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To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1540-5915.2010.00280.x Byline: V. Daniel R. Guide, Jr. (1[dagger]), Jiayi Li (2) Keywords: Closed-Loop Supply Chains; Market Cannibalization; Remanufacturing Abstract: ABSTRACT The potential for cannibalization of new product sales by remanufactured versions of the same product is a central issue in the continuing development of closed-loop supply chains. Practitioners have no fact-based information to guide practice at firms and academics have no studies available to use as the basis for assumptions in models. We address the cannibalization issue by using auctions to determine consumers' willingness to pay (WTP) for both new and remanufactured products. The auctions also allow us to better understand the potential impact of offering new and remanufactured products at the same time, which provides us insights into the potential for new product cannibalization. Our results indicate that, for the consumer and commercial products auctioned, there is a clear difference in WTP) for new and remanufactured goods. For the consumer product, there is scant overlap in bidders between the new and remanufactured products, leading us to conclude that the risk of cannibalization in this case is minimal. For the commercial product, there is evidence of overlap in bidding behavior, exposing the potential for cannibalization. Author Affiliation: (1)Department of Supply Chain & Information Systems, Smeal College of Business, Suite 464, Pennsylvania State University, University Park, PA 16802, e-mail:dguide@psu.edu (2)Department of Information Systems and Operations Management, Sawyer Business School, Suffolk University, 73 Tremont Street, Boston, MA 02108, e-mail:kli@suffolk.edu Article History: [Received: May 2009. Accepted: May 2010.] Article note: ([dagger]) Corresponding author.

To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1540-5915.2010.00264.x Byline: Pinar Martin (1), V. Daniel R. Guide, Jr. (2[dagger]), Christopher W. Craighead (3) Keywords: Case Methodology; Closed-Loop Supply Chains; Make Versus Buy; Remanufacturing; Sourcing; Supply Management; Survey Methodology; Transaction Cost Economics Abstract: ABSTRACT Despite recent attention to closed-loop supply chains and remanufacturing, there is scant information about what drives the re-make versus buy decision for original equipment manufacturers (OEMs) engaging in remanufacturing. Based on the extant remanufacturing literature and transaction cost economics, we formulated hypotheses related to the drivers of in-house versus contracted remanufacturing operations. The hypotheses were investigated via quantitative and qualitative data, thus offering a rich test of the formulated relationships. Consistent with the theory, the quantitative results showed that intellectual property, operational assets, and remanufacturing frequency are significant drivers of the re-make versus buy decision. However, counter to the theory, the quantitative results did not support the significance of brand reputation, technological uncertainty, condition uncertainty, product complexity, and volume uncertainty. The qualitative results were used to enrich these findings by providing theoretical extensions and pragmatic insights of the remake versus buy decision in remanufacturing. Author Affiliation: (1)Department of Business Administration, Universita Commerciale 'L. Bocconi,' Via Roentgen, 1, 20136 Milan Italy, e-mail:pinar.martin@phd.unibocconi.it (2)Department of Supply Chain & Information Systems, Smeal College of Business, Suite 464, Pennsylvania State University, University Park, PA 16802, e-mail:dguide@psu.edu (3)Department of Supply Chain & Information Systems, Smeal College of Business, Suite 465, Pennsylvania State University, University Park, PA 16802, e-mail:cwc13@psu.edu Article History: [Received: August 2009. Accepted: January 2010.] Article note: ([dagger]) Corresponding author.

To purchase or authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1540-5915.2007.00169.x Byline: V. Daniel R. Guide (1[dagger]), Luk N. Van Wassenhove (2) Keywords: Business Education; Decision Sciences Philosophy; Industry; Management Science; Operations Management; Professional; and University Research Abstract: ABSTRACT We believe that partnering with industry can lead to research that is relevant, rigorous, and refreshing. Our experiences show that the potential benefits of partnering with industry are enormous, but that this is not an easy route for academics interested in operations research modeling or empirical methods. The need for grounded business research is greater now than ever, and, while academics have made great progress, there are still numerous opportunities to demonstrate the relevance of our research. We discuss how to establish industry contacts, identify fruitful academic-industry projects, and publish the resulting research. Author Affiliation: (1)Smeal College of Business, The Pennsylvania State University, University Park, PA 16802, e-mail:dguide@psu.edu (2)Technology & Operations Management, INSEAD, Blvd de Constance, Fontainebleau, France, e-mail:luk.van-wassenhove@insead.edu Article note: ([dagger]) Corresponding author.

This manuscript defines a typology of remanufacturing based on multiple decades of direct observations across various remanufacturing industries. The manuscript also details how managers adapt their remanufacturing operations and strategies to the idiosyncrasies of the varied remanufacturing industries. The typology identifies four distinct typological groupings based on the dimensions of a firm's strategic focus and product design philosophy. Before delving into typology and implications on strategic and design issues, the manuscript provides recent information on the current state of the remanufacturing industry based on governmental and industry reports. To assist readers who may be less familiar with the remanufacturing industry and closed-loop supply chains, the discussion also provides a brief overview of remanufacturing processes and the overall remanufacturing industry. [ABSTRACT FROM AUTHOR]

A model for planning an optimal production schedule in a remanufacturing unit of a limited capacity that handles two remanufacturable products is presented. The rationale for queuing and effectiveness of delaying a component to the shop after disassembly are analyzed.

A study evaluates models of repairable inventory systems and their applications, namely: single-echelon, multi-echelon, exact and approximate. The aim is to present the best model that will fit into a firm's repairable inventory problem. Capabilities and limitations of each model are presented relative to assumptions considered like population magnitude, repair capacity sufficiency, and absence of cannibalization and lateral shipments. In the end, the study suggests tandem application of each model with a decision support system for better and effective choice by managers.

We investigate the impact of using a clear scoring rule in a sealed bid multi‐dimensional (A+B) procurement auction, as frequently used in government procurement. The central procurement agency in Chile (ChileCompra) asked for help to understand how concealing the scoring rule affected buyers. Using an experiment, we analyze the effect of transparently communicating the scoring rule on bidding outcomes by comparing the buyer's surplus and supplier profits when buyers expressly communicate the weight they place on a nonmonetary (B) attribute, versus when this information is concealed from bidders. In addition, we compare outcomes where the scoring rule is made visible only after the offers are submitted. If the scoring rule is not disclosed, outcomes are poorer for buyers, and sellers see their profits increase. [ABSTRACT FROM AUTHOR]