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.

The phenomenon of the bullwhip effect (BWE) has become a pressing concern in contemporary supply chain management. Every echelon of the supply chain faces the negative consequences of BWE somehow. So, it is crucial to determine the reasons responsible for the BWE to mitigate the consequences. The boutique industry in Bangladesh is a rapidly growing industrial sector. In this study, we focused on finding the reasons and consequences of the bullwhip effect on the boutique industry in Dhaka city. The main targets of this study are to examine the underlying reasons for the BWE, identify the most significant causes from the perspective of Dhaka city, and determine the major consequences of the bullwhip effect. Studies of previous literature and consultation with experts have identified sixteen common causes behind the bullwhip effect. This study uses a survey-based method; respondents are chosen through clustered sampling. Necessary data have been collected with a semi-organized inquiry form. Among all the 16 causes, six causes are found to be the most significant causes from the perspective of retailers and wholesalers. SPSS Version 26 has been used for statistical analysis to make the final decision. We also found ten consequences commonly faced by these two echelons of the boutiques' supply chain because of the bullwhip effect. These are high inventory costs, workforce wastages and higher labor costs, higher replenishment lead-time, higher transportation costs, tension in the buyer-supplier relationship, product unavailability, loss of profit, poor customer service, etc.

Supply chain management is important for companies and organizations to improve their business and lead competitiveness in the global marketplace. But demand variations in the supply chain are significant problem for most practitioners, planners, demand managers, and operations managers. Demand variations make forecasting and inventory management more difficult and tend to increase inventory levels. The supply chain (SC) profitability can be affected by the cost associated with large inventories, transportation, and production due to the bullwhip effect. Only bullwhip effect can lead to reduce the supply chain profitability in great amount. This paper represents a computational intelligence approach, which addresses the bullwhip effect in multistage supply chain. As a computational intelligence approach, Genetic Algorithm (GA) is employed to reduce the bullwhip effect. Through this approach, optimal order quantity in each stage is to be calculated by considering cost associated with bullwhip effect. Distorted information from one end of a supply chain can lead to tremendous inefficiencies to other end. In this paper it is shown that if each player of the supply chain orders or transfers optimum quantities for the upcoming period then the bullwhip effect can be reduced significantly.

Customer Demand Information (CDI) sharing plays a vital role in reducing the bullwhip effect as well as in improving the performance of a supply chain. The objective of the present research is to identify the best form of CDI sharing experimentally for a four-stage serial supply chain under lost sales business environment. A supply chain role play game software package is developed for conducting suitable experiments. Different forms of CDI sharing tested in this research are periodic CDI, history of CDI and CDI in the form of distribution. It is found that all forms of CDI sharing have significant impact on the reduction of bullwhip effect compared to non-sharing of information and the upstream stages in the supply chain are benefited the most under CDI sharing. The statistical analysis also confirms that sharing CDI in the form of distribution is the most effective among the various forms of information sharing studied. The percentage reductions in magnitude of order variance under the most benefitted information sharing at distributor and factory stages are 64.43 and 66.04, respectively. It is also found that the performance of a supply chain depends on the degree of customer demand information shared among the stages in the supply chain.

Supply chain is a network of organizations that work together and performs various business functions such as procurement of raw materials, converting the raw material into semi-finished or finished goods and distributing the same to their ultimate customers. Presence of bullwhip effect in a supply chain is costly and degrades the performance of the supply chain. Reduction in bullwhip effect can improve the efficiency or profitability of a supply chain. The objective of this paper is to know the impact of imperfect Advance Demand Information (ADI) sharing on bullwhip effect in a four-stage serial supply chain and to evaluate the supply chain performance by conducting an experiment similar to the beer distribution game. The performance measures used are variance of orders placed by each stage, fill rate, total inventory at each stage and total holding cost of the supply chain. Results show that imperfect ADI improves the performance of the supply chain. The performance of the supply chain is also evaluated under order up to level (R, S) policy with safety stock and it is found that the performance of supply chain is better when inventory policy used.

The bullwhip effect happens whenever the demand order fluctuations in the supply chain (SC) escalate as they are transferred up the SC. In fact, a small change in point-of-sale demand may be interpreted by SC participants as a much bigger variability in demand. This looks like a cracking a whip, where a small flick of the wrist may yield a large motion at the end of the whip. Misstate data from one side of a SC to the other part may yield substantial sloppiness. This includes increase in inventories, shortage of cash flow, weak customer satisfaction, etc. Enterprises may efficiently reduce the bullwhip effect by completely learning its root causes. This paper presents an overview on the concept and recent development of the bullwhip effect.

Supply chain is a complicated networking of suppliers, manufacturers, warehouses, distributors and end customers. Through this network, we can easily see the flow of raw materials, information and money. In the modern global manufacturing environment, change has become a constant phenomenon. Change occurs due to fluctuation in technology, environmental requirements, regulatory policies, societal needs and the last but economy is the most important thing. Uncertainties in supply and demand, globalization of the market, shorter product life cycle, the increasing use of manufacturing product, fast development of information technology, diversified demand of customer for products distribution and logistics partners are responsible for making more complex supply chain network. Because of all these phenomena emergence of Next–Generation of supply chain management is inevitable. Therefore, in this article we try to incorporate several issues and concerns regarding future supply chain such as natural disasters, problems in outsourcing and import-export issues associated with goods, raw material and several related issues such as taxation, cultural aspects, risk, reliability and last but not the most important one is associated with environmental issues. During the next-generation of supply chain management, the mode of production as well as management is changing from product oriented towards customer’s demand or service oriented. Another salient feature of this paper is to demonstrate how to do the planning and management of the next-generation supply chain so that it would maximize profit in the chain rather than maximizing profit of an organization in isolation.

Information technology plays an important role on the success of different organizations. In today’s competitive environment, there is a need to reduce the cost of products by increasing productivity and quality of products and services. Bullwhip effect is one of the most important issues influencing production planning reducing the efficiency of production planning by increasing unwanted materials, etc. Bullwhip effect occurs for many reasons such as lack of good demand estimation, poor communication between vendors and suppliers, etc. In this paper, we present an empirical investigation based on DEMATEL technique to find the effect of information technology on reducing the bad consequences of bullwhip effect. The study first uses systems dynamic to build a cause-and- effect relationship between different factors influencing bullwhip effect and then using fuzzy DEMATEL, the effect of information technology on bullwhip effect has been confirmed.