Continuously increased order and variability of the inventory in the uppermost level of the supply chain node create the Bullwhip effect. In the context of closed-loop supply chains, this dynamic phenomenon is still little understood despite modern nations' increasing interest in exploring the potential for a circular economy. The problem-specific literature has produced results that are a little bit contradictory. I derive formulas in four archetypes for computing inventory order and variance amplification with different information transparency structures to better understand the Bullwhip Effect in the closed-loop structure. It’s interesting to note that the visibility of the supply chain's degree significantly influences how lead time and return rate affect the performance of that system. From this vantage point, I may review differences from earlier studies. Later on, I switched the perspective of the study from operational to economic. Here, the ideal return rate was established, and the four closed-loop supply chain (CLSC) archetypes where it might be expressed were provided. I demonstrate that the lead times, demand unpredictability, and the cost structure of all nodes affect the ideal rate of return. In this study, I also address pertinent management implications and the properties of various closed-loop systems from the perspective of Bangladesh.

Small and Medium Enterprises (SMEs) play a crucial role in the Indian economy. To remain competitive in the global market, application of Lean Manufacturing Techniques (LMT) helps SMEs to improve their processes in alignment with customer needs. The purpose of this study is to reduce overall lead time by identification and eliminating non-value added activities (NVA) from the manufacturing system. In this paper, the current manufacturing processes have been thoroughly studied using the principle of work study. Several lean approaches such as- TAKT time computation, Value stream Mapping (VSM), layout optimization, Kanban, Andon etc. have been used to make improvement in line efficiency and hence productivity. The study shows that use of line balancing technique, matches the cycle time with calculated TAKT time. And the efficiency of the line has increased approx 10% and hence balance delay got reduced. Again VSM helps to reduce the lead time of foundry shops by 51 minutes. It is one of the few studies that deal with productivity improvement in Indian SME.

In the world of digitization, e-commerce practices has become more popular and attracts manufacturers to combine their traditional retail channel with an e-channel. To add some salient features in the existing study, this study develops an optimal pricing and profit decision model for manufacturer-led dual-channel supply chain configurations; namely Vertically Integrated Dual-Supply Chain (VID-SC), Decentralized Dual-channel Supply Chain (DD-SC), Partially Integrate Dual-Supply Chain (PID-SC) and Horizontally Integrated Dual-Supply Chain (HID-SC). The aim of this study is to examine the effect of selected decision parameters namely cooperative advertisement, delivery lead time and free-riding on price and profit of manufacturer-led dual supply chain configurations. A linear programming for profit maximization is developed and backward induction method is used to find the optimum values of price and profit. A numerical analysis is performed to evaluate the effect of selected decision parameters on price and profit. To check the robustness of the outcomes an interaction plot is made to indicate the relationship between the selected decision parameters on optimum price. The best fit values of these decision parameters lead to the optimum price and the profit. The study helps to find the best fit value of the selected decision parameters for their specified dual-channel configuration. As a result, the model contributes as a guideline moreover it is proficient to guide manufacturers and channel members as a decision making practices without actual implementation of any strategy or policy.

Lean is a continuous journey to grow and excel the company. Any company want to develop and cope with the world pace must adopt lean. However, in most of the organizations the management culture or people’s mentality is not so good to embrace change. They have predestined mind set where no change is normally allowed. Lean is a cooperative way of working that involves all departments and all personnel to work together in a team for the betterment of the entire company. Without providing fixed solution of any problem it suggests the best way that people willingly accept to do. Lean normally deals with highest quality, shorter lead time and lowest cost. In Bangladesh, most of the garment manufacturing companies are experiencing a massive quality problem. We describe a case where traffic light, a tool of lean quality system was adopted to a garment manufacturing company in Bangladesh. We also provide the charts to contrast the before and after scenario in detail, in order to illustrate the company benefits. After the traffic light system being implemented, the quality status was improved, production capacity was increased; significant days were saved that enhanced the lead time and thus strengthen the supply chain.

We consider a capacitated facility location problem (CFLP) which contains a production facility and distribution centers (DCs) supplying retailers' demand. The primary purpose is to locate distribution centres in the network and the objective is the minimization of the sum of fixed facility location, pipeline inventory, safety stock and lost sales. We use Greedy randomized adaptive search procedures (GRASP) to solve the model. The preliminary results indicate that the proposed method of this paper could provide competitive results in reasonable amount time.