A Big Data Framework for Decision Making in Supply Chain

Introduction

In today’s global economy, retail enterprises are increasingly using distributed information systems to carry out day-to-day business operations. Such systems should result in the seamless integration of retail business applications and exchange of information between applications within and across enterprise boundaries. The extraordinary growth of information and communication technologies (ICT) driven by technology companies, computer hardware and software systems has empowered all aspects of computing applications across retail enterprises. At the same time the business environment is becoming more and more complex with functional units needing increasingly inter-functional data flow for decision-making, timely and efficient procurement of manufacturing parts, management of inventory, corporate accounting, human resources, and distribution of goods and services. In this circumstance, the retail business management team requires effective information systems to enhance competitiveness by cost reduction and improved logistics. It is universally recognized by large and small-to-medium-size retail enterprises (SME) that the ability of providing the right information at the right time brings huge rewards to retail supply chain management practices.

In a typical retail supply chain, raw materials are purchased from suppliers and products are manufactured at one or more production plants. Then they are transported to intermediate storage facilities (e.g. warehouses, distribution centers) for packing and shipping to retailers or customers. The path from supplier to customer can include a few intermediaries such as wholesalers, warehouses, and retailers, depending on the products and markets. In this way, SCM relates to business activities such as inbound and outbound transportation, warehousing, and inventory control. Importantly, it also embodies the information systems necessary to monitor these business activities. Figure 1 shows a simple diagrammatic representation of a retail supply chain, which highlights some of the primary business activities.

Figure 1.

Diagrammatic representation of a retail supply chain

Increased internationalization of retail enterprises is changing the operational practices of their supply chains, and many retailers have adopted new models, either by outsourcing or by establishing business-alliances in other countries. Globalization has also led to changes in operational practices, where retail products are manufactured in one part of the world and sold in another. The retail supply chain has become more global in its geographical scope; the international market is getting more competitive and customer demand oriented. Customers are looking for more variety as well as better quality assured products and services.

To provide better quality customer service, at no additional cost or workload, all business processes along the supply chain must be balanced. This requires trade-offs throughout the supply chain. It is necessary to think in terms of a single interconnected chain rather than narrow functional business processes when considering effective trade-offs. Seamless integration along the supply chain is challenged when there is a conflict between a retailer’s operational activities and day-to-day business plans. Therefore, the retail enterprises have realized the advantages of the objectives defined by their business plan through operational metrics-based control practices. Simultaneously, retail enterprises are evolving into new types of business on knowledge and networks in response to an environment characterized by indistinct corporate boundaries and fast-paced changes. These new breeds of retail businesses need dynamic operational performance monitoring mechanisms, which help to find acceptable solutions at the time of need.