Supply Chain

La recherche en Supply chain

Dirigé par le professeur Walid Klibi, le Centre d'Excellence Supply Chain de Kedge Business School vise à développer de nouvelles méthodes, techniques ainsi que de nouveaux concepts d'organisation et de prise de décision dans les domaines de la Gestion de Chaîne Logistique (SCM), de la Gestion des Opérations et du Transport.

Découvrir les travaux de recherche en Supply Chain

L'enseignement

Les membres du Centre d'Excellence en Chaîne logistique travaillent étroitement sur les programmes KEDGE pour composer cet ensemble de connaissances et de pratiques. L'impact de cette collaboration au niveau des programmes est double.

Tout d'abord, les membres du Centre veillent non seulement à donner des cours de base et avancés pour les différents programmes, mais également à développer de nouveaux matériels didactiques concernant la gestion de la chaîne logistique et servant de socle pour de nombreux cours. En ont résulté plusieurs études de cas et jeux de simulation, comme SILOG et JISEL désormais utilisés par différents programmes au sein de KEDGE et d'autres écoles de commerce en France. Cela a également été à l'origine de l'écriture de livres ou chapitres d'ouvrages incluant des études de cas et exemples utilisés dans les programmes d'enseignement.

L'association avec les programmes s'est également concrétisée avec la rédaction de mémoires et la réalisation de recherches appliquées par des étudiants sous la supervision des membres du groupe. Cela permet aux étudiants inscrits aux différents programmes d'apprendre via des travaux de recherche, en développant leur expertise dans des domaines liés à leurs ambitions professionnelles en matière de gestion de chaîne logistique, tout en accroissant leurs compétences en termes d'observation, d'analyse et de synthèse. Au cours de l'année, un projet de consultation académique est notamment réalisé. Il est piloté par chaque groupe d'étudiants et suivi par un chercheur, et inclut une mission avec des entreprises partenaires. De plus, le Forum Supply Chain, organisé tous les ans par Kedge et destiné aux professionnels, est planifié avec les étudiants qui travaillent en étroite collaboration avec les professeurs sur des sujets de recherche innovants et mettent en place des tables rondes traitant de ces sujets lors de l'événement.

Ce partenariat solide entre le Centre et les programmes est à l'origine de deux programmes diplômants spécialisés au sein de KEDGE : « ISLI -Global Supply Chain Management » et « MSc International Trade & Logistics ». Ces formations apparaissent en tête du classement SMBG national et attirent chaque année de plus en plus d'étudiants. Le Centre d'Excellence Supply Chain a également développé un parcours spécialisé, comprenant huit cours facultatifs spécialisés, pour les étudiants du Programme Grande Ecole.

Programmes diplômants

Programmes sur-mesure pour nos entreprises partenaires

Depuis 2012, KEDGE assure à l'échelle mondiale la formation des employés d'Orange dans le domaine de la gestion de chaîne logistique. Cette mission est menée en collaboration avec la Supply Chain Business School d'Orange.

Récemment, en Afrique, Kedge a également décroché un contrat de déploiement de la formation des employés de CMA-CGM dans le domaine de la logistique maritime et de la gestion de chaîne logistique.

Un projet de recherche appliquée avec l'équipe de chaîne logistique de Sephora a été lancé au cours de l'année.

Impact on Networks

5 laboratoires de recherche en Supply Chain

L’équipe de recherche s’est structurée autour de 5 Innovation Labs, afin de faciliter la compréhension des enjeux abordés par un public non académique, favorisant ainsi l’implication des entreprises concernées :

Interconnected Supply Chains and Smart Cities

Companies must periodically adapt their supply chain networks to changes in their business environment to create value for their stakeholders. They must mainly question the number, location, technology, and mission of their production-distribution facilities; as well as their choice of suppliers and subcontractors. In addition, their supply chain networks must be sufficiently robust and resilient to cope with any plausible future, including catastrophic events. They have also to consider in their strategies promising supply chain innovations such as digitalization and connected objects, as well as disruptive business models based on sharing economy and Physical Internet-enabled. Furthermore, with the advent of smart cities initiatives, the need of interconnected, digital and collaborative supply chains become crucial.

Projects: physical internet-enabled distribution networks, urban networks design for interconnected cities, value-creating & robust SC networks, resilience strategies & modeling in the SC, SC risk analysis

Corporate partner : MSF Logistique, Groupe la Poste

Academic partners : CIRRELT, Georgia Tech, Université Laval, Université Bordeaux, Ecole Nationale d’ingénieurs de Tunis, Bordeaux Metropole, Sephora

Contact: Walid Klibi

Supply Chain and Complexity Management

Understanding today’s environment implies in understanding the complex business environment in which firms are a part of. Decisions made at the business unit strategic level bring an important amount of information that supply chain managers have to deal with and induce a level of complexity that has a critical effect on the overall supply chain performance including RoI, RoNA, gross profit, EBIT, and usage of bottlenecks.

Our focus is on creating mechanisms that shed light on the effect of the complexity mentioned above on the main drivers of supply chain performance and the performance losses captured by the supply chain key performance indicators. Losses that affect the EBIT but very hard to allocate to any particular SKU the firm produces.  In summary, complexity affects results on all major dimensions measured: cost efficiency, asset utilization, customer satisfaction, and, to a lesser extent, to social and corporate responsibility.

The final output of our work, is a roadmap for managing the supply chain complexity, starting with fix-cost allocation; revisiting the value proposition; managing the product portfolio; and, improving the firm’s endurance to operating at high levels of complexity. Moreover, we strive to providing tools for managers to understand complex networks and their effects on profitability and optimal supply chain design decisions.

Furthermore, this lab has the capabilities for a complete evaluation of one’s supply chain. We optimize distribution networks considering facilities' capacity, location and function and simultaneously optimizing inventory and routing operations. We have done in the past consulting work to some Fortune 500 firms and worked with medium sized companies on network design, component commonality, and SKU rationalization. The investigators participating in this lab have a long list of publications, appearing on some of the best academic journals, on the areas mentioned above.

Our projects revolve around 3 main themes:

  • Develop simple heuristics that allow managers to follow the solution process in order to develop intuition;
  • Develop measures for complexity that are firm and industry independant, demonstrate the relevance of these measures, and understand the implications of complexity;
  • Understand how topology of social networks affects long-range supply chain strategy, assuming that once a product is available, consumers influence each other via their social networks.

Dr. Menezes has partnered or collaborated, directly or withstudents, with Acciona Energy China Technology Development Corp. – CTDC, Alberta Health Services, Alcatel-Lucent, City of Calgary, Danone Nutricia, Environmental Refuelling Systems Inc., General Motors Corp., Groupe Casino, Imaginarium, MSF-Barcelona, MSF-Logistique, Procter & Gamble, Saica Natur, Sonoco, Solutia Corp., Telefonica, Westjet.

Contact: Mozart Menezes 

Supply Chain Control and Business Analytics

Nowadays, the business environment is in constant change which implies the multiplication of major events and disruptions that strike supply chains at all levels. Furthermore, with the constant development of new practices/technologies and the importance of the digital, many new risks appear that may strike companies’ supply chains and lead to increased costs and poor customer service. Under this context, supply chain control is becoming the key to reduce the risks and hence achieve a cost reduction and customer service level increase at all levels. It is important to note that the supply chain control can be achieved by using not only control towers and new collaborative practices based on information visibility between all the actors but also through the use of new tools like Business Analytics that lead to an optimisation of the decisions from the strategic to the operational levels.

Projects: flow management policies, production & inventory control, inventory forecasting, SC optimisation, collaborative SC, business analytics

Partners: P&G, Lectra, GT

Contact: Mohammed Zied Babaï

Sustainable Supply Chain

Supply Chain sustainability has become a major corporate responsibility over years. Corporations are increasingly putting more importance and resources to this as an investment into the future. Along with sustainability issues, the ethical standards have gained more importance in the corporate arena. Reducing the adverse social, environmental and economic impacts has become the primary challenge to the supply chain function. In the present years this is becoming more and more crucial for the long term survival of businesses. The complex terrain of new and emerging markets make it very complex for the corporations. External drivers like legislations, customers are increasingly making the companies to take sustainability issues in their main stream endeavor of corporate policy making.

Innovation. Supply chain sustainability opens a tremendous opportunity for product & process innovations. Frugal innovations does not see resource constraints as a shortcoming, but an opportunity to do better with less. Frugal innovations do not seek to startle the customer with the shine and gloss of the newness of ideas, but they strive to provide pragmatic answer to sustainability issues.

Human Management. Some corporate managements decide and create KPIs which tends transform their companies’ culture into a more frugal one. In other words, those KPIs that help all employees to embrace a new way of thinking in terms of sustainability.

Fair Competition. Ethical business practices to bring about fair competition has become a major matter of concern. An environment of ethical business conducts will boost fair competition, which ultimately will benefit the customers in the long run.

Projects & Partners: Performance efficiency: DEA ( Loughborough Univ, UK; Aston Univ, UK; Bdx Sc Agro, France); Logistics  and Sustainability (Airbus – Aerospatiale/ Dartess  + SME distilleries in Cognac region -Wine and Spirits Sector); Pricing and demand uncertainty (Concordia Unic, Canada) (applied in hi-tech sector); Sustainable packing and packaging (SEPHORA); carbon footprint (LECTRA); reverse logistic (AIRBUS); optimization of a sustainable supply chain in short circuits (SUPERCOOP); European prospestive for a sustainable indicator in transport sector (TKBlue); sustainable audit (Larose-Trintaudon); sustainable ovine sourcing (ORIGEM); design of an eco-efficient supply chain network (LECTRA).

Members: Anicia Jaegler; Tatiana Bouzdine-Chameeva; Thierry Roques; Joerg Hofstetter

Contact: Anicia Jaegler

Maritime Governance, Trade and Logistics

International corporations rely heavily on outsourcing, imports and exports of intermediate and finished products for their businesses. For instance, Apple Inc. lists more than 750 suppliers, with 90% located in Asia. The French oil company Total is located in more than 130 countries, operates more than 2,200 oil and gas production sites as well 15,500 service stations. A large proportion of these activities requires the use of maritime transportation services and the efficient management of maritime supply chains is at the core of firms’ business developments. The same applies at the country level as globally more than 80% of international trade is transported by sea representing roughly 11 billion tons, with around 60,000 merchant vessels sailing every day on the world’s oceans and thousands of ports operating to support world trade developments. The Maritime Governance, Trade and Logistics Lab (MGTL Lab) focuses on the efficient management of maritime supply chains, providing insights for both managers and policy makers.

Projects (2010/2018):

Smart Digital Contracts and Commercial Management (SmartDigital) (2017-On-going) financé par la Norwegian School of Economics (NHH) en coopération avec le Center for Applied Research at the Norwegian School of Economics (SNF), Bergen Shipowners Association (BSA), Baltic and International Maritime Council (BIMCO), Wikborg Rein (WR), UCL Energy Institute, MIT-Center for Transportation & Logistics, University of Nantes, Kedge Business School.

Greening the Maritime Supply Chain: A Governance Investigation (2017-2023). Funded by the Canadian Social Science and Humanities Research Council (SSHRC). Project leaders: Copenhagen Business School & University of British Colombia (Vancouver) with 10 other Universities and business partners.

Port of Marseille-Fos as a Smart Port (2017-On-going): Funded by the Port of Marseille-Fos Authority and the Chamber of Commerce of Marseille-Provence. Conception and implementation of Metropolitan Smart Port approach.  

REELsea Project (2016-On-going). Funded by the Norwegian School of Economics in cooperation with University of Nantes (France), National Technical University de Singapour, Bergen Shipowners Association and the Energy Institute at University College of London.

Future container traffics of GPMM (2013). Funded by Grand Port Maritime de Marseille-Fos and in cooperation with Ecole des Mines de Saint-Etienne, Jonction and Copetrans.

Debt re-financing of Europort Group (2013). Funded by Natixis Banque.

Feasibility of Port La Nouvelle expansion plans (2013). Funded by Port La Nouvelle (Public Debat)

Econometric analysis of containerships fuel consumption (2012). Funded by CMA CGM Group.

Feasibility of the implementation of containers long-term contract with liner shipping companies (2012). Funded by Group Auchan.

Members

Dr Pierre Cariou, Professor in Shipping and Port Economics, Director of the MGTL Lab

Dr Laurent Fedi, Associate Professor in Maritime Law

Dr Jason Monios, Associate Professor in Maritime Logistics

Ms Elisabeth Jouannaux, Managing Director of KEDGE MSc International Trade and Logistics

Contact: Pierre Cariou

Conférences et événements

March 30, 2018 : 28th Forum Global Supply Chain: Emerging Challenges in a Complex Future

2016: The 6th edition of the ILS (The International Conference on Information Systems, Logistics and Supply Chain) Conference organised in Bordeaux 1st to 4th June 2016. ILS 2016 event gathered more than 150 participants from more than 30 countries and included a doctoral students competition as well as an industrial day (http://ils2016conference.com/presentation/

2014: The 10th edition of the RIRL Conference was hosted by Kedge on May 20-21, 2014 in Marseille in collaboration with researchers from the University of Nantes (France).

2014: Kedge Business School also hosted the ATRS (Air Transport Research Society) international conference from July 17 to July 20 in Bordeaux.

Etudes de cas (2016-2018)

  1. Airbus : La collaboration vecteur d’innovation et de compétitivité (Fr) - CCMP, Collection KEDGE BS, n°KEDGE-MG-001
  2. Greenmodal Transport : Comment devenir un organisateur de transport innovant et durable ? (Fr) - Cas CCMP, Collection KEDGE, n°KEDGE-PL-001
  3. Greenmodal Transport : Quelle opportunité de développement commercial pour Greenmodal Transport ? (Fr) - CCMP, collection KEDGE BS, n°KEDGE-MG-002.
  4. Le Groupe Colas : la RSE au cœur de la relation fournisseurs et de la performance achats (Fr) - CCMP, Collection KEDGE BS, n°KEDGE-RE-001
  5. La logistique inverse des avions : AIRBUS cherche des solutions innovantes, CCMP, collection Kedge, KEDGE-RE-002
  6. How to evaluate the carbon footprint of a wine supply chain? CCMP, collection Kedge, KEDGE-RE-004
  7. Supercoop ou comment répondre aux enjeux d’une supply chain alimentaire en circuits courts ? Cas CCMP, collection Kedge, KEDGE-PL-002
  8. Internationalisation des achats responsables : Sanofi relève le défi. Cas CCMP, collection  KEDGE BS, n°KEDGE-RE-003
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