. In additional,

Innovate Logistics achieved 99.96 per cent picking accuracy after running pilot

WMS with EDI at one site (Manufacturing & Logistics IT, 2006). The concern of

implementing EDI would be cost and security. However, the two-way EDI

integration has becoming crucial for manufacturer and its 3PL provider. And

security can be addressed by dedicated channel and secured private network.

Ultimately, it improves responsiveness attribute.

Congdon (2008) expressed that Coca-Cola Enterprises, Inc. (CCE) had

achieved picking accuracy at 99.8 per cent after implementation of voice-

activated picking solution. The new technology had an improvement of nearly

five per cent compare to picking via handheld. After voice picking is

implemented, CCE noticed that pickers often had to backtrack through the

warehouse to locate the next item which caused inefficiency in overall travel

distance. Therefore, CCE standardised the pick path of its warehouses and

then achieved improvement of the order cycle time. The improvement enables

CCE to enjoy some benefits when their beverages deliveries arrive at Wal-Mart.

Inventory inaccuracy can distort warehouse operations including picking,

replenishment, forecast and etc. Periodic audits and cycle counts could be

labour intensive to ensure the accuracy in a long run. Based on the finding from

Atali et al. (2009), radio frequency identification (RFID) tracking technology can

improve the visibility and reduction of error source. The University of Arkansas

1006941 13 October 2010

15

has done a Wal-Mart sponsored research and reviewed that there is a thirteen

per cent improvement on inventory accuracy with RFID deployment. The

comparison is done to an equal number of stores operate without RFID

technology. However, incoming products from different manufacturer may not

equip with RFID. Verification upon inbound receiving against purchase order is

necessary to ensure the inventory accuracy and identify damaged quantity.

Put-away task is also a critical process if the workers do not put to a designated

location, and it results pickers could not locate the items from the pick list.

Although technology has made significant improvement, Mulaik (2010) stressed

that RF alone will not be the answer to get process improvement or inventory

accuracy. The picking accuracy in a forward pick location is determined by the

put-away and replenishment tasks that come from reserved or bulk locations.

And forward pick area might be too dense to run RF picking, hence RF

implementation may not necessary to be covered all kind of warehouse tasks or

areas. Besides, he also highlighted that RF picking takes five to eight seconds

more than paper pick while waiting a pick location, entering pick quantity (if

different from suggested quantity), scanning pick location and etc. In short, the

assessment of technology is crucial to aid the operation to drive a better result

and not worse.

In their study, Morciniec and Yearworth (2006) hypothesised that IT solutions

should be based on a combination of business and technology. In the past,

there were many failures of IT project which could not deliver promising benefits.

They commented that SCOR model have its related processes/tasks under

each core attribute. And these processes/tasks may not necessary best

practice. By applying some linear transformations into best practice and

simulated by an application, the results look plausible especially the qualitative

ones. Hence, the tools should consider its business models as well as

technology components. This study made Trkman, Blanchard and Mulaik’s

ideas and conclusions to be combined and therefore produce the best solution

that integrates process and technology.

1006941 13 October 2010

16

Apart from process and system, settings of warehouse can also impact the

accuracy. For example, ABC classification categorises products into 3 different

classes by its moving frequency. Brynzér and Johansson (1996) highlighted

that class-based storage can increase the picking accuracy as well as reduce

order retrieval time.

As we known SCOR is to improve supply chain process as well as technology

in the market to do automation and material handling. The research believed

that there is always a room for improvement and better process to be revealed.

According to the actual fact shown, a WMS and barcode handheld improve

inventory accuracy in a manual operated warehouse. It also improves space

utilisation, order tracking, customer service and etc. A voice-directed handling

further improved picking accuracy over picking via a handheld device. There is

no best process but a better and suitable process to be operated in the

environment with the assistance of information technology and well-trained

people.

1006941 13 October 2010

17

4. Conclusions

According to literatures studied, many companies operated manual picking

system by using paper-based pick list. The size of order and volume increases

due to business grows and changes to customers’ requirement. 3PL provider

will start looking for improvement to increase productivity and efficiency. When

a location is accessed more frequently by many pickers, the level of inventory

accuracy tend to reduce and will be going worse if rectification is not done

quickly. A process can be improved by adopting best practices or models

available, but it is not plug and play. It is subject to the configurations and

settings of the warehouse. SCOR model will be one of many process models to

be adopted.

The traditional way of paper-based picking enable better flexibility to pickers,

especially those are experienced one. They would actually plan the picking

sequence before picking up the first item. When an improved or refined

process has hit its bottleneck of achieving better productivity and efficiency, it is

the time to explore on the technologies. It is common to see a high-volume

warehouse to operate using technologies like RF handheld, pick-to-light or

voice picking.

Before we can implement a new process or model, a benchmarking exercise

need to be done to measure individual performance and accuracy throughout

the warehouse. Almost all software application suppliers advertise their solution

can improve productivity, efficiency and accuracy. They tend to be bias toward

their marketing strategies. In fact, there are failures in implementing such

solutions. It is too often 3PL providers could not identify problems where they

are too adapt to the environments, and only realised after it snowballed.

Training program is important as each existing worker as well as new force.

They need to know the process clearly and the benefits. Otherwise, they will

just neglect it and may cause severe operation issues. Picking technologies

may only be implemented within certain zone but it should not be an exception

1006941 13 October 2010

18

not to use the new process in the implemented zone. Finally, a randomly audits

can be done during packing or loading process.

The reviewed literatures shows that a model, process and best practice requires

other components or tools (i.e. equipment or computer-based application) to

achieve a better results. The most critical part is to determine the requirement

and implement what solution suit best to its environment. SCM operations

evolve rapidly and to stay ahead in the industry, 3PL providers would have to

continue in exploring, innovating, and adopting changes to refine its daily

operations.

1006941 13 October 2010

19

5. Recommendations on Further Research

SCOR model is developed and has been improving by its members’

participation. The proposed hybrid model has also been started to be adopting

by companies without knowing the fact of using it. The foresee challenges will

be keeping the reference model to be manageable while the company is facing

business-driven changes or growth. Pilot test or proof of concept is the basic

platform to hypothesise an expectation. A technology solution will be required

before a test can be done. The customisation and configuration of application

software are expected to last for couple of months. It is highly dependent on

the module or process to be improved. These could form a further research in

detailing the system development life cycle process of software application

providers.

The researcher strongly believes that the successful of picking accuracy

improvement comes from the balance adoption of process, technology and

people. And the new changes to the three areas must be formulated and

conveyed in order to reduce inconsistency of understanding. Therefore, the

utmost accuracy can be achieved.

1006941 13 October 2010

Appendix A – Concept Map

1006941 13 October 2010

21

Appendix B – Retail Distribution Warehouse Picking Accuracy by AuditNet®

AuditNet® (2003) published an audit document to audit the picking accuracy in a retail distribution warehouse, the document is

listed below:

1006941 13 October 2010

22

1006941 13 October 2010

23

1006941 13 October 2010

24

1006941 13 October 2010

25

Appendix C – Inbound Logistics Questionnaire 2011

The questionnaire below is prepared by Inbound Logistics for evaluating and

choosing Top 100 Third-Party Logistics Providers (Inbound Logistics, 2010). It

is a partial of the questionnaire is extracted for demonstration purpose only.

1006941 13 October 2010

26

1006941 13 October 2010

27

1006941 13 October 2010

28

1006941 13 October 2010

29

1006941 13 October 2010

30

1006941 13 October 2010

31

References

Atali, Aykut et al. (2009) ‘If the Inventory Manager Knew: Value of Visibility and

RFID under Imperfect Inventory Information.’ Social Science Electronic

Publishing, Inc. http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1351606

[1 October 2010]

AuditNet® (2003) ‘Retail Distribution Warehouse Picking Accuracy.’ AuditNet®

LLC.

http://www.auditnet.org/docs/Retail_Distribution_Whse_Picking_Accuracy.do

c [30 September 2010]

Blanchard, David (2010) Supply Chain Management Best Practices 2nd Edition

Hoboken: John Wiley & Sons, Inc., pp. 90-92.

Congdon, Ken (2008) ‘Coke’s Voice-Powered Wireless Initiative.’ Integrated

Solutions. http://www.fieldtechnologiesonline.com/article.mvc/Cokes-Voice-

Powered-Wireless-Initiative-0001?VNETCOOKIE=NO [17 September 2010]

Crawford, Gary (2010) ‘Voice Picking Accuracy - The Financial Impact.’

Voxware, Inc. http://www.voxware.com/in-your-world/voice-picking-

blog/post/view/single/post/accuracy-the-finanical-impact/ [16 August 2010]

Ghobadian, A. et al. (1994) ‘Case Studies on EDI Implementation.’ Logistics

Information Management, Vol. 7 No. 1, 1994, pp. 24-27 [3 October 2010]

Goldsby, Thomas J. and Martichenko, Robert (2005) Lean Six Sigma Logistics

– Strategic Development to Operational Success Florida: J. Ross Publishing,

Inc., pp. 3-8

Huang, Samuel H. et al. (2005) ‘Computer-Assisted Supply Chain Configuration

Based On Supply Chain Operations Reference (SCOR) Model.’ Computers &

Industial Engineering, Vol. 48, No. 3, pp. 377-394 [30 September 2010]

1006941 13 October 2010

32

H. Brynzér and M.I. Johansson (1996) ‘Storage Location Assignment: Using

The Product Structure To Reduce Order Picking Times.’ International Journal

of Production Economics 46–47, pp. 595–603 [30 September 2010]

Inbound Logistics (2010), ‘2011 Questionaire.’ Thomas Publishing Company.

http://www.inboundlogistics.com/3pl/3plquestionnaire.shtml [26 August 2010]

Manufacturing & Logistics IT (2006) ‘Innovate achieves outstanding picking

accuracy following £2m WM investment.’ IBC Ltd.

http://www.logisticsit.com/absolutenm/templates/article-

supplychain.aspx?articleid=2093&zoneid=5 [16 September 2010]

Martin, James W. (2010) ‘Making SCOR Model More Effective with Lean Six

Sigma.’ Ideal Media LLC.

http://www.isixsigma.com/index.php?option=com_k2&view=item&id=1100:m

aking-scor-model-more-effective-with-lean-six-

sigma&tmpl=component&print=1&Itemid=262 [16 September 2010]

Márquez, Adolfo Crespo (2010) Dynamic Modelling for Supply Chain

Management – Dealing with Front-end, Back-end and Integration Issues

Seville: Springer-Verlag London Limited., pp. 3-4.

Morciniec, Michal and Yearworth, Michael (2006) ‘Using the SCOR Model to

Assess the Potential Impact on Business Metrics of an IT Solution.’ HP

Laboratories Bristol, http://www.hpl.hp.com/techreports/2003/HPL-2003-

187R1.pdf [1 October 2010]

Mulaik, Steve (2010) ‘Why RF Picking isn't Always Better.’ The Progress Group,

LLC., http://www.theprogressgroup.com/publications/wp6_rf.html [27 August

2010]

1006941 13 October 2010

33

Supply Chain Council (2010a) ‘What is SCOR?’ The Supply Chain Council, Inc.

http://supply-chain.org/about/scor/what/is [11 September 2010]

Supply Chain Council (2010b) Supply Chain Operations Reference Model The

United States of America: The Supply Chain Coucil, Inc., pp. 2.i.1.

Supply Chain Council (2008) Supply-Chain Operations Reference-model –

SCOR 90 Overview Booklet The United States of America: The Supply Chain

Coucil, Inc., pp. 10.

Trkman, Peter et al. (2010) ‘The Impact of Business Analytics on Supply Chain

Performance.’ Decision Support Systems, Vol. 49, No. 3, pp. 318–327 [30

September 2010]

Van der Veeken, Daniëlle J.M., and Rutten, Werner G.M.M. (1998), ‘Logistics

Service Management: Opportunities for Differentiation.’ International Journal

of Logistics Management. Vol. 9, Iss. 2, pp. 91-98 [23 September 2010]