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International Journal of Scientific and Engineering Research
ISSN Online 2229-5518
ISSN Print: 2229-5518 8    
Website: http://www.ijser.org
scirp IJSER >> Volume 2, Issue 8, August 2011
Comparison of Performance Evaluation of Reverse Supply Chain in Information Technology and Telecommunication Equipment Industry
Full Text(PDF, 3000)  PP.  
Author(s)
K.Arun Vasantha Geethan
KEYWORDS
reverse supply chain, shrinking, performance evaluation analytic, reverse logistics functions, strategies, product lifecycle stages, reverse logistics performance value.
ABSTRACT
Due to the increasing product variety and shorter life cycles, many electronic products end up in disposal sites. The development in the electronics sector is geared towards growing miniaturization, more complex and compact products, all of which stand in the way of economical and ecological recycling. These factors in addition to the inherent complexity of reverse supply chains (RSC) due to the uncertainties associated with the quantity, quality, and timing of returns make returns management all the more complicated. Information technology and telecommunication equipment industries have started to realize that RSC can be used to gain competitive advantage. Effective performance management is an important aspect of the RSC initiative, and is the key to recognizing the benefits of efficient supply chain management systems.This research spotlights on this particular problem from a information technology and telecommunication equipment industries perspective, as it poses the greatest challenges in handling returns due to the presence of high clock speed products and greater return volume and variability. In this research, Performance Evaluation Analytic for Reverse Logistics Methodology is developed to facilitate decision making from the perspective of an enterprise engaged in reverse logistics. It explores the various reverse logistics functions and product lifecycle stages. It also develops some key business strategies and performance metrics that can be employed to be successful in returns handling. Deployment of this methodology in their organizations not only provides them with a real world assessment of what strategies, reverse logistics functions, product lifecycle stages, or key performance indicators impact the Reverse Logistics Performance Value, thereby allowing them to continuously improve their returns management capabilities but also helps us to compare the efficiencies of the two organisation under study.
References
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