The impact and dynamics of centralization in supply chain decision-making

Companies with a corporate supply chain department and multiple business units use one of two methods for their supply chain decision-making: centralized decision-making where supply chain decisions are made at the corporate level by the central supply chain department or decentralized decision-making where supply chain decisions are made at a business unit level. We investigate the hypothesis that a centralized organizational structure helps companies lower costs and a decentralized organization structure enables companies to quickly respond to customer needs on a real time basis and improve customer service. To evaluate our hypothesis we surveyed industry current practice. Based on our analysis from the survey, we identified three factors that influence companies to adopt either a centralized or decentralized organization structure: customer service, supply chain management cost, and organizational control. We identified that a "hybrid" structure, where strategic functions are centralized and operational functions are decentralized, had the lowest supply chain management cost percentage to sales.

Department dc:contributor.department

Massachusetts Institute of Technology. Engineering Systems Division.

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2008

Authors dc:creator

• Sohn, Tae-Hee
• Rangavittal, Guruprakash (Guruprakash Coimbatore)

Advisor dc:contributor.advisor

• Chris Caplice.

• Engineering Systems Division.

Statement dc:rights

• M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.

Licence dc:rights.uri

• http://dspace.mit.edu/handle/1721.1/7582

Language dc:language.iso

eng

Handle dc:identifier.uri

http://hdl.handle.net/1721.1/45243

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/45243