Tuesday, October 20, 2026

Supply Chain Industrial Engineering Module - Supply Chain Cost Reduction - Productivity Improvement - Bibliography


Lesson 171. Supply Chain Industrial Engineering - Bibliography

Supply Chain Operational Excellence


Supply Chain First Design - Adopting Evolving Technologies - Continuous Productivity Improvement - Capacity Adjustments -  Operations (Quantity) Planning - Operations Execution

Supply Chain Industrial Engineering


Supply Chain Industrial Engineering Focuses on adopting evolving technologies, continuous productivity improvement apart from contributing in first design of the supply chain to ensure high productivity in the first design itself.

2025

Alan Erera, director for the M.S. in Supply Chain Engineering program at Georgia Tech wrote:

I view supply chain engineering as the application of the principles of management science, industrial engineering, operations research, and analytics for the design, control, and analysis of supply chain systems or their components.


So What is Supply Chain Industrial Engineering?


Application of the principles and practices of industrial engineering for the design, installation, analysis and performance improvement of supply chain systems or their components.

In the performance areas, cost reduction based on productivity is the prime focus of industrial engineering. In the area of quality, maintenance of existing quality levels is a constraint. Also, in process chart analysis, inspection activities are analyzed to increase productivity of the activity. Delivery of the quantity is naturally an objective of IE. Productivity has a meaning only when delivery quantity increases. Along with increase in delivery quantity, meeting the delivery data expectations is also important.

Between effectiveness and efficiency, effectiveness is first. efficiency is next.

November 2025 Issue of Modern Industrial Engineering will have focus on Supply Chain Industrial Engineering. It will also be an issue with focus on Tim Cook, CEO of Apple, An Industrial Engineer.


Supply Chain Industrial Engineering -  Presentation Video
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Large number of articles are available on supply chain cost reduction and productivity improvement. The subject of supply chain industrial engineering can be developed out of them. Subjects like manufacturing systems industrial engineering, product design industrial engineering, maintenance systems industrial engineering, information systems industrial engineering have to be developed by IE academicians to give clarity to the profession of industrial engineering. 

Adopting new technologies and improving productivity of those technologies is an important function that gives powerful scope to industrial engineers to contribute to the growth of companies and that of economies.

The collection of articles, books and papers will give you the idea of importance of the issue of cost reduction, productivity improvement and industrial engineering in supply chains. But the industrial engineering profession has not yet recognized this area as an important task of industrial engineers and they still talk in terms of supply chain management only and use books written for supply chain managers in the subject of industrial engineering curriculum. Industrial engineering profession has to develop a unique area for it in the supply chain management area.

Interesting Contribution from Schroeder

Operations Management in Supply Chain - Decision and Cases

SCHROEDER
Tata McGraw-Hill Education, 2013

Contents

5 Parts

Product Design
Process Design
Quality
Capacity and Scheduling
Inventory



Supply Chain Cost Reduction - Articles, Books and Papers


2026

2026
McKinsey - AI is transforming distribution supply chains, turning margin pressure into a competitive advantage


How an Integrated Supply Chain Drives Efficiency and Reduces Costs

From cost-cutting to cost leadership: A new model for supply chains
Gartner’s Benjamin Jury outlines why static budgets and reactive cost reduction are eroding supply chain resilience and how CSCOs can adopt adaptive cost management models that align efficiency, margin, and long-term growth.
Benjamin Jury, senior principal, research, Gartner Supply Chain · January 21, 2026

Shipper | Best practices
Supply chain cost reduction: Strategies to reduce costs and improve resilience


2022

Why organizations should transform their supply chain through cost reduction?
Global disruptions and growing pressure on operational and financial performance are forcing organizations to redesign their supply chain.
The role of supply chain is more strategic than ever and cost transformation becomes vital for companies to thrive.
There are 6 focus areas: Portfolio Simplification, Procurement, Supply Planning, Manufacturing Optimization, Operations Network Footprint and Target Operating Model.


How can today’s supply chain disruption cut costs and improve control?
Supply chain teams should examine their end-to-end value chains and identify levers to improve costs and controls – now, next and beyond
Digital enablers may require early outlay but offer significant gains in terms of cost, efficiency and control

16.10.2021

Search term: "supply chain" cost reduction

Cost Reduction Strategies in Supply Chain Management
Small Business
By Cathy Habas Updated August 21, 2020

Top 10 Tips to Reduce Your Supply Chain Costs
BY TOM K /  FRIDAY, 15 MARCH 2019

Tap Your Supply Chain For Cost Savings And Efficiency 2021/02/10 
10-Feb-2021 — Supply chain efficiency, such as warehousing and distribution, can reduce your overall expenses for your firm

 7 ways everyone can cut supply chain costs 

Reducing supply chain costs- supplier substitution, outsourcing, supplier refinancing and inventory changes.

To Evaluate Cost Savings in a Supply Chain : Two Examples 
by A Pettersson · 2013 


01-Jul-2021 — The supply chain is becoming more strategic than ever before, with cost-cutting a priority amid growing financial pressure and volatility.

(PDF) Supply chain cost reduction using mitigation & resilience

Lean and mean: How does your supply chain shape up
by K Alicke  — As in warehouse operations, companies that focus on transportation cost drivers gain. They can control cost overruns or reduce current costs.



Supply chain management as a competitive strategy for costs. POMS conf. paper. 
by H Pozo — for costs reduction: a case study in two small manufacturing companies

Research on supply chain cost reduction based on process - ieee.org 
Supply chain cost reduction becomes a new source of achieving competitive advantage. Although interests in reducing supply chain cost are growing.

Mini Case Studies: Supply Chain Cost Reduction and Management
Rob O'Byrne Feb 20, 2020

Cost Drivers in Supply Chain Management
By Daniel Stanton


Reducing Costs Through Collaborative Working in the Supply Chain.  - MDP

Identifying and prioritizing cost reduction solutions in the  supply chain.
by JH Dahooie · 2020 · — The present study aims to provide a coherent framework for utilizing a value engineering approach to supply chain cost management.


Supply chain cost research: a bibliometric mapping perspective  (Paper downloaded)
Edgar Ramos , Steven Dien , Abel Gonzales , Melissa Chavez , Ben Hazen 
Benchmarking: An International Journal
Citation Ramos, E., Dien, S., Gonzales, A., Chavez, M. and Hazen, B. (2021), "Supply chain cost research: a bibliometric mapping perspective", Benchmarking: An International Journal, Vol. 28 No. 3, pp. 1083-1100. https://doi.org/10.1108/BIJ-02-2020-0079

Supply Chain Analytics for Cost Reduction - KPMG International
Understand undiscovered connections in supply chain to optimize cost. Supply chain analytics helps organizations gain a holistic view of the entire supply.

Cost Management in Supply Chains — Different Research 
by S Seuring · 2002 · Cited by 19 — Cost reduction is among the most cited objectives in supply chain management. 


Inventory management and cost reduction of supply chain  (Paper downloaded)
by U Praveen · 2019 · Cited by 5 — Reducing waste, and therefore cost, within a supply chain can be a very challenging process due to the large number of variables involved.


SUPPLY CHAIN COST MANAGEMENT AND VALUE-BASED  
by M Christopher · 2005 · Cited by 272 — Whilst some of this price deflation can be explained as the result of normal cost reduction through learning and experience effects (1), the rapid fall in

How to Reduce Costs through Supply Chain ... - IndustryWeek 
08-Jul-2013 — Supply chain network design is a powerful modeling approach proven to deliver significant reduction in supply chain costs and improvements.

Evaluating cost-reduction alternatives and low-cost sourcing opportunities for aerospace castings and forgings
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Materials Science and Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2008.

Best practices for managing cost in the healthcare supply chain 
by JP Dittmann · Cited by 3 — This part is designed to help you take the next step and identify specific cost reduction projects in your firm.


Supply chain costs and customer satisfaction - PwC 
This also represents one of the greatest opportunities for both cost saving and faster, more reliable delivery to customers.


E-Commerce Enterprise Supply Chain Cost Control 
by H Mao — ... products products to reduce supply chain costs. The research in this study has achieved a breakthrough in the cost management


Reinventing the CPG Supply Chain with Zero-Based Budgeting   bcg.com 
15-Nov-2019 — CPG companies have traditionally sought to reduce supply chain costs by 2% to 5% a year. Incremental reductions are no longer sufficient
https://www.bcg.com/publications/2019/reinventing-consumer-packaged-goods-supply-chain-with-zero-based-budgeting

Optimizing the retail bank supply chain - Deloitte 
In fact, the worldwide cost of handling cash already exceeds $300 billion per year. To reduce these costs and improve efficiency, retail banks need new methods.

10 tips for reducing supply chain logistics costs    mhlnews.com  
09-Aug-2005 — 10 tips for reducing supply chain logistics costs · 1. Understand the true costs of sourcing overseas. · 2. Focus on eliminating the variability. 

Cost Reduction Measures
May 5, 2004  |  SCRC SME
According to a study by the Center for Applied Purchasing Studies (CAPS) Research, the primary goal of most purchasing executives is to reduce total costs (1). Supply managers in general are under an increasing amount of pressure to assure the accuracy and validity of their cost reduction measures. Their goals are often directly linked to promotions and bonuses as an incentive help their purchasing department reach its goals. As such, cost reduction measures must be able to withstand rigorous questioning from top management (2).
(1) Hendrick, T. and Ogden, J. (2002). Purchasing and Supply Managers’ 2001 Compensation Benchmarking and Demographics CAPS Research Focus Study. CAPS Research.
(2) Smeltzer, L. and Manhsip, J. (July, 2003). How good are your cost reduction measures? Supply Chain Management Review.

Our Quick Notes On Supply Chain Cost Reduction

Vivek Sood
Global Supply Chain Group, 18-Nov-2020 - Business & Economics - 22 pages

Part of our new "Quick Notes" series - this report answers your most pertinent questions of the topic.
Included are quick notes and some of the frequently asked questions (FAQs) on supply chain cost reduction that we have encountered in our workshops, seminars, and other forums.

Supply Chain Cost Control Using Activity-Based Management
Matthew Zander
CRC Press, 19-Jul-2006 - Business & Economics - 224 pages

Having an accurate assessment of company expenditures is a key to staying in business. Activity-based management (ABM) is the only system that offers the tools to correctly assess the outflow involved in a tightly knit supply chain and enables understanding not only of the total cost of ownership (TCO), but also how these costs should be allocated.


Measuring the Value of the Supply Chain: Linking Financial Performance and Supply Chain Decisions
Enrico Camerinelli
Gower Publishing, Ltd., 2009 - Business & Economics - 218 pages

In a company ecosystem the supply chain manager is tasked with duties and objectives primarily aimed at controlling and reducing costs, while optimizing the material flows. Yet, in many organizations, common perception limits supply chain management to product logistics, materials handling and warehouse management. The supply chain manager must learn how to communicate the results of his work to show the importance and impact supply chain management operations have on a company. In this book, Enrico Camerinelli provides the supply chain manager and the chief financial officer with the means to link the value of the supply chain to an organization's bottom line. He explores the problem with current supply chain metrics, shows how to close the gap between financial decisions and supply chain performance, suggests a model to provide a lingua franca for supply chain, financial and other managers throughout the company and points to ways in which new technology can help measure the value of the supply chain. Using case studies and interviews with supply chain and financial experts, Measuring the Value of the Supply Chain will help financial and supply chain managers achieve strategic advantage through effective supply chain management.






7.4.2018

HOW TO COLLABORATE WITH SUPPLIERS TO REDUCE PRODUCT COSTS
Abe Chaves January 21, 2016
https://www.apriori.com/blog/how-to-collaborate-with-suppliers-to-reduce-product-costs/

Cost reduction tips for your strategic sourcing contracts
https://searchcio.techtarget.com/tip/Cost-reduction-tips-for-your-strategic-sourcing-contracts

Manage your suppliers
Reducing supplier costs - McMillan-Scott
https://www.nibusinessinfo.co.uk/content/reducing-supplier-costs-mcmillan-scott

Cost Reduction Strategies in Supply Chain Management
by Kevin Johnston
http://smallbusiness.chron.com/cost-reduction-strategies-supply-chain-management-69509.html

Reducing operating costs through procurement transformation and strategic sourcing
http://www.genpact.com/insight/case-study/reducing-operating-costs-through-procurement-transformation-and-strategic-sourcing

Article February 2013
The power of successful supplier collaboration
By Jehanzeb Noor, Aurobind Satpathy, Jeff Shulman, and Jan Wüllenweber
https://www.mckinsey.com/practice-clients/operations/the-power-of-successful-supplier-collaboration

Three Major Areas for Supplier Cost Reduction and Management
Posted on April 10, 2013 by Floyd Talbot
http://costmgmt.org/supplier-cost-reduction-part-1/

The 100 biggest U.S. manufacturers spent 48 cents out of every dollar of sales in 2002 to buy materials, compared with 43 cents in 1996, according to Purchasing magazine’s estimates. Businesses are increasingly relying on their suppliers to reduce costs, improve quality, and develop new processes and products faster than their rivals’ vendors can.

The Japanese supplier-partnering model is alive, well, and flourishing—not just in Japan but also in North America.

Building Deep Supplier Relationships
Jeffrey Liker, Thomas Y. Choi
HBR THE DECEMBER 2004 ISSUE


Purchasing and Supply Chain Management
Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Cengage Learning, 17-Mar-2015 - Business & Economics - 888 pages

Providing a solid managerial perspective, PURCHASING AND SUPPLY CHAIN MANAGEMENT, 6e draws from the authors' firsthand experiences and relationships with executives and practitioners worldwide to present the most current and complete coverage of today's supply management process. The text includes critical developments from the field, such as cases from emerging healthcare and service industries, procure-to-pay redesign, supply risk, innovation, sustainability, collaboration, and much more. Students examine key changes in supply management and the impact of the global economy and ongoing business uncertainty on continuous cost and value management across the supply chain. Numerous real-world cases and captivating examples help students gain contextual insights and knowledge into the strategies, processes, and practices of supply management--giving these future managers a thorough understanding of the impact that purchasing and supply chain management have on the competitive success and profitability of today's organizations.
Important Notice: Media content referenced within the product description or the product text may not be available in the ebook version.
https://books.google.co.in/books?id=cAJoBwAAQBAJ

strategy+business: Corporate Strategies and News Articles on Global Business, Management, Competition and Marketing
January 1, 1997 / First Quarter 1997 / Issue 6 (originally published by Booz & Company)
Setting Supplier Cost Targets: Getting Beyond the Basics
https://www.strategy-business.com/article/8996?gko=1f952

Oil companies scrutinizing suppliers to cut costs
BY KATRINE GRØNVALD RAUN
Published  13.04.15
https://shippingwatch.com/Offshore/article7620498.ece

Surviving Supply Chain Integration: Strategies for Small Manufacturers

Committee on Supply Chain Integration - Board on Manufacturing and Engineering Design,
Commission on Engineering and Technical Systems, National Research Council, NATIONAL ACADEMY PRESS, Washington, D.C.
https://www.nap.edu/read/6369/chapter/1

5 ways to improve suppliers value and performance
Monday, December 1, 2014 , business management, by Rich Rafdahl
http://costreductionspecialistssite.com/5-ways-to-improve-your-suppliers-performance-and-value/


Supply Chain Productivity Improvement




2026

Productivity enhancement through supply chain leanness and agility initiatives in manufacturing systems
https://www.sciencedirect.com/org/science/article/abs/pii/S2040416626000202

How Automation Can Drive Productivity in the Supply Chain
https://www.kognitos.com/blog/how-automation-can-drive-productivity-in-the-supply-chain/

2025

Improving productivity in the supply chain How to establish a supply chain function that generates compounding value.
https://kpmg.com/ca/en/insights/unlocking-productivity/improving-productivity-in-the-supply-chain.html

2017

Productivity, Efficiency and Global Effectiveness
By Lora cecere,   February 1, 2017
Supply chain productivity

In this episode of Straight Talk with Supply Chain insights, Lora and Helen discuss the halt of the Third Industrial Revolution and how innovating processes along with technology will drive the effectiveness of value networks as related to the Supply Chain Shaman blog post: Late Night Thoughts on Productivity, Efficiency, and Global Supply Chain Effectiveness.

Straight Talk With Supply Chain Insights – Podcast episode #206
http://supplychaininsights.com/podcast/productivity-efficiency-and-global-effectiveness/



The 3 Pillars of Supply Chain Productivity
https://www.youtube.com/watch?v=WbyAHGWmYeM

Supply chain interface problems affecting productivity
Article (PDF Available)  in International Journal of Logistics Systems and Management 18(4):pp. 415-435 · July 2014
https://www.researchgate.net/publication/263738754_Supply_chain_interface_problems_affecting_productivity

Supply Chain Management and Productivity Improvement Cluster
Introduction
The Supply Chain Management and Productivity Improvement (SCMPI) Cluster develops emerging technologies and capabilities in crucial areas of global logistics network operations.
https://www.rp.edu.sg/industry/working-with-us/technology-clusters/supply-chain-management-and-productivity-improvement-cluster

The Impact of Supply Chains on Firm-Level Productivity
Juan Camilo Serpa, Desautels Faculty of Management, McGill University, Montreal, Quebec H3A 1G5, Canada
Harish Krishnan, Sauder School of Business, University of British Columbia, Vancouver, British Columbia V6T 1Z2, Canada
https://pubsonline.informs.org/doi/abs/10.1287/mnsc.2016.2632

The Drive To Improve Supply Chain Productivity And Efficiency
Supply Chain Transparency: How Food Makers Help Empower Consumers
By Andy Marsh, President and CEO, Plug Power
https://www.retailoperationsinsights.com/doc/the-drive-to-improve-supply-chain-productivity-and-efficiency-0001

Logistics ‐ a productivity and performance perspective
Author(s):
Alan Stainer (Head of Engineering Management, Middlesex University, London, UK)
Abstract:
Provides a critique of the present state of the art of productivity and performance measurement and management in logistics. The nature of logistics makes normal measures of productivity, based on an output/input concept, not always appropriate. Indicator or proxy approaches can be more suitable and would relate the quality of the system to total cost, complementing conventional total productivity thinking.
https://www.emeraldinsight.com/doi/abs/10.1108/13598549710166104


Calculating the True Cost of Productivity
Labor is frequently the dominant cost of a facility, no matter where it is located within the U.S.
August 3, 2017
This white paper demonstrates two calculations that contribute to calculating the true cost of productivity—labor costs and throughput—and details the potential costs of worker liability insurance and downtime. It also shows how an investment in dynamic storage and retrieval systems can impact productivity in three areas: reduced labor costs, improved throughput and decreased liability.
http://www.scmr.com/article/calculating_the_true_cost_of_productivity

5 ways to boost productivity in your Supply Chain
By Marc Wins
November 3, 2016
http://www.supplychain-academy.net/5-ways-to-boost-productivity-in-your-supply-chain/

How to Maximize Supply Chain Productivity and Management of Freight Costs
by Joseph DeBenedetti
Supply chain efficiency has the power to make or break a business, with fine-tuned systems translating into a competitive advantage in the marketplace.
http://smallbusiness.chron.com/maximize-supply-chain-productivity-management-freight-costs-77688.html

The Deceptive Simplicity of Boosting Productivity in Supply Chains
May 6, 2016 | Articles, Supply Chain | 0 comments

Productivity is a deceptively simple concept. For a supply chain, as for other functions, productivity is the ratio of what you get out to what you put in. This “output versus input” definition covers achievements of the workforce, results from the use of equipment, time spent (as in the hours needed to manufacture a product) and return on capital. However, output must also be valuable, generating value in its own right or helping an organization to achieve a valid objective.
https://www.logisticsbureau.com/the-deceptive-simplicity-of-boosting-productivity-in-supply-chains/

5 STEPS TO INCREASE YOUR SUPPLY CHAIN PRODUCTIVITY
http://www.balloonone.com/5-steps-increase-supply-chain-productivity/

Interesting Article - HBS
Achieving Supply Chain Productivity


3/7/2005
Forget traditional supply chain management. Managers must be responsible for the earning power and productivity of the assets in their trust, not just cost control, argues Jonathan Byrnes.
https://hbswk.hbs.edu/archive/achieving-supply-chain-productivity

Who Knew Increasing Supply Chain Productivity Was This Easy?
03/08/2016 - 12:09pm
https://www.mbtmag.com/article/2016/03/who-knew-increasing-supply-chain-productivity-was-easy

Tips for Navigating Productivity-inhibiting MRO Supply Chain Silos
By George E. Krauter
November 09, 2017 at 10:24 AM
http://www.mypurchasingcenter.com/purchasing/blogs/tips-navigating-productivity-inhibiting-mro-supply-chain-silos/

Enhance productivity using supply chain management in automobile industry
Author:  Neeraj Kumar Sharma
Subject Area:  Physical Sciences and Engineering
http://www.journalcra.com/article/enhance-productivity-using-supply-chain-management-automobile-industry

The impact of RFID technology utilisation on supply chain productivity and organisational performance
Kenneth W. Green Jr. Related information1 College of Business Administration, Department of Management and Marketing, Sam Houston State University, Box 2056, Huntsville, TX 77341?2056, USA.
, Dwayne Whitten Related information2 Mays School of Business, Information and Operations Management Department, Texas A&M University, Mail-stop 4217, College Station, TX 77843, USA.
, R. Anthony Inman Related information
https://www.inderscienceonline.com/doi/abs/10.1504/IJIL.2009.02281

MH&L Staff | Apr 11, 2017
Big-data analytics and other technologies are dramatically improving productivity in the global supply chain, according to a recent survey by Clear Peak Supply Chain Advisory Council.

http://www.mhlnews.com/global-supply-chain/data-driven-culture-creates-advantages-global-supply-chain

Logistics Productivity Indicator – Assessing Supply Chain Performance
08/11/2017, 3:05 pm
http://supplychainasia.org/logistics-productivity-indicator-assessing-supply-chain-performance/

Cost Management in Supply Chains pp 213-232 | Cite as

Improving Supply Chain Productivity Through Horizontal Cooperation — the Case of Consumer Goods Manufacturers
https://link.springer.com/chapter/10.1007/978-3-662-11377-6_13

Supply Chain Commentary: Boost Productivity, Efficiency, and Security in Your Warehouse
2
April 03, 2018 | Isaac Kohen
http://www.inboundlogistics.com/cms/article/boost-efficiency-productivity-and-security-in-your-warehouse/

Case Study Search
Welcome to Supply Chain Database
Search through the case studies by using the filters below according to category, the organisation leading the initiative, supply chain sectors targets and linkages to any programs or partnerhsips. You can also scroll down to see the entire collection of supply chain case studies.Start browsing the database to find out how large corporates such as General Electric, BASF, or IKEA are partnering with their suppliers to improve energy productivity.

Search through the case studies by using the filters below according to category (i.e. activity type, such as audits or purchasing approaches), the organisation leading the initiative, supply chain sectors targets and linkages to any programs or partnerships (e.g. the Value Chain Scope 3 standard). You can also scroll down to see the entire collection of supply chain case studies.

Activity types
http://www.iipnetwork.org/databases/supply-chain This page does not exist.


The Drive To Improve Supply Chain Productivity And Efficiency

Hydrogen fuel cell technology (HFC),  is starting to show potential as an on-road technology and also t has proliferated rapidly in the past few years in warehouses across the country to help provide a logistical advantage. Improving productivity and reducing downtime in the warehouse and on the road will have a significant impact during the holiday season.
By Andy Marsh, President and CEO, Plug Power
 November 22, 2017
The article is regarding use of hydrogen fuel cells in fork lifts etc.
https://www.retailsupplychaininsights.com/doc/the-drive-to-improve-supply-chain-productivity-and-efficiency-0001

TOP 10 QUESTIONS TO ASK OF YOUR SUPPLY CHAIN PRODUCTIVITY
https://gilmourindustrial.com/best-practises/top-10-questions-to-ask-of-your-supply-chain-productivity/    Not available.

Best practices to improve Supply Chain productivity
ByMarc Wins
April 5, 2018
http://www.procurement-academy.com/best-practices-to-improve-supply-chain-productivity/  - Not available.




Year Wise Articles and Papers



2016
Increasing Productivity Through Your Supply Chain
http://www.columbusglobal.com/nn-NO/Retail/Supply-Chain-Solutions/Fra-virkeligheten/~/media/9F67956F34EE42F9B0973380438A18E4.pdf  - Not available.

Boosting Innovation and Productivity through Supply Chain Management in Highway Construction
http://www.cpf16.co.uk/wp-content/uploads/2016/06/DAVID-ONEIL.pdf  - Not available now.



2013

LEAN Supply Chain Planning: The New Supply Chain Management Paradigm for Process Industries to Master Today's VUCA World


Josef Packowski
CRC Press, 26-Nov-2013 - Business & Economics - 493 pages

Delivering excellent service to all customers is the key imperative for many sustainable businesses. So why do so many supply chains struggle to fulfill customer requirements at competitive costs? The answer is simple: traditional supply chain planning, which was tailored to a predominantly stable and predictable business environment, cannot handle the new challenges in the world of variability, uncertainty, complexity, and ambiguity—the VUCA world.

Companies can either accept the drawbacks that often result in high inventories, poor asset utilization, and unsatisfactory customer service or, they can change their view of the fundamental approach to supply chain management. LEAN Supply Chain Planning: The New Supply Chain Management Paradigm for Process Industries to Master Today’s VUCA World introduces a new paradigm and a new approach to managing variability, uncertainty, and complexity in today’s planning processes and systems.

Introducing a cutting-edge supply chain management concept that addresses current problems in the process industry's supply chains, the book presents powerful methods developed by leading research institutes, process industry champions, and supply chain experts. It explains how readers can change their approach to the fundamental planning paradigms in a manner that will help their organizations achieve higher levels of responsiveness, improved levels of customer service, and substantial increases in cost-efficiencies.

This holistic practitioner’s guide describes how to establish the right accountabilities for performance management and also provides a set of meaningful metrics to help measure your progress. Supplying detailed guidelines for transforming your supply chain, it includes first-hand reports of leading organizations that have already adopted some of the facets of this paradigm and used the relevant instruments to achieve unprecedented improvements to customer service, supply chain agility, and overall equipment effectiveness.
https://books.google.co.in/books?id=PXDOBQAAQBAJ



5 Ways to Increase Productivity and Performance in Your Supply Chain


Focusing on tactics that will increase a supply chain’s productivity is essential to earn adequate profits through achieving positive customer satisfaction. Apart from improving products and processes, there are some other very effective ways to do this.


Efficient Communication: Communicate with your supply chain partners  in a clear and concise manner that defines supply chain goals and the methods to achieve those goals. This communication is crucial to a supply chain’s operations and productivity. By scheduling meetings devoted to collaborative problem-solving, management is able to make essential changes regarding performance. This diligent problem-solving ensures a unified understanding of productivity and operations that will facilitate open communication between supply chain partners.


Development of Procedure Standards: The development of procedure standards reduces error within the supply chain and saves both time and money. Focus on the reduction of probable variation in areas such as receiving, quality control, shipping, shift scheduling, and facilities management. This is one of the many ways to increase collective productivity and establish procedure standards.

Determination of Importance: Continuous improvement to supply chain productivity depends on the areas where attention is given.  Measuring outcomes in critical areas that drive business, for example: Safety, Service/On-Time Delivery, Inventory Accuracy/Turns, Productivity, Cost per Unit/Total Landed Cost, Product Damage/Claims, Customer Satisfaction

Engage, Align, and Empower Workforce: Encourage supply chain partners to focus on the core skills of employees and empower them. This focus will foster confidence and result in a continuous increase of productivity. Gaining the buyin of workforce makes it possible to create new ways to engage and align, to ultimately increase productivity. Be sure to define supply chain’s goals in a clear and concise method that will allow employees and management of supply chain partners to take advantage of existing and future opportunities for improvement.

Construct a Powerful Training Program: First, formulate a comprehensive plan to increase productivity, reduce costs, and improve customer service and satisfaction levels. Then tie an incentive plan into the supply chain’s core mission, a critical element to building a performance-based approach. Train supply chain partners and their employees in implementing the new plan.  This constructive training will drive a successful organization and improve supply chain productivity.


Increasing productivity within the supply chain is achieved through a top down approach – everything rises and falls on the supply chain leader. Leaders must practice effective communication, create procedure standards, determine a hierarchy of importance, encourage empowerment of  the workforce of supply chain partners, and arrange powerful training programs. Management and employees of the supply chain leader have to first create and establish a performance-based culture within their company and then in its supply chain partner companies.
Adapted from https://legacyscs.com/5-ways-increase-productivity-performance-supply-chain-2/

2011


Labor management systems: Labor is a significant expense item in warehousing costs. A robust warehouse labor management system (LMS) can help you understand this expense. An LMS lets you  examine tasks such as receiving, put-away and processing at the individual level. You can evaluate performance elements more closely, isolate problem areas and make better decisions about training, staffing and management. It also enhances accountability for all employees, which often brings out their best performance.


Picking devices and technologies: Sometimes, the best order-picking alternative is an employee’s hands. At other times, a device that picks a whole layer of cases at a time could be economical  and much faster,  Some of these machines can double or triple picking volumes for the same time.  Hands-free voice picking devices are another fiscally friendly upgrade.

Cut down lighting costs: Warehouse energy bills can exceed $100,000 annually.  Today’s energy-efficient  lighting technologies offer brighter, greener and less expensive electricity alternatives.


A relighting project may demand upfront investment,  but provide saving up to 50 percent as soon as new lights are installed. These projects also could earn tax breaks or incentives from local governments and utilities. They also could reduce the expense of any carbon offset purchases your company plans to make.

Interleaving: In the average warehouse, forklift operators move between a couple of points such as a loading dock and storage racks. On the initial trip, these vehicles usually are full — and fully utilized. But they’re empty while returning, a process known as deadheading. Deadhead journeys can add up to countless empty miles and wasted operator time.

Interleaving rearranges workflow so forklift operators travel in a circular motion or some other route configuration, better using the traveling time between racks and loading docks. Interleaving designs vary significantly from facility to facility. And since most all facilities use forklifts, this growing practice deserves a closer look. Granted, it requires robust systems capacity and cooperative operators who will embrace the change. However, the ultimate payoff can be significant

There are some  more money-saving warehousing investments such as thermal-shrinking machines, financial gainsharing incentives and space utilization tools.

Adopted from

Supply Chain by Rajiv Saxena
Industrial Engineer's quarterly column about supply chain and logistics solutions (July 2011)


Ken Ackerman's Warehousing Fourm
http://www.warehousingforum.com/TheTopShelf/index.html

Supply Chain Industrial Engineering -  Presentation Video
_______________

_______________

Welcome your comments on the theme as well as individual papers included in the bibliography

Updated 20.10.2026, 22.10.2025, 16.10.2022,   16.10. 2021,  8 April 2018,  12 August 2016, 8 April 2013
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Monday, October 19, 2026

Part Process Chart Costing Sheet - Industrial Engineering Cost Measurement Sheet

Industrial engineers are engaged in productivity improvement of resources used in production (or other engineering processes). They reduce resource consumption in various operations of the processes and thus reduce the cost. To help them in cost reduction, industrial engineers have to prepare process chart costing sheets. The sheets utilize job costing system in case of discrete production systems.

Job Costing System

In this system of costing, the cost object is an individual unit of product or service, part,  batch, or lot.  A classic example is an order based job made for a specific customer. Hence the name job costing.

Relevant Cost Concepts

Cost object
Direct cost of a cost object
Indirect cost of a cost object

Cost pool:  Cost pool is grouping of individual cost items. It can be very broad comprising of hundreds of cost items. Or it can be narrow having only two items

Cost-allocation base: Cost allocation bases are used to link an indirect cost pool to a cost object. Usually cost drivers are used as cost allocation bases. Horngren gave the example automobile operating cost of an organization. The cost driver is number of miles traveled. Number of miles traveled is used as a cost allocation base. Different jobs are charged for automobile cost on the basis of number of miles traveled by the persons of the organization in producing and delivering the job.

Relevant Costing Concepts

Actual Costing:  Actual costing is costing method that traces direct costs to a cost object by using actual direct-cost rate of cost item times the actual quantity of the direct-cost input (item) and allocates indirect costs based on the actual indirect-cost rate (rates in case multiple indirect cost pools are there) times the actual quantity of the cost-allocation base (appropriate base when multiple cost pools are used).

Normal Costing: In this method of costing, direct costs are traced to cost object in the same manner as in actual costing. But indirect costs are allocated on the basis of budgeted indirect-cost rate and the actual cost quantity of cost allocation base.

Source Documents in Job Costing

An accountant in financial accounting system makes entries on the basis of some source documents and journal and ledger are the main registers for accounting entries.

Similarly cost accounting is also based on source documents and records.  A key document or record or account in cost accounting is job cost record (or job cost sheet). It records and accumulates all the costs assigned to a specific job as resources were consumed in producing the goods and services specified in the job. Hence, the job cost record is started as soon as the work begins on a particular job.

Each entry in a job cost record is based on a source document.

Materials from the store are ordered by the manufacturing engineers using a materials requisition record. This form is the source document for charging job cost records and department for the cost of direct materials used on a specific job.

For recording direct labor related costs in job cost record, labor-time record is the source document.  Each employees of the organization can have a labor time record and the time that he spends on various jobs is recorded on a daily basis on this record.  The cost per hour of each employee is determined and accordingly labor cost is recorded in job cost records. 

The indirect cost items are given standing order numbers and standing order cost records are maintained for them. Based on materials requisition records and labor-time records costs are charged to standing order cost records.

Special attention needs to be paid to the accuracy of the source documents as the accuracy of job cost records depends on the reliability of inputs.

Seven Step Procedure of Job Costing

Step 1: Identify the chosen cost object. The specific jobs for which job cost is to be ascertained is to uniquely identified and a job cost record is to be opened for each job.

Step 2: Identify the direct costs of the job: The job number is to be mentioned in the material requisition record and labor-time records. From these source documents, the job cost records are to be posted or charged with direct costs.

Step 3: Select the cost allocation bases to use for allocating indirect costs to the job.

Step 4: Identify the indirect costs associated with each cost allocation base.

Step 5: Compute the rate per unit of each cost-allocation base.

Step 6: Compute the indirect costs allocated to the job.

Step 7: Compute the total cost of the job by adding all direct and indirect costs.

Journal and Ledger Entries in Cost Accounting

Like in financial accounting, in cost accounting also journal and ledger are maintained.
Job costing system has a separate job cost record for each job and entries are made in it for each cost item charged to it. A summary of the job cost record is posted in a subsidiary ledger. In the general ledger, Work-in-Process Control Account is there and it presents the totals of the separate job cost records pertaining to all unfinished jobs.

A general ledger account with control in their name or title signifies or indicates that they are supported by underlying subsidiary ledgers that have additional details. Materials Control Account and Accounts Payable Control Account are additional examples of control accounts. Material Control Account has a subsidiary ledger – Stores Ledger that has detail on each type of material stored and used in the company. Accounts Payable Control Account has a subsidiary ledger that has accounts of individual suppliers.

Horngren has given examples of transactions to illustrate the use of journal entries in cost accounting.

1. Purchases of materials on credit $89,000

Materials Control A/c Dr.   $89,000
 To Accounts Payable Control     $89,000
2. Materials issued to manufacturing departments: direct materials: $81,000, and indirect materials $4,000
Work-in Process Control A/c   Dr.   $81,000
Manufacturing Overhead Control A/c  Dr.         4,000
 To Materials Control      $85,000

3. Total manufacturing payroll or salaries and wages: Direct $39,000 and indirect, $15,000
Work-in Process Control A/c   Dr.   $39,000
Manufacturing Overhead Control A/c  Dr.       15,000
 To Materials Control      $54,000

Summary

The important points to be remembered from this chapter or topic are the method of arriving at job cost and method of arriving at indirect cost of a job. There are source documents and from these source documents job cost record is prepared and this record will show the cost of a job. Journal and ledger are kept and the ledger will show the value of inventory in the form of material, work-in process and finished goods.

Costing Process Charts


We can take the  process described in a process chart for a discrete industry product as the cost object and determine the final cost of the product and also provide the cost of various components that go into the product. We can do cost measurements for various elemental inputs that go into each part and into the assembly operations. Such measurements will guide process cost analysis to reduce the cost of the whole process by reducing the cost at element level, part level and operation level as feasible.

Process charts can be operation process charts of flow process charts. Operation process charts contain only material transformation operations and inspection operations. Hence the operation chart costing will show the cost spent for material transformation and inspection operations.

Flow process chart will also depict material transport cost between machines and departments, warehousing costs and cost of delays. Hence costing of flow process chart will provide the total cost of tranferring a finish item to the store for either despatch or for further internal processing.

Industrial Engineers!  How will you collect data for this?
Supply Chain Industrial Engineering - Elon Musk - Idiot Index of Purchasing - Cost Reduction through Industrial Engineering Initiatives


References

Horngren, Charles T., George Foster, and Srikant Datar, Cost Accounting: Managerial Emphasis, Tenth Edition, Prentice Hall, Inc., Upper Saddle River, New Jersey, USA, 2000






ud. 19.10.2026

Pub. 15.12.2022



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Milling - Productivity Science and Productivity Industrial Engineering


Productivity Science of Machining (Turning) -F.W. Taylor -Experiments and Results.

PDF. Free Download

https://www.academia.edu/104259034/Productivity_Science_of_Machining_F_W_Taylor_Experiments_and_Results

1911

One of the earliest works done concerning the milling process involving the basic aspects of the cutting process and the efficiency of metal removal in 1911.  DeLeeuw [1911] differentiated the milling process from the metal removal process,  turning. He discussed the basic method of metal removal and the relationship of the number and spacing of teeth on the cutter to the efficiency of metal removal. DeLeeuw briefly discussed helical mills, which were new at the time, and indicated that the lower power consumption with helical mills was due to the "virtual rake" angle which was dependent on the rake angle of the tooth and the helix angle.

1916

Efficiency and Productivity Improvement of Milling Machines and Processes - A note based on
A TREATISE ON MILLING AND MILLING MACHINES
1916, BY THE CINCINNATI MILLING MACHINE COMPANY
https://   archive.org  /stream/atreatiseonmill01compgoog/atreatiseonmill01compgoog_djvu.txt


1921

On the Art of Milling 

John Airey and Carl J. Oxford 
New York :American Society of Mechanical Engineers,1921 ASME Transactions
Vol. 43, pp. 549-614

This work is titled in similar terms as The Art of Machining by F.W. Taylor and examines productivity

Taylor, in this country, and Nicolson, in England, have done classical work in the field of lathe-tool action. 

This paper describes an attempt to investigate the fundamental principles underlying the action of milling.

It is shown in the present investigation that metal is removed more efficiently with thick chips than with thin chips. It follows from this that, other conditions being equal, including speed and feed per minute, the cutter with the fewest teeth gives the greatest efficiency. However, it is evident that the efficiencies of two cutters with different numbers of teeth are equal provided the table feeds be adjusted so that the same feed per tooth is effected. This gives a definite working theory on the influence of spacing.

6 In addition to the present investigation, experiments published in substantiation of the advantage of wide spacing agree in confirming this theory. It is definitely established that for a given material, tooth shape and sharpness, thickness of chip is the sole criterion of the efficiency with which metal is removed in milling and that increase of spacing over that required for free cutting is a handicap.' Present-day high-powered cutters have several times the chip space needed. Limitation of machine power has doubtlessly been the chief factor in giving a false bias to the influence of spacing.

7 The work described in this paper started in May, 1920,  to find a rational basis for the action of a milling cutter so far as this could be removed from the region of empiricism.

9 The chip taken by a plain slab mill starts infinitely thin and its thickness gradually increases to a maximum just before the finish, from which point it quickly decreases. This decrease is practically instantaneous in an unexaggerated chip. The question arises, how does the force vary throughout the cutting of this chip?


11 The first problem is to find how the tangential force varies in relation to chip thickness. For measuring this force while the chip is being formed under reasonable commercial velocity conditions, a dynamical measuring method is the only solution, as a chip is completely cut in about one tenth of a second.

16 The analysis and computation of smoked-paper records is given fully in Appendix No. 1. An example of a chip study is given in Fig. 3', where it is very clearly shown that the force employed is not proportional to the chip thickness. In other words, material is removed more efficiently as the chip becomes thicker. This is confirmed later by experiments on varying feeds and furnishes the true explanation of the supposed advantages of coarse-tooth cutters.

17 Over twelve hundred chips were cut and the energy computed. These were taken at three different cutting speeds, viz.,   17.5, 32 and 44 ft. per min., respectively. The average of the energy required at different speeds was remarkably equal. If the energy used at lowest speed be taken as 100, the results are: Speed in ft. per min .  17.5, 32, 44 Energy . . . 100, 101.8, and 97.4  As there appears no law in this and the variation is slight, presumably  due to experimental error, the conclusion was reached that speed does not influence energy required.

 Influence of Rake and Feed on Cast Iron. The results of the analysis of  sixteen sets of chip formations in cast iron are given in Table 1 and shown graphically in Figs. 4 and 5. Each set consists of three chips formed at the different speeds as stated in Par. 17.

The area under each curve gives a numerical representation of the average production of each tool over a certain region of chip weight. Taking the 0-deg. rake tool as 100 we have: Production of 0-deg. rake tool = 100 Production of 10—deg. rake tool = 133 Production of 20-deg. rake tool = 138.4 Production of 30-deg. rake tool = 142.1



Influence of Rake and Feed on Bronze. The results of the analysis of sixteen sets of chip formations in bronze are given in the following table. As in the last section the consistent superior economy of heavy feeds is observed.

This information is condensed as before and results in: I Production of 0-deg. rake tool 100 Production of 10-deg. rake tool = 113.2 Production of 20-deg. rake tool = 123 Production of 30-deg. rake tool = 118

INFLUENCE OF RAKE AND FEED IN CUTTING MACHINE STEEL

The consistent superiority of heavy feeds is again noted. Again condensing the above information: Production of 0-deg. rake tool = 100 Production of 10-deg. rake tool = 118.7 Production of 20-deg. rake tool = 157.2 Production of 30-deg. rake tool = 172

Influence of Rake and Feed on Carbon Tool Steel. The results of the analysis of sixteen sets of chip formations in tool steel, are given in Table 3, and graphically in Figs. 8 and 9. Again condensing the above information:  Production of 0-deg. rake tool = 100,  Production of 10-deg. rake tool = 106, Production of 20-deg. rake tool = 112.2, Production of 30-deg. rake tool = 112.0.


Effect of  Lubrication. Various experiments were run with lubricant. The results must be taken qualitatively rather than quantitatively.  The action of lubrication in milling appears to be different from its action in lathe work. In lathe action, lubrication proper of the cutting tool is probably non-existent because of the unlikelihood of the lubricant finding its way to the point of the tool during cutting. The result in the lubricant being useful in lathe work only in proportion to its heat-carrying capacity and to its freedom from properties injurious to the mechanical condition of the machine.


In milling there is a decided influence entirely apart from heat-conducting properties. If the surface exposed by the last chip was very slightly smeared with an oiled finger (the oil film was scarcely discernible), the energy consumed in taking the next chip was from 10 per cent to 25 per cent lower in nearly all cases.

 On plotting batches of results, however, the surprising situation was found of oil proving advantageous with low rakes in bronze and detrimental with high rakes. The existence of some unknown varying factor was suspected and the result would have been rejected and forgotten but for the fact, that the same effect showed up in experiments with machine steel made at a different time.

The authors hesitate to accept the foregoing unreservedly until further investigation sheds some light on its rationality.

Effect of Chatter. When chatter occurs, violent fluctuation of energy results. The energy consumed was usually greater than with smooth cutting. The authors believe that, due to chatter alone increase of energy invariably results and that, where a decrease?   This can be brought about by the chatter causing an increase of force normal to the work and this in turn springing the work or cutter.

29 Effect of Clearance. Clearance was found not to affect energy consumed. Chatter, wear of tool and liability of tool to snip are affected by clearance.

30 Method of Determining Machineability. The word “machineability” is suggested to indicate the ease with which a given material can be machined. This of course presupposes standardized conditions of tool and size and shape of chip. If all conditions be standardized except the quality of the material being cut, then the machineability can be expressed in foot-pounds of energy required to remove one cubic inch of the material under investigation.

31 It is well known that machineability is a continual bone of contention in machining departments and that no accepted satisfactory way has yet been devised for its measurement. It is generally admitted that even though chemical analysis, tensile strength, elongation, Brinell hardness number and scleroscope hardness number are known, yet the machineability is an unknown factor. In fact, the War Department gave to the American Research Council as their major topic the development of some definite means of determining machineability. 



33 To summarize: The authors had, at this state of development, no definite idea leading to a rational structure which would connect up the results. They regard the work in this section as useful in opening up territory, thereby enabling them to formulate more definite layouts for subsequent work, and believe that broadly the following conclusions are justified:

(a) As a chip thickens, metal is removed more easily per unit volume
(b) As rake angle is increased, metal is removed more easily per unit volume. Also this improvement is continuous but not uniform
(c) The advantage of rake depends on the material and is more pronounced with ductile materials
(d) The effect of lubrication proper (apart from cooling action) is decided, but the information available is inadequate to formulate it.

34 Numerous experiments on power consumption have been made by different investigators, but the method employed has been to measure the electrical input required to drive the machine. This confuses the unknown action of the cutter with the unknown machine loss and has therefore been rejected for the present investigation.
35 Features to be Measured: It was thought desirable to measure both the vertical and the horizontal components of the force exerted by the cutter. This necessitated developing an instrument that would measure both force and location, i.e., in all, three quantities: magnitude, direction and location. Or, which amounts to the same thing, the two components and the location may be measured.

39 Influence of Rake on Machine‘ Steel. The results of fourteen experiments are shown in Table 4 and graphically in Fig. 12. The noticeable consistency in the spacing of the pairs of values given as results of the zero-rake cutter is due to the second three having been taken in a different part of the block from the first three. The results plotted in Fig. 12 show the decided advantage of rake. The advantage of heavy chips is also clearly shown except in the case of the 20-deg. tool.

It is important to note that Carl Barth and Gilbreth made comments on this paper.

Gilbreth said his methods could be used to photograph the cutting action of the milling machine.

1923

Two Interesting Papers in ASME Transactions of 1923, Vol. 45

EFFECT OF VARIATIONS DESIGN OF MILLING CUTTERS ON POWER REQUIREMENTS AND CAPACITY
By Bensamin P. Graves,and James A. Provipence, R.
Pp. 165- 192

POWER REQUIRED FOR CUTTING METAL
By Fred A. Parsons
Pp. 193 -

Prof N.N. Sawin's Paper - A brief review

Boston and Kraus presented their work regarding milling in two parts in 1932. They evaluated the effects of cutter width, variations in feed and depth of cut, tool dulling and cutting fluids on milling energy, surface finish and tool life. They discussed the surface finish obtained by both the up and down milling processes.  It was determined that the shinier surface produced by up milling was probably due to a burnishing action of the cutter at the start of each cut. They observed that although not as shiny, the surface produced by down milling was flatter and freer from ridges, but that the surface often had a dull torn appearance. An investigation of cutter dulling was made and it was determined that the energy required to power the cutter increased rapidly and uniformly as the cutter became dull.

In their second part, Boston and Kraus further discussed the difference between up and down milling and their respective finishes. The adherence of chips to the cutting edge in relation to the surface finish obtained was discussed. They were the first investigators to present work done regarding the presence of a built-up edge.

Boston, 0. W. and Kraus, Charles E., "The Elements of Milling," Transactions of the ASME, Vol. 54, 1932, p. RP-71.


Boston, 0. W. and Kraus, Charles E., "The Elements of Milling, Part 2," Transactions of the ASME, Vol. 56, 1934, pp. 355-371.




Productivity analysis of machining milled surfaces
November 2018, IOP Conference Series Materials Science and Engineering 448(1):012012

Machining time calculators
https://www.kennametal.com/in/en/resources/engineering-calculators.html

INVESTIGATION ON THE PRODUCTIVITY OF MILLING TI6AL4V WITH CRYOGENIC MINIMUM QUANTITY LUBRICATION
Modern Machinery (MM) Science Journal, November 2019
DOI : 10.17973/MMSJ.2019_11_2019098
D. GROSS1
M. APPIS1
N. HANENKAMP1
1Friedrich-Alexander-University Erlangen-Nürnberg, Institute of Resource and Energy Efficient Production Systems, Furth, DE
https://www.mmscience.eu/journal/issues/november-2019/articles/investigation-on-the-productivity-of-milling-ti6al4v-with-cryogenic-minimum-quantity-lubrication

Productivity Considerations in Face Milling
https://doi.org/10.4028/www.scientific.net/MSF.952.66
Online since:April 2019
Authors: János Kundrák,  Viktor Molnár*, István Deszpoth, Tamás Makkai
Keywords: Face Milling, Material Removal Rate, Precision Machining


6/1/2002
Milling Advances Increase Productivity
Keeping on top of new advances in cutting tools can keep moldmakers profitable.
https://www.moldmakingtechnology.com/articles/milling-advances-increase-productivity

2014






2016

Milling productivity and tool wear. We can select milling parameters to maximize the productivity.

This paper presents experimental results for flank wear width, cutting force, temperature, and surface finish with increasing tool wear in titanium (Ti6Al4V) milling. The variation in these process indicators is reported for repeated trials as the wear progresses from a new tool condition to a significantly worn state. 

Based on the measured force data, cutting force coefficients are determined as the tool wears. These coefficients are combined with the structural dynamics to predict the process stability. The achievable chatter-free material removal rate is then computed for both the new and worn tool conditions. In this way, the variation in productivity is related to the wear state. As expected, the productivity reduces with increase wear.


2018
2018
Productivity analysis of machining milled surfaces
November 2018, IOP Conference Series Materials Science and Engineering 




2021
Published 6/3/2021
CMS debuts hybrid LFAM/milling machine
The machining specialist has developed the first iteration of Kreator, a large-format, thermoplastic composite 3D printer and five-axis milling machine for tooling and jigs.

2023
Using GANs to predict milling stability from limited data

Shahrbanoo Rezaei1 · Aaron Cornelius2 · Jaydeep Karandikar3 · Tony Schmitz2,3 · Anahita Khojandi1
Received: 24 April 2023 / Accepted: 25 November 2023
Journal of Intelligent Manufacturing
https://doi.org/10.1007/s10845-023-02291-1
© The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2024


2024

2.1.2024
For its patented M409 tangential milling system, tooling manufacturer Horn has introduced new rhombic indexable inserts with polished rake faces to enable efficient machining of non-ferrous metals in the ISO N material group, principally aluminium alloys.

High quality is achieved on the surface of machined components, despite the ductility and adhesive nature of the workpiece material, which tends to cause built-up edges as well as cracking and wear of the cutting edge.

Unveiling the Future: High-performance Milling Cutter Market Size and Outlook 2031
International Business Insight
January 2, 2024

CUTTING TOOL FOR MILLING THREADS
The Walter Thrill∙tec TC645 Supreme is a 3-in-1 solution for thread milling.


2026

Review on the Productivity and Production Quality of WC-Co and Ceramic Tools Applied in Milling Operations of Inconel 718

Vitor F. C. Sousa, Tiago E. F. Silva, Wenfeng Ding, and Abílio M. P. de Jesus
Journal of Mechanical Engineering and Manufacturing (JMEM) Articles - 2602003029,  Open Access Review.
Published: 22 Apr 2026


Interesting this article was started on 1.1.2024. This topic is not at all known in industrial engineering community. It has to be developed and made popular.





Ud. 18.1.2026, 18.1.2024,  2.1.2024
Pub 1.1.2024















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