Advances in Industrial and Manufacturing Engineering 5 (2022) 100086

Contents lists available at ScienceDirect

Advances in Industrial and Manufacturing Engineering

journal homepage: www.sciencedirect.com/journal/advances-in-industrial-
and-manufacturing-engineering

A communication model for reducing the bullwhip effect in closed-loop

supply chain
Pooria Malekinejad, Mehran Ziaeian, Seyed Mojtaba Hosseini Bamakan *
Department of Industrial Management, Yazd University, Yazd, 89195-741, Iran

A R T I C L E I N F O A B S T R A C T

Keywords: Nowadays, most supply chains prefer to exploit closed-loop strategies to reuse their previous products in a
Bullwhip effect reproduction process to reduce their waste and costs. Fluctuations of the demand in a closed-loop supply chain
Closed-loop supply chain can cause a destructive effect known as the bullwhip effect. This study aimed to investigate the factors that
Interpretive structural modeling
reduce the bullwhip effect in the closed-loop supply chain. For this purpose, first, using a survey on the relevant
Structural equation modeling
literature, ten related factors were identified. Then, the opinions of 21 experts were collected, and by applying
the ISM technique, the interactions between the ten identified factors were categorized and developed. Finally,
the structural equation modeling technique developed the conceptual fit model. The findings indicated that ten
identified factors are structured in six general levels. The results also represented a positive and significant
relationship among 16 identified relationships in the conceptual model. Based on our findings, “information
sharing” is identified as the primary factor of the model. A shorter lead time return factor was also identified at
the highest level of the model. The results lead to a comprehensive program to reduce the bullwhip effect in the
closed-loop supply chain.

1. Introduction
Numerous industries and companies are currently facing major
challenges, such as the overconsumption of production resources to
meet customer demand (Azadeh et al., 2016; Taghva et al., 2011), rising
awareness regarding the negative effects of their products on the envi­
ronment (Bamakan et al., 2021; Bamakan et al., 2020; El-Sheikh and
Kovačič Lukman, 2022), amplified competitiveness (Bamakan et al.,
2021; Z. Wu et al., 2021), and the depletion of natural resources
(Bamakan et al., 2022; Poursoltan et al., 2021). Since supply chains
(SCs) can be disturbed by the above-mentioned problems, recycled
materials, exploited in a reverse flow, partially compensate for the
shortcomings. At present, many industries and companies are actively
planning their SC structures in order to manage their products better
forward and reverse the flows (Qiang et al., 2013). In this sense, once
forward and backward SCs integrate, a closed-loop SC (CLSC) is created
(Govindan et al., 2015). Over recent years, the CLSC management has
received growing attention from researchers and practitioners (Bell
et al., 2013; Liu et al., 2021; Tang et al., 2020). During a close-loop (CL)
control operation, reproduction leads to the creation of a product by
replacing the worn, broken, or obsolete parts in the SC, and preparing it
for re-entering the markets (Ashby, 2018). A CLSC can be also defined as
a design, operation, and control system that can help return value to the
product throughout its life cycle on a planned time horizon, via some
recycling mechanisms (Raza, 2020). Generally, the increase in attention
in this field can be partly explained by the high demand for sustainable
business practices by consumers and regulations, but also, to a large
extent, by the value-creation opportunities that CLSCs provide for in­
dustries and companies (Ritola et al., 2022). Using a CLSC can bring
many benefits, such as reducing wastes and saving costs (Nasr et al.,
2021), improving product quality and design (Li et al., 2021), reducing
the detrimental effects of corporate activities on the environment (Genc
and De Giovanni, 2020), boosting customer services, increasing satis­
faction, and controlling inventory well (Khurshid et al., 2021; Sale­
hi-Amiri et al., 2021). In addition to the environmental issues and the
recycling of resources and raw materials, the changes and fluctuations in
customer demand are also significant in the SC, since they affect its ef­
ficiency (Bamakan et al., 2021). The bullwhip effect has been accord­
ingly introduced as one of the most popular concepts in management
research (Li et al., 2022; Sabbaghnia et al., 2018; Vokhmyanina et al.,
2018). The term bullwhip has been coined to describe the effect by which
slow-moving consumer demand generates large production shifts for

* Corresponding author.
E-mail addresses: smhosseini@yazd.ac.ir, smhosseini@outlook.com (S.M. Hosseini Bamakan).

https://doi.org/10.1016/j.aime.2022.100086
Received 21 January 2022; Received in revised form 23 May 2022; Accepted 30 May 2022
Available online 2 June 2022
2666-9129/© 2022 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-
nc-nd/4.0/).
P. Malekinejad et al.
suppliers at the other end of the SC (Wang and Disney, 2016). The given
effect has been portrayed as increasing diversity in the SC from the
lowest to the highest level (Wiedenmann and Größler, 2019). Handling
the bullwhip effect is thus an essential part of the SC management
(Bamakan et al., 2021a,b,c), and its fundamental aspect is the upward
moves in the SC that multiply the changes in demands (Zhao et al.,
2019). During the SC management, any distortions in the demand order
information from one stage to others can result in some fluctuations
(Yang et al., 2021). Despite the continuous examinations of the bullwhip
effect in SCs, few studies have thus far reflected on its impact on a CLSC.
Accordingly, moderating the bullwhip effect in a CLSC can lead to an
optimal recycling strategy (Wan and Li, 2012). Therefore, paying much
attention to reduction strategies for the given effect is a fundamental
factor in a CLSC. Hence, it can be more beneficial than the forward SC
(Braz et al., 2018), probably because of further implications of the
bullwhip effect in a CLSC. On the other hand, ignoring the bullwhip
effect in a CLSC can complicate the SC management and even cause the
failure of different types of products in specific areas (either regional or
global) (He et al., 2016).
Many studies have been conducted to date on CLSCs, mostly opti­
mizing their networks (Kannan et al., 2009; Yang et al., 2009), designing
their products (Z. Liu, Li, Li, Huang and Tang, 2019), using inventory
models (Akçalı and Çetinkaya, 2011; Chung et al., 2008), etc. Given the
utmost importance of the bullwhip effect in the SC and no attention to its
impact on a CLSC, as well as the research gap in this field, the main
objective of this study was to provide a conceptual model for the factors
affecting the bullwhip effect in the SC. On the other hand, according to
the statistics published about the local automotive engine oil producers,
the annual production capacity of various oil products was 50,000 tons
and that of industrial oil was 8000 tons in Iran. In total, the value-added
share of the refined petroleum products was approximately 8% of the
entire industry sector in this country in 2019. Therefore, this research
focused on automotive engine oil production and its reprocessing SC in
Iran.
Accordingly, the main objectives of the present study were as
follows:
• Identifying the factors reducing the bullwhip effect in a CLSC
• Presenting a conceptual model for the identified factors to reduce the
bullwhip effect in the CLSC in the automotive engine oil industry of
Iran
2. Literature review
2.1. Bullwhip effect
Over recent years, many industries and researchers have studied the
bullwhip effect in SCs (Jiang and Ke, 2019). The given effect refers to a
phenomenon in which even slight alterations in the downstream de­
mand orders of a SC cause significant changes in the upstream part
(Khan et al., 2019). The bullwhip effect can also induce multiple in­
efficiencies for the upstream suppliers, including anticipated activities,
stocks, and capacity planning items, leading to higher costs and SC risks
(Zhao et al., 2019). Although the bullwhip effect is often considered as
an event in the SC (Chen et al., 2000), it can be defined as any distortions
in demand-related information (Chen et al., 2017). Demand signal
processing, order categorization, and price change have been further
identified as the leading causes of demand diffusion variability and the
bullwhip effect (Pastore et al., 2019). On the other hand, different dis­
tribution systems can be among the factors mitigating the impact of the
bullwhip effect in the SC.
There is a widespread belief that eliminating various parts of a SC can
help minimize the impact of the bullwhip effect in it. At the same time,
some studies argue that adding a distribution center as a new component
to the SC can significantly reduce the bullwhip effect (Kadivar and
Shirazi, 2018). In a case study, factors affecting the bullwhip effect in the
2
Advances in Industrial and Manufacturing Engineering 5 (2022) 100086
oil and gas SC, including refining and marketing, exploration and pro­
duction, oil and gas integration, and drilling, had been surveyed from six
North American companies, and the findings had indicated that the
existing theories about the bullwhip effect had encountered limitations
in terms of explaining the oil and gas industry phenomenon. As well,
information sharing had been introduced as an effective action against
the bullwhip effect (Zhu, Balakrishnan, & da Silveira, 2020).
The bullwhip effect is a serious issue in SCs since it significantly
impacts costs and economic effectiveness. The analytical models
generally assume that the trends and parameters affecting the final de­
mand are known and considered. However, examining SCs has shown
that the bullwhip effect is shaped by several unknown parameters. For
estimating such parameters in a SC, the degree of resilience in facing the
bullwhip effect in the SC is often determined using the available number
of demand observations (Pastore et al., 2020). The bullwhip effect can
thus distribute the end consumer demand multiple times, which can
disturb the stability and balance of the SC. Model analyses show that the
stability of the SC can be maintained if customer demand is stable.
Otherwise, if the retailer inventory decisions are linearly dependent on
the final consumer demand, the end-consumer demand will have a
negative effect on the SC stability (Hu, 2019).
2.2. CLSC
CLSCs focus on recovering the value of products by reusing the entire
product or some of its modules and components (Zu-Jun et al., 2016).
The final goal of a CLSC is to recover products by reusing, improving, or
replacing some of their components, so that the resulted product be­
comes the same as a freshly built one (Wang et al., 2018). Moreover, a
CLSC can be more energy- and cost-effective than a forward SC by
reducing the waste and input materials and improving the company’s
social image (Bhatia et al., 2020). A CLSC consists of two parts, viz. The
reverse chain and the direct (forward) chain. In the direct chain, the
product flow starts from the suppliers, continues through the factory,
and then the distributors deliver the final products to customers to meet
their demands (Özceylan and Paksoy, 2013). A backward SC usually
starts by collecting the products used by final consumers and bringing
them back into the SC (Govindan et al., 2015). Once the forward and
reverse SCs are placed next to each other simultaneously, a CLSC is
created, which contains direct reuse, repair, modernization, and repro­
duction (Kumar and Yamaoka, 2007). The effective factors in the CLSC
include operational information, product and customer information,
organizational learning, information sharing, and technology solutions
(Ritola et al., 2020). The relevant studies also indicate that the volume,
type, timing, and quality of products make connections between the
product recovery and the integration and adoption capabilities of the
CLSC (Shaharudin et al., 2019). Besides, designing logistics processes,
reverse reproduction, and product recovery have been explored in the
literature (Diallo et al., 2017). Accordingly, the reverse flow of entering
materials into the system facilitates recycling purposes and inventory
management. Additionally, studies show that CLSCs outperform forward
SCs during constant and turbulent market demands (Cannella et al.,
2016).
2.3. Bullwhip effect in a CLSC
There is little information about the causes and the modes of bull­
whip effect management in a CLSC. Some believe that the bullwhip ef­
fect has the same characteristics of both direct (forward) SCs and CLSCs
(Das and Dutta, 2016; Hosoda and Disney, 2018; Hosoda et al., 2015).
While other researchers argue that the bullwhip effect has different
characteristics of both types of SCs, and its consequences are not the
same. Recent studies have shed light on the bullwhip effect in SCs and
CLSCs. On the other hand, in a reverse SC, the bullwhip effect has less
impact than that in the traditional one. The higher the production effi­
ciency rate is, the less the bullwhip effect will occur in the entire SC
P. Malekinejad et al.
Table 1
Studies in the field of CLSCs.
Row Goal Results
1 The purpose of this study The results of this study
was a bi-objective showed that the
optimization for citrus proposed model has the
closed-loop supply chain necessary efficiency to
using Pareto-based optimize the closed loop
algorithms supply chain.
2 The purpose of this study The results of this study
was Sustainable tire showed to evaluate the
closed-loop supply chain quality of the proposed
network design: Hybrid hybrid algorithms,
metaheuristic algorithms extensive computational
for large-scale \ networks experiments,
comparison, and
sensitivity analyses are
conducted with different
criteria. Results reveal
that hybrid algorithms
are effective approaches
to solve the underlying
problem in large-scale
networks
3 The purpose of this study Results showed that the
was a development of a proposed model better
Mathematical Model for estimates the total cost,
a Sustainable Closed- pollution, energy
loop Supply Chain with consumption, and
efficiency and resilience employment level
systematic Framework compared to the basic
model.
4 This study aimed to The proposed approach
select sustainable in this research provides
suppliers by developing a a platform for
decision-making manufacturers to identify
framework based on the sustainable suppliers
hierarchical analysis based on the required
process and fuzzy sustainability criteria
inference system. and cooperate with them
to develop a sustainable
business.
5 This study aimed to The results further
integrate reconstruction suggest that supply chain
in a stable three-tier managers should reduce
closed-loop supply chain manufacturing and
management for remanufacturing costs
reversible products. because they play a
central role in deciding
the optimal
remanufacturing rate.
6 The purpose of this study This study develops an
was cost-effective emended min-max
subsidy policy for method based interactive
growers and biofuels- bi-objective optimization
plants in the closed-loop algorithm by employing
supply chain of herbs and absolute difference
herbal medicines. function and newly
introduced semi-
autotomized desired
levels in real-life oriented
T-environment
7 The purpose of this study The results notoriously
was to design a illustrated the excellent
sustainable closed-loop consistency between the
supply chain network for proposed network and
the walnut industry the employed algorithms
and their applicability
and efficiency
8 The purpose of this study The findings show that
was environmental and highly green innovative
economic sustainability products perform better
through innovative green compared to less
products using innovative products
remanufacturing. when uncertainties in
demand and supply are
high.
Advances in Industrial and Manufacturing Engineering 5 (2022) 100086
(Adenso-Díaz et al., 2012). It has been also proven that the reverse chain
delivery time (viz. The time it takes to return products) can create a
Reference bullwhip effect in the SC. Therefore, shortening these times decreases
the given effect (Dominguez et al., 2020). Another factor that can help
Cheraghalipour
et al. (2018) redouble the bullwhip effect in the SC is the delay time. As this time
increases, the impact of the bullwhip effect in the traditional SC elevates
(Chen et al., 2000). By adding to latency, the need for expanding the
inventory to cope with fluctuations in the ties of the SC multiplies.
Sahebjamnia
Reducing the effect of the delay time on SC fluctuations in the recycling
et al. (2018) and reproduction of products and the CLSCs can be thus a helpful so­
lution (Xinan, 2000). The bullwhip effect analysis in a CLSC reproduc­
tion had accordingly demonstrated that reducing waste could bring
positive environmental effects (Braz et al., 2018; Ma et al., 2014). Fac­
tors, such as inventory, forecast techniques, information sharing, and
final customer demand are also shaped by the bullwhip effect in CLSCs.
Considering the factors that influence the bullwhip effect in such SCs,
the most important one seems to be the return percentage, defined as the
percentage of the returned products out of the ones sold (Adenso-Díaz
et al., 2012).
2.4. Research background
(Zare Mehrjerdi
and Lotfi, 2019)
To meet the main objectives in the present study, the line of research
related to the CLSC was reviewed, as shown in Table 1.
According to Table 1, most of the studies on CLSCs had addressed
issues, such as optimization and stability, but no study have to date
investigated the bullwhip effect in a CLSC, to the best of the authors’
Omair et al. knowledge.
(2021)
3. Methods
The present study aimed to develop knowledge to be practically
applied in solving the problems related to the bullwhip effect in CLSCs. It
was a descriptive survey since it attempted to control the variables and
collect data. Fig. 1 illustrates the research procedure and steps.
Ullah et al. (2021)
According to Fig. 1, the effective factors reducing the bullwhip effect
in CLSCs were detected in the first step by reviewing the literature on the
bullwhip effect and its impact on CLSCs. These factors are depicted in
Table 1. In the next step, a pairwise-comparison questionnaire was
designed, and the respondents were asked to identify the relationship
between the factors reducing the bullwhip effect in the CLSCs based on
one of the four symbols, A, V, X, O. If i is considered as the factors in the
row and j as the factors in the column, then the symbols are defined
Garai et al. (2021) based on the following equations.
V: i leads to j
A: j leads to i
X: i and j have a mutual effect on each other
O: i and j do not affect each other
In the third step, 21 academic and industrial experts, selected via
snowball sampling, were asked to identify the relationships between the
Salehi-Amiri et al. factors. The respondents’ characteristics are shown in Table 2.
(2021)
To gather information from the experts, a comprehensive definition
of each factor was provided in face-to-face interviews with them,
wherein there were attempts to make the experts more familiar with
each factor without interfering in determining the type of their re­
lationships. In the fourth step, using the expert opinions collected
Sarkar et al.
(2022) through the different stages of the interpretive structural modeling
(ISM) taken from Talib et al. (2011), a conceptual model was presented
for the bullwhip effect reduction in a CLSC.
In the fifth step, a 35-item questionnaire was prepared, using the
research literature, to be completed by the managers and assistants
involved in Iran’s automotive engine oil industry companies. These 35
items measured the indicators obtained from the research background
for each factor. Then, the content validity of the questionnaire was
3
P. Malekinejad et al. Advances in Industrial and Manufacturing Engineering 5 (2022) 100086

Fig. 1. Research steps.

Table 3
Table 2
Factors of the bullwhip effect in a closed-loop supply chain.
Profile of research experts.
Factors Reference
Expert Organizational Research area/ Work Number of
Type Position topic experience relevant Increase the product return rate (Braz et al., 2018; Pati et al., 2010; Ponte
(years) articles or et al., 2020; Tombido and Baihaqi, 2020; Y.
projects Wu and Tang, 2010)
Integration of reverse logistics in a (Cannella et al., 2016; Govindan et al.,
Academic Assistant Supply chain, 5 4
supply chain 2015; Ma et al., 2014)
Experts Professor Assessment
Remanufacturing shifted pull policy (Corum et al., 2014; Zanoni et al., 2006)
performance
Shorter lead time (Ponte et al., 2020; Yadav et al., 2013;
Assistant Supply chain, 4 2
Zanoni et al., 2006; Zhou and Disney, 2006)
Professor
Information sharing (Huang and Wang, 2020; C. Li and Liu,
Assistant Supply chain 6 5
2012; Yadav et al., 2013; Yu and Yan, 2021)
Professor
Periodic review policies for Inventory (Dev et al., 2017; Ma et al., 2014; Ponte
Associate Supply chain 7 7
and production planning et al., 2020; Zhou and Disney, 2006)
Professor
Low percentage of returned material (Braz et al., 2018; Ponte et al., 2020)
Associate Supply chain 7 4
Recyclable quality (Ma et al., 2014; Pati et al., 2010; Xie et al.,
Professor
2018)
Professor Supply chain 10 10
Serviceable Inventory (Das and Dutta, 2016; Zhou and Disney,
Industrial Manager Supply chain 18 5
2006)
Experts Manager Supply chain 21 4
Shorter Component Production Time Das & Dutta (2016)
Manager Supply chain, 14 4
R&D
Manager Supply chain 16 4
Manager Supply chain 13 4 following two rules:
Senior Assistant Supply chain, 5 2
productivity - 10 multiplied by the number of the measurement model indicators
Senior Assistant Supply chain 9 1 with the highest index among all primary measurement models of
Senior Assistant Supply chain 8 2
Senior Assistant Supply chain, 6 2
the research
inventory - 10 multiplied by the most significant number of relationships in the
management structural part of the primary research model related to one variable
Senior Assistant Supply chain 7 3
Senior Assistant Supply chain 5 1
The total number of the samples in the present study was 50, based
Senior Assistant Supply chain 7 1
Senior Assistant Supply chain 12 2 on the maximum relationships mentioned above. This number repre­
Senior Assistant Supply chain 11 3 sented the minimum sample size required to research the fit model.
Senior Assistant Supply chain 6 3 Finally, 160 questionnaires were distributed among the managers and
assistants, selected using simple random sampling, involved in the
automotive engine oil production industries in 53 factories. Out of them,
analyzed and confirmed.
130 questionnaires were returned and used in future analyses. In the
In the sixth step, the sample size required for the study was obtained
seventh step of the research, utilizing the information obtained from
by one of the well-known methods for sample size adequacy determi­
various questionnaires, a conceptual model was fitted via the Smart
nation in the partial least squares (PLS) regression proposed by Barclay
PLS3 software.
et al. (1995). Accordingly, the minimum sample size needed to use the
PLS regression was equal to the most significant value obtained from the

4
P. Malekinejad et al. Advances in Industrial and Manufacturing Engineering 5 (2022) 100086

Table 5
Factors levels.

Production Time
Factors Achievement Introduction Joint level
Component
10- Shorter
Collection Collection Collection

Increasing the product 1, 4 1, 2, 3, 5, 6, 7, 1 2

return rate 8, 9, 10
A

A
V

V
V

V
X
Integrating of reverse 1, 2, 3, 4, 7, 8, 2, 3, 5, 6, 7, 8, 2, 3, 7, 8, 3
logistics in a supply 9, 10 9, 10 9, 10
9- Serviceable

chain
Inventory

Remanufacturing 1, 2, 3, 4, 7, 8, 2, 3, 5, 6, 7, 8, 2, 3, 7, 8, 9 4
shifted pull policy 9, 10 9
Shorter lead time 4 1, 2, 3, 4, 5, 6, 4 1

O
A

A
V

V
V

X
7, 8, 9, 10
Information sharing 1, 2, 3, 4, 5, 6, 5 5 6
8- recyclable

7, 8, 9, 10
Periodic review 1, 2, 3, 4, 6, 7, 5, 6 6 5
quality

policies for Inventory 8, 9, 10

and production
O

O
A

A
V

planning
returned material

Low percentage of 1, 2, 4, 7, 9, 10 2, 3, 5, 6, 7, 8, 2, 7, 9, 10 3
returned material 9, 10
percentage of

Recyclable quality 1, 2, 3, 4, 7, 8, 2, 3, 5, 6, 8, 9, 2, 3, 8, 9, 4
9, 10 10 10
7- Low

Serviceable inventory 1, 2, 3, 4, 7, 8, 2, 3, 5, 6, 7, 8, 2, 3, 7, 8, 3
9, 10 9, 10 9, 10
O

O
O
V

Shorter component 1, 2, 4, 7, 8, 9, 2, 3, 5, 6, 7, 8, 2, 7, 8, 9, 3
production time 10 9, 10 10
policies for Inventory
6- Periodic review

and production

4. Results
planning

Based on the information collected in the first step, the practical

factors reducing the bullwhip effect in the CLSC were obtained, as
A

A
V

illustrated in Table 3.
According to Tables 3 and 10 identified factors were provided to the
5- Information

experts in a pairwise-comparison questionnaire to determine the rela­

tionship between the elements and the special symbols. After collecting
sharing

and using the highest frequency, a structural interaction matrix was

A

developed, as described in Table 4. This matrix represented the rela­

tionship between the identified factors mitigating the bullwhip effect in
4- Shorter
lead time

the CLSC.
In Table 3, the initial access matrix was formed, and then the final
A

access table was achieved accordingly. To determine the dimensions

according to the research method, it was also necessary to identify the
3- Remanufacturing

access and standard collections, as determined in Table 5.

shifted pull policy

Based on Table 5, the ISM is presented in Fig. 2.

The interpretation of the interpretive structural model is presented in
Fig. 2.
The model in Fig. 2 was then imported into the Smart PLS3 software
V

for testing the statistical goodness of fit (GoF), using the information
collected from 130 experts in the oil industry. Fig. 3 shows the loading
reverse logistics in a

values and the t-statistic for the items. Here, the numbers on the arrows
2- Integration of

represent two forms of values, viz. The numbers in the parentheses

supply chain

indicate the t-statistic, and the ones outside them show the path
coefficients.
Table 6 shows the factor loading coefficients and t-statistic.
O

In order to assess the validity, convergent and divergent validity

1- Increase the
product return

were managed. Two criteria, i.e., outer loadings and average variance
extracted (AVE), were accordingly investigated to determine the
convergent validity. The Fornell-Larcker table was also utilized to
rate

establish the divergent validity. The outer loadings were thus calculated
by evaluating the correlation value of the indicators with the constructs.
Structural interactive matrix.

logistics in a supply chain

Suppose this value was equal to or greater than 0.4, it confirmed that the
3- Remanufacturing shifted

6- Periodic review policies

9- Serviceable Inventory
2- Integration of reverse

variance between the construct and its indicators was higher than that of
10- Shorter Component
1- Increase the product

5- Information sharing

production planning
7- Low percentage of

8- recyclable quality

the measurement error of that construct, and the construct was assumed
4- Shorter lead time

returned material
for Inventory and

Production Time

valid (Law and Fong, 2020). The AVE was further employed to evaluate
the convergent validity of the research. According to Fornell and Larcker
return rate

pull policy

(1981), the standard above 0.5 was appropriate for the AVE of the time
Factors
Table 4

or development. Cronbach’s alpha and composite reliability methods

were additionally used to measure reliability and validity, respectively.

5
P. Malekinejad et al. Advances in Industrial and Manufacturing Engineering 5 (2022) 100086

Fig. 2. Bullwhip effect reduction conceptual model in a closed-loop supply chain.

Fig. 3. Loadings and T-Values.

The standard coefficient above 0.7 for Cronbach’s alpha and a value Another important criterion determined by divergent validity was
above 0.6 for CR were suggested (AlNuaimi et al., 2021). The coefficient the relationship between the construct and its indicators in comparison
values mentioned in Table 7 show the appropriate reliability and val­ to the relationship between that construct and other constructs. Diver­
idity of the questionnaire items. gent validity could be thus acceptable when the AVE for each construct

6
P. Malekinejad et al. Advances in Industrial and Manufacturing Engineering 5 (2022) 100086

Table 6 constructs. It meant that constructs would be able to have an impact on

Loadings and T-Values. each other’s characteristics, if the relationships between them had been
Factors Questions Loadings T- correctly defined in a model. Thus, the hypotheses were successfully
values Value confirmed (Henseler et al., 2009). In this study, all the Q2 values of the
Increase the product return rate Q1 0/836 28/04 model were in a strong position, suggesting that the model followed an
Q2 0/831 27/14 adequate predictive power. The R2 criterion was also used to connect the
Q3 0/813 22/11 measurement parts and the role of the structural equation modeling
Q4 0/791 19/73 (SEM) construct, indicating the effect of an exogenous factor on an
Integration of reverse logistics in a supply Q5 0/831 27/62
chain Q6 0/836 33/11
endogenous one. The R2 criterion was accordingly calculated only for
Q7 0/820 23/63 the endogenous (dependent) constructs of the model, and the given
Remanufacturing shifted pull policy Q8 0/813 24/61 value was zero in the case of the exogenous (independent) ones. Hulland
Q9 0/854 30/87 (1999) has so far introduced three values of 0.19, 0.33, and 0.67 as the
Q10 0/832 24/59
weak, medium, and strong values for R2, respectively. Moreover, in the
Shorter lead time Q11 0/839 28/77
Q12 0/802 23/13 endogenous constructs, a higher amount of the R2 could show better GoF
Q13 0/821 23/91 in the model (Hulland, 1999). The redundancy criterion was further
Q14 0/847 26/42 obtained by multiplying the communality values of the factors by their
Information sharing Q15 0/835 26/96 R2 values, and demonstrated variability in the characteristics of the
Q16 0/787 18/99
Q17 0/805 23/33
endogenous factors, affected by one or more exogenous factors. Com­
Q18 0/790 20/02 munality values were further obtained from the mean squared of the
Q19 0/794 19/55 loadings of each element. No criteria were also specified for the com­
Periodic review policies for Inventory and Q20 0/822 24/45 munality criteria (Wetzels et al., 2009). Therefore, higher values were
production planning Q21 0/857 32/48
more desirable.
Q22 0/805 22/73
Low percentage of returned material Q23 0/814 25/08 The GoF criterion was further used to evaluate the overall model fit.
Q24 0/852 29/93 Based on this criterion, the researcher could control the overall GoF of
Q25 0/833 28/44 the model after examining the general research model measurements
Recyclable quality Q26 0/846 31/05 and structures. The GoF criterion was thus calculated according to the
Q27 0/778 19/72
following formula. The values of 0.01, 0.25, and 0.36 were also
Q28 0/819 26/30
Q29 0/802 22/07 considered as the weak, medium, and strong (Wetzels et al., 2009).
Serviceable Inventory Q30 0/811 23/72 √̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅̅
Q31 0/821 25/02 GoF = Communality × R2 1
Q32 0/830 26/26
Shorter Component Production Time Q33 0/814 23/64 Based on the above formula, and upon placing the values, the GoF
Q34 0/825 25/90
value for this research model was calculated as 0.56 (Wetzels et al.,
Q35 0/832 28/72
Q36 0/814 23/40 2009). With reference to this GoF, the general model in the present study
had good fitness. The conceptual research model developed using the
ISM was further tested via the PLS in the SmartPLS software 3.00. The
t-statistic for all paths were higher than the standard absolute value
Table 7
(1.96), testifying the significant relationships between the research
Reliability and validity values.
factors. Fig. 4 shows the path coefficients and the significant coefficients
Factors Cronbach’s Composite The average of Z. The numbers inside the parentheses indicated the values of the
Alpha reliability variance
extracted (AVE)
significant coefficients of Z, and the ones outside them represented the
path coefficients.
Increase the product return 0.835 0.890 0.669
In Table 10, the research hypotheses, viz. The relationships between
rate
Integration of reverse 0.788 0.876 0.703 the ISM of the research, are shown by measuring the values of the path
logistics in a supply chain coefficients and the significant coefficients of Z.
Low percentage of returned 0.779 0.872 0.694
material 5. Discussion
Periodic review policies for 0.771 0.868 0.686
inventory and production
planning_ The bullwhip effect in a SC can disrupt the stability of its dynamic
Remanufacturing shifted pull 0.779 0.872 0.694 behavior. Moreover, having such tensions in the forward and backward
policy flows of the CLSC can cause intensive failure. In this study, 10 effective
Serviceable Inventory 0.757 0.861 0.673
factors reducing the bullwhip effect in the CLSC were identified. Then,
Shorter Component 0.839 0.892 0.674
Production Time using expert opinions, the structure of the relationships between the
Shorter lead time 0.846 0.897 0.684 factors was formed using the ISM. Afterward, the GoF was calculated via
information sharing 0.861 0.900 0.644 the Smart PLS3 software to measure it from various statistical aspects.
recyclable quality 0.827 0.885 0.659 The results of the GoF evaluation from the SEM accordingly confirmed
the relationship between the factors.
was greater than the shared variation between that construct and the In the model presented in this research, the information-sharing
other constructs in the model (Fornell and Larcker, 1981). The Fornell factor was identified an essential one, as improvements in information
and Larker criterion analysis showed in Table 8. sharing reduced the bullwhip effect in the CLSC. Information sharing in
Table 9 displays the structural model as well as the Q2 and R2 values, a SC could thus enhance the cooperation among different SC compo­
along with the redundancy of the dependent factors, and the community nents, leading to a better understanding of the actors within it. This
values for all factors. knowledge could further help the actors in the SC to forecast the trend of
The Q2 criterion could thus help determine the predictive power of the changes in customer demand and do better planning for it. Infor­
the model. In this sense, models with acceptable structural GoF were mation sharing could also result in the bullwhip effect reduction in the
accordingly supposed to predict the characteristics of the endogenous CLSC by creating coordination among different SC components.

7
P. Malekinejad et al. Advances in Industrial and Manufacturing Engineering 5 (2022) 100086

Table 8
Fornell and Larker criterion analysis.
Factors Increase Integration The low Periodic Remanufacturing Serviceable Shorter Shorter Information Recyclable
the of reverse percentage review shifted pull policy Inventory component lead sharing quality
product logistics in a of returned policies for production time
return supply material Inventory time
rate chain and
production
planning

Increase the 0.848

product return
rate
Integration of 0.814 0.864
reverse logistics
in a supply chain
Low percentage of 0.804 0.747 0.833
returned
material
Periodic review 0.818 0.800 0.795 0.858
policies for
inventory and
production
planning
Remanufacturing 0.807 0.783 0.806 0.825 0.833
shifted pull
policy
Serviceable 0.842 0.811 0.789 0.826 0.810 0.880
Inventory
Shorter 0.828 0.794 0.808 0.831 0.821 0.821 0.855
component
production time
Shorter lead time 0.845 0.800 0.805 0.829 0.779 0.828 0.797 0.880
Information 0.838 0.786 0.826 0.849 0.828 0.830 0.845 0.870 0.854
sharing
Recyclable quality 0.843 0.838 0.801 0.802 0.830 0.871 0.831 0.827 0.802 0.812

reduce the inflammation caused by the bullwhip effect in the CLSC as

Table 9 much as possible. Product complexity, production environment
Q2, R2, and redundancy values. complexity, and product quality can be thus mentioned as the factors
Factors Redundancy R2 Communality Q2 shaping uncertainty in production processes. Therefore, a review of
production planning and various policies is needed to diminish this type
Increase the product return rate 0/500 0/ 0/65 0/
800 500 of complexity.
Integration of reverse logistics in 0/505 0/ 0/69 0/ After improving the previous level of the model, the recyclable
a supply chain 761 505 quality and remanufacturing were shown as the third level in this study.
The low percentage of returned 0/464 0/ 0/68 0/
The policy changes that occurred in the previous levels of the model also
material 706 464
Periodic review policies for 0/469 0/ 0/67 0/
resulted in producing the products with the necessary quality for
Inventory and production 721 469 convenient recycling. Moreover, by making some changes in the SC
planning policies, it could be better planned and share the reproduction
Remanufacturing shifted pull 0/451 0/ 0/68 0/ information.
policy 685 451
This study introduced four factors reducing the bullwhip effect in the
Serviceable Inventory 0/499 0/ 0/66 0/
784 499 SC, viz. Shortened component production time, integration of reverse
Shorter component production 0/474 0/ 0/66 0/ logistics in a SC, low percentage of returned materials, and available
time 746 474 inventory. Improving the structure of production policies and the pro­
Shorter lead time 0/459 0/ 0/67 0/
duction of goods that have the capability and quality of reproduction
714 459
Information sharing – – 0/63 –
can now make it possible to reduce the production time of products in
recyclable quality 0/398 0/ 0/64 0/ the CLSC. On the other hand, by integrating reverse logistics in SCs, they
643 398 will move toward higher resilience in facing the bullwhip effect.
After improving the fourth level, the next level of the conceptual
research model could play its role better. At the fifth level, the organi­
Accordingly, the better the security was implemented in the information
zation should help increase the rate of product return using the capa­
sharing, the better the SC could share its information with other mem­
bilities shown in previous levels. In this section, paying more attention
bers, which could mitigate the bullwhip effect of the CLSC. The study
to the type of production in the CLSC, suppliers’ cooperation quality,
results revealed that information sharing was a fundamental factor in
and production periods could significantly augment the return rate of
mitigating the bullwhip effect, in line with the findings in Hsu (2020)
the products.
and You et al. (2007). According to Fig. 1, the first part of the model is
According to the proposed model in Fig. 1, if all nine factors in the
moved by the improvements in the information-sharing situation, and
previous five levels performed their task well, shortening the lead time
leads to a reduction of the bullwhip effect in the CLSC, supporting the
factor would effectively reduce the bullwhip effects in the CLSC. Lead
reports in Dev et al. (2013) and Xue et al. (2011). The SC must then
time reduction was thus identified as a factor preventing bullwhip dis­
improve the periodic review policies for its inventory and production
orders in the CLSC. Accordingly, the present study can provide various
planning. In this section, various components involved in a CLSC should
clues to other interested researchers in this field. For example, it is
be effectively reviewed in terms of their overall structures and policies to

8
P. Malekinejad et al.
Fig. 4. Values of path coefficients and significance coefficients Z.
recommended to investigate the optimal percentage of the change in
each factor, using different techniques, designs, and measures. Re­
searchers can also use the model presented in this study in real organi­
zations to achieve the CLSC resilience in facing the bullwhip effect.
6. Conclusion
This study aimed to find a conceptual model for reducing the bull­
whip effect in CLSCs, so there were attempts to find the most critical
factors to achieve this purpose. Therefore, surveying the related litera­
ture, 10 key factors affecting the bullwhip effect reduction in a CLSC
were identified. Then, a conceptual model for the given factors was
designed by consulting 21 academic and industrial experts and using the
ISM techniques. The conceptual model designed in this research had six
general levels structuring 10 factors reducing the bullwhip effect in a
CLSC. The conceptual model was obtained using the ISM, the SEM
technique, and the SmartPLS3 software to examine the GoF. Using the
GoF index, the overall GoF of the conceptual research model was further
examined, indicating high GoF for the proposed model.
The results showed that the increased product return rate had a
significant positive effect on the shorter lead time. Moreover, the results
revealed that the integration of reverse logistics in a SC rate significantly
and positively affect the augmented product return rate. In this study,
the low percentage of the returned materials had a significant positive
impact on elevating the product return rate. Moreover, periodic review
policies for inventory and production planning could have a significant
positive effect on remanufacturing shifted pull policy. Periodic review
policies for inventory and production planning also influenced the
recyclable quality in a significant positive manner. In addition, rema­
nufacturing shifted pull policy had a significant positive impact on
integrating reverse logistics in a SC. As well, remanufacturing shifted
pull policy significantly and positively affected the low percentage of
returned materials. Remanufacturing shifted pull policy also had a
9
Advances in Industrial and Manufacturing Engineering 5 (2022) 100086
significant positive effect on serviceable inventory. This study showed
that remanufacturing shifted pull policy could significantly and posi­
tively affect shorter component production time. Serviceable inventory
additionally had a significant positive effect on increasing the product
return rate. Shorter component production time also had a significant
positive effect on elevating the product return rate. Moreover, infor­
mation sharing had a positive and significant impact on periodic review
policies for inventory and production planning. Recyclable quality also
had a significant positive impact on integrating reverse logistics in a SC.
Besides, recyclable quality significantly and positively affected the low
percentage of the returned materials. Recyclable quality also had a
significant positive effect on available inventory, and finally, recyclable
quality influenced shorter component production time in a significant
positive manner.
Among the research limitations, this study did not mention the lack
of dynamism in the number of the changes in the improvement of the
factors. Here, the main objective was to provide a bullwhip effect
reduction structure in the SC. However, according to the results ob­
tained in this study and the need to pay attention to the information
sharing factor, the number of the changes in other factors would not be
determined if this factor had improved. Therefore, other interested re­
searchers in this field are recommended to design and simulate different
scenarios. This study also provided a structure to reduce the bullwhip
effect in the CLSC. Using other modeling tools that can create multidi­
mensional relationships between the effective factors can accordingly
help create dynamism in the proposed model. Therefore, other re­
searchers are suggested to make use of these tools to create a multidi­
mensional structure and compare their findings with the outcomes of
this study.
Declaration of competing interest
The authors declare that they have no known competing financial
P. Malekinejad et al. Advances in Industrial and Manufacturing Engineering 5 (2022) 100086

Table 10 Bamakan, S.M.H., Motavali, A., Bondarti, A.B., 2020. A survey of blockchain consensus
Values of path coefficients and significance coefficients Z. algorithms performance evaluation criteria. Expert Syst. Appl. 154, 113385.
Barclay, D., Higgins, C., Thompson, R., 1995. The Partial Least Squares (PLS) Approach
Relation Original T Statistics (| Result to Casual Modeling: Personal Computer Adoption Ans Use as an Illustration.
Sample (O) O/STDEV|) Bell, J.E., Mollenkopf, D.A., Stolze, H.J., 2013. Natural resource scarcity and the closed-
loop supply chain: a resource-advantage view. Int. J. Phys. Distrib. Logist. Manag. 43
Increase the product return rate - 0.845 24.339 Confirmation (5–6), 351–379.
> Shorter lead time Bhatia, M.S., Jakhar, S.K., Mangla, S.K., Gangwani, K.K., 2020. Critical factors to
Integration of reverse logistics in a 0.233 3.291 Confirmation environment management in a closed loop supply chain. J. Clean. Prod. 255,
supply chain - > Increase the 120239.
product return rate Braz, A.C., De Mello, A.M., de Vasconcelos Gomes, L.A., de Souza Nascimento, P.T.,
The low percentage of returned 0.207 2.818 Confirmation 2018. The bullwhip effect in closed-loop supply chains: a systematic literature
material - > Increase the product review. J. Clean. Prod. 202, 376–389.
return rate Cannella, S., Bruccoleri, M., Framinan, J.M., 2016. Closed-loop supply chains: what
Periodic review policies for 0.828 21.580 Confirmation reverse logistics factors influence performance? Int. J. Prod. Econ. 175, 35–49.
Chen, F., Drezner, Z., Ryan, J.K., Simchi-Levi, D., 2000. Quantifying the bullwhip effect
Inventory and production
in a simple supply chain: the impact of forecasting, lead times, and information.
planning - > Remanufacturing
Manag. Sci. 46 (3), 436–443.
shifted pull policy
Chen, L., Luo, W., Shang, K., 2017. Measuring the bullwhip effect: discrepancy and
Periodic review policies for 0.802 17.133 Confirmation alignment between information and material flows. Manuf. Serv. Oper. Manag. 19
Inventory and production (1), 36–51.
planning- > recyclable quality Cheraghalipour, A., Paydar, M.M., Hajiaghaei-Keshteli, M., 2018. A bi-objective
Remanufacturing shifted pull 0.212 2.670 Confirmation optimization for citrus closed-loop supply chain using Pareto-based algorithms.
policy - > integration of reverse Appl. Soft Comput. 69, 33–59.
logistics in a supply chain Chung, S.-L., Wee, H.-M., Yang, P.-C., 2008. Optimal policy for a closed-loop supply
Remanufacturing shifted pull 0.452 6.263 Confirmation chain inventory system with remanufacturing. Math. Comput. Model. 48 (5–6),
policy - > Low percentage of 867–881.
returned material Corum, A., Vayvay, Ö., Bayraktar, E., 2014. The impact of remanufacturing on total
Remanufacturing shifted pull 0.280 3.791 Confirmation inventory cost and order variance. J. Clean. Prod. 85, 442–452.
policy - > Serviceable inventory Das, D., Dutta, P., 2016. Performance analysis of a closed-loop supply chain with
incentive-dependent demand and return. Int. J. Adv. Manuf. Technol. 86 (1–4),
Remanufacturing shifted pull 0.423 4.465 Confirmation
621–639.
policy - > Shorter component
Dev, N.K., Caprihan, R., Swami, S., 2013. Strategic positioning of inventory review
production time policies in alternative supply chain networks: an information-sharing paradigm
Serviceable Inventory - > Increase 0.304 3.980 Confirmation perspective. Int. J. Logist. Res. Appl. 16 (1), 14–33.
the product return rate Dev, N.K., Shankar, R., Choudhary, A., 2017. Strategic design for inventory and
Shorter Component Production 0.226 2.539 Confirmation production planning in closed-loop hybrid systems. Int. J. Prod. Econ. 183, 345–353.
Time - > Increase the product Diallo, C., Venkatadri, U., Khatab, A., Bhakthavatchalam, S., 2017. State of the art review
return rate of quality, reliability and maintenance issues in closed-loop supply chains with
information sharing - > Periodic 0.849 24.133 Confirmation remanufacturing. Int. J. Prod. Res. 55 (5), 1277–1296.
review policies for Inventory and Dominguez, R., Cannella, S., Ponte, B., Framinan, J.M., 2020. On the dynamics of closed-
production planning loop supply chains under remanufacturing lead time variability. Omega 97, 102106.
recyclable quality - > integration 0.688 9.487 Confirmation El-Sheikh, L., Kovačič Lukman, R., 2022. Developing a framework for closed-loop supply
of reverse logistics in a supply chain and its impact on sustainability in the petrochemicals industry. Sustainability
14 (6), 3265.
chain
Fornell, C., Larcker, D.F., 1981. Evaluating structural equation models with unobservable
recyclable quality - > Low 0.426 5.756 Confirmation
variables and measurement error. J. Market. Res. 18 (1), 39–50.
percentage of returned material
Garai, A., Chowdhury, S., Sarkar, B., Roy, T.K., 2021. Cost-effective subsidy policy for
recyclable quality - > Serviceable 0.639 8.576 Confirmation growers and biofuels-plants in closed-loop supply chain of herbs and herbal
inventory medicines: an interactive bi-objective optimization in T-environment. Appl. Soft
recyclable quality - > Shorter 0.480 5.131 Confirmation Comput. 100, 106949.
component production time Genc, T.S., De Giovanni, P., 2020. Closed-loop supply chain games with innovation-led
lean programs and sustainability. Int. J. Prod. Econ. 219, 440–456.
Govindan, K., Soleimani, H., Kannan, D., 2015. Reverse logistics and closed-loop supply
interests or personal relationships that could have appeared to influence chain: a comprehensive review to explore the future. Eur. J. Oper. Res. 240 (3),
603–626.
the work reported in this paper. He, S., Yuan, X., Zhang, X., 2016. The Government’s Environment Policy Index Impact on
Recycler Behavior in Electronic Products Closed-Loop Supply Chain. Discrete Dynam
References Nat. Soc. 2016, 7646248 https://doi.org/10.1155/2016/7646248.
Henseler, J., Ringle, C.M., Sinkovics, R.R., 2009. The use of partial least squares path
modeling in international marketing. In: New Challenges to International Marketing.
Adenso-Díaz, B., Moreno, P., Gutiérrez, E., Lozano, S., 2012. An analysis of the main
Emerald Group Publishing Limited, pp. 277–319.
factors affecting bullwhip in reverse supply chains. Int. J. Prod. Econ. 135 (2),
Hosoda, T., Disney, S.M., 2018. A unified theory of the dynamics of closed-loop supply
917–928.
chains. Eur. J. Oper. Res. 269 (1), 313–326.
Akçalı, E., Çetinkaya, S., 2011. Quantitative models for inventory and production
Hosoda, T., Disney, S.M., Gavirneni, S., 2015. The impact of information sharing, random
planning in closed-loop supply chains. Int. J. Prod. Res. 49 (8), 2373–2407.
yield, correlation, and lead times in closed loop supply chains. Eur. J. Oper. Res. 246
AlNuaimi, B.K., Khan, M., Ajmal, M.M., 2021. The role of big data analytics capabilities
(3), 827–836.
in greening e-procurement: a higher order PLS-SEM analysis. Technol. Forecast. Soc.
Hsu, J., 2020. Bullwhip Effect of a Closed Leep Supply Chain with and without
Change 169, 120808.
Information Sharing of Customer Demand. The University of Wisconsin-Milwaukee.
Ashby, A., 2018. Developing closed loop supply chains for environmental sustainability:
Hu, Q., 2019. Bullwhip effect in a supply chain model with multiple delivery delays.
Insights from a UK clothing case study. J. Manuf. Technol. Manag. 29 (4), 699–722.
Oper. Res. Lett. 47 (1), 36–40.
Azadeh, A., Zarrin, M., Salehi, N., 2016. Supplier selection in closed loop supply chain by
Huang, Y., Wang, Z., 2020. Information sharing in a closed-loop supply chain with
an integrated simulation-Taguchi-DEA approach. J. Enterprise Inf. Manag. 29 (3),
learning effect and technology licensing. J. Clean. Prod. 271, 122544.
302–326.
Hulland, J., 1999. Use of partial least squares (PLS) in strategic management research: a
Bamakan, S.M.H., Faregh, N., ZareRavasan, A., 2021. Di-ANFIS: an integrated
review of four recent studies. Strat. Manag. J. 20 (2), 195–204.
blockchain–IoT–big data-enabled framework for evaluating service supply chain
Jiang, Q., Ke, G., 2019. Information sharing and bullwhip effect in smart destination
performance. J. Comput. Design and Eng. 8 (2), 676–690.
network system. Ad Hoc Netw. 87, 17–25.
Bamakan, S.M.H., Malekinejad, P., Ziaeian, M., 2022. Towards blockchain-based hospital
Kadivar, M., Shirazi, M.A., 2018. Analyzing the behavior of the bullwhip effect
waste management systems; applications and future trends. J. Clean. Prod. 349,
considering different distribution systems. Appl. Math. Model. 59, 319–340.
131440 https://doi.org/10.1016/j.jclepro.2022.131440.
Kannan, G., Noorul Haq, A., Devika, M., 2009. Analysis of closed loop supply chain using
Bamakan, S.M.H., Malekinejad, P., Ziaeian, M., Motavali, A., 2021. Bullwhip effect
genetic algorithm and particle swarm optimisation. Int. J. Prod. Res. 47 (5),
reduction map for COVID-19 vaccine supply chain. Sustain. Operat. Compute 2,
1175–1200.
139–148.
Khan, M.H., Ahmed, S., Hussain, D., 2019. Analysis of bullwhip effect: a behavioral
Bamakan, S.M.H., Moghaddam, S.G., Manshadi, S.D., 2021c. Blockchain-enabled
approach. Supply Chain Forum Int. J. 20 (4), 310–331 (Taylor & Francis).
pharmaceutical cold chain: applications, key challenges, and future trends. J. Clean.
Prod. 302, 127021 https://doi.org/10.1016/J.JCLEPRO.2021.127021.

10
P. Malekinejad et al.
Khurshid, B., Maqsood, S., Omair, M., Sarkar, B., Ahmad, I., Muhammad, K., 2021. An
improved evolution strategy hybridization with simulated annealing for permutation
flow shop scheduling problems. IEEE Access 9, 94505–94522.
Kumar, S., Yamaoka, T., 2007. System dynamics study of the Japanese automotive
industry closed loop supply chain. J. Manuf. Technol. Manag. 18 (2), 115–138.
https://doi.org/10.1108/17410380710722854.
Law, L., Fong, N., 2020. Applying partial least squares structural equation modeling
(PLS-SEM) in an investigation of undergraduate students’ learning transfer of
academic English. J. Engl. Acad. Purp. 46, 100884.
Li, B., Wang, Y., Wang, Z., 2021. Managing a closed-loop supply chain with take-back
legislation and consumer preference for green design. J. Clean. Prod. 282, 124481.
Li, C., Liu, S.-F., 2012. Bullwhip effect control strategy in supply chain networks with
limited information sharing [J]. Control Decis. 12.
Li, M.-G., Hsub, C.-H., Liuc, J.-W., 2022. Research on supply chain agility based on
bullwhip effect. In: Advances in Intelligent Systems and Computing. Springer,
pp. 35–42.
Liu, S., Yao, F., Chen, D., 2021. CSR Investment Decision and Coordination Strategy for
Closed-Loop Supply Chain with Two Competing Retailers.
Liu, Z., Li, K.W., Li, B.-Y., Huang, J., Tang, J., 2019. Impact of product-design strategies
on the operations of a closed-loop supply chain. Transport. Res. E Logist. Transport.
Rev. 124, 75–91.
Ma, L., Chai, Y., Zhang, Y.Y., Zheng, L., 2014. Modeling and analysis of the bullwhip
effect in remanufacturing closed-loop supply chain. Appl. Mech. Mater. 541,
1556–1561 (Trans Tech Publ).
Nasr, A.K., Tavana, M., Alavi, B., Mina, H., 2021. A novel fuzzy multi-objective circular
supplier selection and order allocation model for sustainable closed-loop supply
chains. J. Clean. Prod. 287, 124994.
Omair, M., Noor, S., Tayyab, M., Maqsood, S., Ahmed, W., Sarkar, B., Habib, M.S., 2021.
The selection of the sustainable suppliers by the development of a decision support
framework based on analytical hierarchical process and fuzzy inference system. Int.
J. Fuzzy Syst. 23 (7), 1986–2003.
Özceylan, E., Paksoy, T., 2013. A mixed integer programming model for a closed-loop
supply-chain network. Int. J. Prod. Res. 51 (3), 718–734.
Pastore, E., Alfieri, A., Zotteri, G., 2019. An empirical investigation on the antecedents of
the bullwhip effect: evidence from the spare parts industry. Int. J. Prod. Econ. 209,
121–133.
Pastore, E., Alfieri, A., Zotteri, G., Boylan, J.E., 2020. The impact of demand parameter
uncertainty on the bullwhip effect. Eur. J. Oper. Res. 283 (1), 94–107.
Pati, R.K., Vrat, P., Kumar, P., 2010. Quantifying bullwhip effect in a closed loop supply
chain. Opsearch 47 (4), 231–253.
Ponte, B., Framinan, J.M., Cannella, S., Dominguez, R., 2020. Quantifying the Bullwhip
Effect in closed-loop supply chains: the interplay of information transparencies,
return rates, and lead times. Int. J. Prod. Econ., 107798
Poursoltan, L., Mohammad Seyedhosseini, S., Jabbarzadeh, A., 2021. A two-level closed-
loop supply chain under the constract of vendor managed inventory with learning: a
novel hybrid algorithm. J. Ind. Prod. Eng. 38 (4), 254–270.
Qiang, Q., Ke, K., Anderson, T., Dong, J., 2013. The closed-loop supply chain network
with competition, distribution channel investment, and uncertainties. Omega 41 (2),
186–194.
Raza, S.A., 2020. A systematic literature review of closed-loop supply chains.
Benchmark: Int. J 27 (6), 1765–1798. https://doi.org/10.1108/BIJ-10-2019-0464.
Ritola, I., Krikke, H., Caniëls, M.C.J., 2020. Learning from returned products in a closed
loop supply chain: a systematic literature review. Logistics 4 (2), 7.
Ritola, I., Krikke, H., Caniëls, M.C.J., 2022. Learning-based dynamic capabilities in
closed-loop supply chains: an expert study. Int. J. Logist. Manag. 33 (5), 69–84.
https://doi.org/10.1108/IJLM-01-2021-0044.
Sabbaghnia, A., Razmi, J., Babazadeh, R., Moshiri, B., 2018. Reducing the Bullwhip
effect in a supply chain network by application of optimal control theory. Oper. Res.
52 (4–5), 1377–1396.
Sahebjamnia, N., Fathollahi-Fard, A.M., Hajiaghaei-Keshteli, M., 2018. Sustainable tire
closed-loop supply chain network design: hybrid metaheuristic algorithms for large-
scale networks. J. Clean. Prod. 196, 273–296.
Salehi-Amiri, A., Zahedi, A., Akbapour, N., Hajiaghaei-Keshteli, M., 2021. Designing a
sustainable closed-loop supply chain network for walnut industry. Renew. Sustain.
Energy Rev. 141, 110821.
Sarkar, B., Ullah, M., Sarkar, M., 2022. Environmental and economic sustainability
through innovative green products by remanufacturing. J. Clean. Prod. 332, 129813.
Shaharudin, M.R., Tan, K.C., Kannan, V., Zailani, S., 2019. The mediating effects of
product returns on the relationship between green capabilities and closed-loop
supply chain adoption. J. Clean. Prod. 211, 233–246.
11
Advances in Industrial and Manufacturing Engineering 5 (2022) 100086
Taghva, M., Bamakan, S., Toufani, S., 2011. A data mining method for service marketing:
a case study of banking industry. Management Science Letters 1 (3), 253–262.
Talib, F., Rahman, Z., Qureshi, M.N., 2011. Analysis of interaction among the barriers to
total quality management implementation using interpretive structural modeling
approach. Benchmark: Int. J 18 (4), 563–587. https://doi.org/10.1108/
14635771111147641.
Tang, S., Wang, W., Zhou, G., 2020. Remanufacturing in a competitive market: a closed-
loop supply chain in a Stackelberg game framework. Expert Syst. Appl. 161, 113655.
Tombido, L., Baihaqi, I., 2020. The impact of a substitution policy on the bullwhip effect
in a closed loop supply chain with remanufacturing. J. Remanufacturing 10,
177–205.
Ullah, M., Asghar, I., Zahid, M., Omair, M., AlArjani, A., Sarkar, B., 2021. Ramification of
remanufacturing in a sustainable three-echelon closed-loop supply chain
management for returnable products. J. Clean. Prod. 290, 125609.
Vokhmyanina, A., Zhuravskaya, M., Osmólski, W., 2018. The issue of bullwhip-effect
evaluating in supply chain management. LogForum 14 (2).
Wan, Z., Li, C., 2012. Bullwhip effect in closed-loop supply chain based on system
dynamics. Comput. Integr. Manuf. Syst. 18 (5), 1093–1098.
Wang, X., Disney, S.M., 2016. The bullwhip effect: progress, trends and directions. Eur. J.
Oper. Res. 250 (3), 691–701.
Wang, Y., Hazen, B.T., Mollenkopf, D.A., 2018. Consumer Value Considerations and
Adoption of Remanufactured Products in Closed-Loop Supply Chains. Industrial
Management & Data Systems.
Wetzels, M., Odekerken-Schröder, G., Van Oppen, C., 2009. Using PLS path modeling for
assessing hierarchical construct models: guidelines and empirical illustration. MIS Q.
177–195.
Wiedenmann, M., Größler, A., 2019. The impact of digital technologies on operational
causes of the bullwhip effect–a literature review. Procedia CIRP 81, 552–557.
Wu, Y., Tang, D., 2010. Analysis on impact factors of bullwhip effect in closed-loop
supply chain for recycling and utilization. In: Proceedings of the International
Conference on Engineering and Business Management, pp. 2590–2593.
Wu, Z., Qian, X., Huang, M., Ching, W.K., Wang, X., Gu, J., 2021. Recycling channel
choice in closed-loop supply chains considering retailer competitive preference.
Enterprise Inf. Syst. 1–26.
Xie, J., Zhang, W., Liang, L., Xia, Y., Yin, J., Yang, G., 2018. The revenue and cost sharing
contract of pricing and servicing policies in a dual-channel closed-loop supply chain.
J. Clean. Prod. 191, 361–383.
Xinan, M., 2000. The essence of bullwhip effect and weakening measures. China
Management Science 8, 61–68.
Xue, X., Shen, Q., Tan, Y., Zhang, Y., Fan, H., 2011. Comparing the value of information
sharing under different inventory policies in construction supply chain. Int. J. Proj.
Manag. 29 (7), 867–876.
Yadav, S., Yadav, A., Kushwaha, N., 2013. The bullwhip effect—impact of lead time,
information quality, and information sharing. Int. J. Eng. Tech. Res. 1.
Yang, G., Wang, Z., Li, X., 2009. The optimization of the closed-loop supply chain
network. Transport. Res. E Logist. Transport. Rev. 45 (1), 16–28.
Yang, Y., Lin, J., Liu, G., Zhou, L., 2021. The behavioural causes of bullwhip effect in
supply chains: a systematic literature review. Int. J. Prod. Econ., 108120
You, J.-X., Sui, M.-G., Huo, J.-Z., 2007. Bullwhip effect in closed-loop supply chain.
System Eng Theory Pract 27 (12), 111–116.
Yu, D., Yan, Z., 2021. Knowledge diffusion of supply chain bullwhip effect: main path
analysis and science mapping analysis. Scientometrics 1–25.
Zanoni, S., Ferretti, I., Tang, O., 2006. Cost performance and bullwhip effect in a hybrid
manufacturing and remanufacturing system with different control policies. Int. J.
Prod. Res. 44 (18–19), 3847–3862.
Zare Mehrjerdi, Y., Lotfi, R., 2019. Development of a mathematical model for sustainable
closed-loop supply chain with efficiency and resilience systematic framework. Int. J.
Supply Oper. Manag. 6 (4), 360–388.
Zhao, R., Mashruwala, R., Pandit, S., Balakrishnan, J., 2019. Supply chain relational
capital and the bullwhip effect: An empirical analysis using financial disclosures. Int.
J. Oper. Prod. Manag. 39 (5), 658–689.
Zhou, L., Disney, S.M., 2006. Bullwhip and inventory variance in a closed loop supply
chain. Spectrum 28 (1), 127–149.
Zhu, T., Balakrishnan, J., da Silveira, G.J.C., 2020. Bullwhip effect in the oil and gas
supply chain: a multiple-case study. Int. J. Prod. Econ. 224, 107548.
Zu-Jun, M., Zhang, N., Dai, Y., Hu, S., 2016. Managing channel profits of different
cooperative models in closed-loop supply chains. Omega 59, 251–262.