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Ralph Seeley of PSM Consulting warns against tight supply chain integration: keep some flexibility – some spring – in the chain, he says.
Spring in the supply chain - Part 2 | Part 1
Re-run the shopfloor scheduling system? Order replacement supplies from a rival company? Trigger an upstream exception report? Institute compensation proceedings? So when the all-clear finally comes, they have to try to retract the order, reverse the upstream exception report, adjust the compensation claim and re-run the shopfloor scheduling system – with its starting position modified by whatever exceptional steps the urgency occasioned.
Not everything that computers and telecoms make possible is necessarily desirable. Although its seems counter-intuitive, it’s clear that too much information can be a bad thing. But it’s not clear where the line should be drawn. Information that arrives faster than any ability to respond is probably pointless, but the example shows that even when it is possible to respond, it is not necessarily desirable.
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Conspectus 2002
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