An enhanced approximation mathematical model inventorying items in a multi-echelon system under a continuous review policy with probabilistic demand and lead-time

An inventory system attempts to balance between overstock and understock to reduce the total cost and achieve customer demand in a timely manner. The inventory system is like a hidden entity in a supply chain, where a large complete network synchronizes a series of interrelated processes for a manufacturer, in order to transform raw materials into final products and distribute them to customers. The optimality of inventory and allocation policies in a supply chain for a cement industry is still unknown for many types of multi-echelon inventory systems. In multi-echelon networks, complexity exists when the inventory issues appear in multiple tiers and whose performances are significantly affected by the demand and lead-time. Hence, the objective of this research is to develop an enhanced approximation mathematical model in a multi-echelon inventory system under a continuous review policy subject to probabilistic demand and lead-time. The probability distribution function of demand during lead-time is established by developing a new Simulation Model of Demand During Lead-Time (SMDDL) using simulation procedures. The model is able to forecast future demand and demand during lead-time. The obtained demand during lead-time is used to develop a Serial Multi-echelon Inventory (SMEI) model by deriving the inventory cost function to compute performance measures of the cement inventory system. Based on the performance measures, a modified distribution multi-echelon inventory (DMEI) model with the First Come First Serve (FCFS) rule (DMEI-FCFS) is derived to determine the best expected waiting time and expected number of retailers in the system based on a mean arrival rate and a mean service rate. This research established five new distribution functions for the demand during lead-time. The distribution functions improve the performance measures, which contribute in reducing the expected waiting time in the system. Overall, the approximation model provides accurate time span to overcome shortage of cement inventory, which in turn fulfil customer satisfaction

Order fulfillment in online retailing : what goes where

Thesis (Ph. D.)--Massachusetts Institute of Technology, Sloan School of Management, Operations Research Center, 2005.Includes bibliographical references (p. 139-146).We present three problems motivated by order fulfillment in online retailing. First, we focus on one warehouse or fulfillment center. To optimize the storage space and labor, an e-tailer splits the warehouse into two regions with different storage densities. One is for picking customer orders and the other to hold a reserve stock that replenishes the picking area. Consequently, the warehouse is a two-stage serial system. We investigate an inventory system where demand is stochastic by minimizing the total expected inventory- related costs subject to a space constraint. We develop an approximate model for a periodic review, nested ordering policy. Furthermore, we extend the formulation to account for shipping delays and advance order information. We report on tests of the model with data from a major e-tailer. Second, we focus on the entire network of warehouses and customers. When a customer order occurs, the e-tailer assigns the order to one or more of its warehouses and/or drop- shippers, so as to minimize procurement and transportation costs, based on the available current information. However, this assignment is necessarily myopic as it cannot account for any subsequent customer orders or future inventory replenishments.(cont.) We examine the benefits from periodically re-evaluating these real-time assignments. We construct near- optimal heuristics for the re-assignment for a large set of customer orders by minimizing the total number of shipments. Finally, we present saving opportunities by testing the heuristics on order data from a major e-tailer. Third, we focus on the inventory allocation among warehouses for low-demand SKUs. A large e-tailer strategically stocks inventory for SKUs with low demand. The motivations are to provide a wide range of selections and faster customer fulfillment service. We assume the e-tailer has the technological capability to manage and control the inventory globally: all warehouses act as one to serve the global demand simultaneously. The e-tailer will utilize its entire inventory, regardless of location, to serve demand. Given we stock certain units of system inventory, we allocate inventory to warehouses by minimizing outbound transportation costs. We analyze a few simple cases and present a methodology for more general problems.by Ping Josephine Xu.Ph.D

Monte Carlo DEA and budget allocation for data collection: An application to measure supply chain efficiency

Ph.DDOCTOR OF PHILOSOPH