Authors: Michel Leseure, Hassan Atif
Addresses: Isle of Man International Business School, The Nunnery, Douglas, IM2 1QB, Isle of Man, UK. ' Office Cherifien des Phosphates, 2, Rue Al Abtal - Hay Erraha, Casablanca, 20 200, Morocco
Abstract: The decision support model presented in this paper is the result of a research project initiated by a large organisation operating in an emerging economy. The exotic business context of this company generated many reservations and questions about the applicability of traditional supply chain management models in terms of the decisions that should be made to design a supply chain. As supply chain management decisions are complex, decision makers often rely on approximate, ineffective decision making processes. Through a process rooted in decision analysis, this paper shows how apparently conflicting academic models of supply chain system design were successfully transferred, absorbed, customised and used by the company.
Keywords: knowledge transfer; decision analysis; emerging economies; SCM; supply chain management; academic decision models; customisation; business practitioners; mining; North Africa; applied decision sciences.
International Journal of Applied Decision Sciences, 2010 Vol.3 No.1, pp.74 - 89
Available online: 17 Mar 2010 *Full-text access for editors Access for subscribers Purchase this article Comment on this article