TY - JOUR
T1 - Addition by subtraction
T2 - Integrating product deletion with lean and sustainable supply chain management
AU - Zhu, Qingyun
AU - Shah, Purvi
AU - Sarkis, Joseph
PY - 2018/9/7
Y1 - 2018/9/7
N2 - Product management activities have typically focused on the innovation, acquisition, expansion and management of product lines and products. However, product deletion or discontinuation is also critical. Despite its strategic importance, product deletion has received relatively less attention in both academia and practice. Researchers have conceptually investigated product deletion, its influence on firm's resources, the factors influencing product deletion decisions, and the product deletion process. However, very few papers have related product deletion decisions to supply chain management, especially when leanness and sustainability are major objectives. This paper aims to integrate lean and sustainable supply chain dimensions with product deletion by proposing a multilevel decision model that can facilitate a product deletion decision with an objective of developing a leaner and more sustainable supply chain. The model has three major decision dimensions with 8 factors with 29 influencing determinants. The model uses an integrated analytical hierarchy/network process (AHP/ANP) and a benefits, opportunities, cost and risks (BOCR) analysis. An illustrative company scenario is provided for the model application. The paper contributes by filling an important gap by integrating lean and sustainable supply chain management and product deletion literature to formulate a product deletion decision making model which aids in enhancing the leanness and sustainability of supply chains. The model also allows for cross-functional participation involving marketing, operations, finance, and environmental sustainability fields.
AB - Product management activities have typically focused on the innovation, acquisition, expansion and management of product lines and products. However, product deletion or discontinuation is also critical. Despite its strategic importance, product deletion has received relatively less attention in both academia and practice. Researchers have conceptually investigated product deletion, its influence on firm's resources, the factors influencing product deletion decisions, and the product deletion process. However, very few papers have related product deletion decisions to supply chain management, especially when leanness and sustainability are major objectives. This paper aims to integrate lean and sustainable supply chain dimensions with product deletion by proposing a multilevel decision model that can facilitate a product deletion decision with an objective of developing a leaner and more sustainable supply chain. The model has three major decision dimensions with 8 factors with 29 influencing determinants. The model uses an integrated analytical hierarchy/network process (AHP/ANP) and a benefits, opportunities, cost and risks (BOCR) analysis. An illustrative company scenario is provided for the model application. The paper contributes by filling an important gap by integrating lean and sustainable supply chain management and product deletion literature to formulate a product deletion decision making model which aids in enhancing the leanness and sustainability of supply chains. The model also allows for cross-functional participation involving marketing, operations, finance, and environmental sustainability fields.
KW - 512 Business and Management
KW - Product deletion
KW - Supply chain management
KW - Lean supply chain
KW - Sustainability
KW - Analytical hierarchy/network process model
KW - BOCR analysis
UR - http://www.scopus.com/inward/record.url?scp=85054859479&partnerID=8YFLogxK
U2 - 10.1016/j.ijpe.2018.08.035
DO - 10.1016/j.ijpe.2018.08.035
M3 - Article
AN - SCOPUS:85054859479
SN - 0925-5273
VL - 205
SP - 201
EP - 214
JO - International Journal of Production Economics
JF - International Journal of Production Economics
IS - November
ER -