Decision support for build-to-order supply chain management through multiobjective optimization

This paper aims to identify the gaps in decision-making support based on multiobjective optimization for build-to-order supply chain management (BTOSCM). To this end, it reviews the literature available on modelling build-to-order supply chains (BTO-SC) with the focus on adopting multiobjective optimization (MOO) techniques as a decision support tool. The literature has been classified based on the nature of the decisions in different part of the supply chain, and the key decision areas across a typical BTO-SC are discussed in detail. Available software packages suitable for supporting decision making in BTO supply chains are also identified and their related solutions are outlined. The gap between the modelling and optimization techniques developed in the literature and the decision support needed in practice are highlighted and future research directions to better exploit the decision support capabilities of MOO are proposed

Decision support for build-to-order supply chain management through multiobjective optimization

This is the post-print version of the final paper published in International Journal of Production Economics. The published article is available from the link below. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. Copyright @ 2010 Elsevier B.V.This paper aims to identify the gaps in decision-making support based on multiobjective optimization (MOO) for build-to-order supply chain management (BTO-SCM). To this end, it reviews the literature available on modelling build-to-order supply chains (BTO-SC) with the focus on adopting MOO techniques as a decision support tool. The literature has been classified based on the nature of the decisions in different part of the supply chain, and the key decision areas across a typical BTO-SC are discussed in detail. Available software packages suitable for supporting decision making in BTO supply chains are also identified and their related solutions are outlined. The gap between the modelling and optimization techniques developed in the literature and the decision support needed in practice are highlighted. Future research directions to better exploit the decision support capabilities of MOO are proposed. These include: reformulation of the extant optimization models with a MOO perspective, development of decision supports for interfaces not involving manufacturers, development of scenarios around service-based objectives, development of efficient solution tools, considering the interests of each supply chain party as a separate objective to account for fair treatment of their requirements, and applying the existing methodologies on real-life data sets.Brunel Research Initiative and Enterprise Fund (BRIEF

Energy and Carbon Dioxide Impacts from Lean Logistics and Retailing Systems: A Discrete-event Simulation Approach for the Consumer Goods Industry

abstract: Consumer goods supply chains have gradually incorporated lean manufacturing principles to identify and reduce non-value-added activities. Companies implementing lean practices have experienced improvements in cost, quality, and demand responsiveness. However certain elements of these practices, especially those related to transportation and distribution may have detrimental impact on the environment. This study asks: What impact do current best practices in lean logistics and retailing have on environmental performance? The research hypothesis of this dissertation establishes that lean distribution of durable and consumable goods can result in an increased amount of carbon dioxide emissions, leading to climate change and natural resource depletion impacts, while lean retailing operations can reduce carbon emissions. Distribution and retailing phases of the life cycle are characterized in a two-echelon supply chain discrete-event simulation modeled after current operations from leading organizations based in the U.S. Southwest. By conducting an overview of critical sustainability issues and their relationship with consumer products, it is possible to address the environmental implications of lean logistics and retailing operations. Provided the waste reduction nature from lean manufacturing, four lean best practices are examined in detail in order to formulate specific research propositions. These propositions are integrated into an experimental design linking annual carbon dioxide equivalent emissions to: (1) shipment frequency between supply chain partners, (2) proximity between decoupling point of products and final customers, (3) inventory turns at the warehousing level, and (4) degree of supplier integration. All propositions are tested through the use of the simulation model. Results confirmed the four research propositions. Furthermore, they suggest synergy between product shipment frequency among supply chain partners and product management due to lean retailing practices. In addition, the study confirms prior research speculations about the potential carbon intensity from transportation operations subject to lean principles.Dissertation/ThesisPh.D. Sustainability 201

Lean Supply Chain Management Practices and Performance: Empirical Evidence from Manufacturing Companies

The current study aims to investigate the effect of lean supply chain management practices on supply chain performance and market performance in manufacturing companies in Jordan. Five lean supply chain management practices were identified based on an extensive literature review, just-in-time system, flow of information, supplier relationship, customer relationship, and waste reduction. To achieve the study goals, a survey questionnaire was prepared and distributed to managers of 400 manufacturing companies from different sectors and sizes. The final number of returned usable questionnaires was 308, representing a response rate of 77%. The results revealed positive and significant effects of three lean supply chain management practices on market performance, namely, JIT system, flow of information, and customer relationship. In addition, all lean supply chain management practices showed positive and significant effects on supply chain performance. Furthermore, supply chain performance demonstrated a positive and significant effect on market performance

Additive Manufacturing as a Manufacturing Method: an Implementation Framework for Additive Manufacturing in Supply Chains

The supply chain is changing speedily and on a continuous basis to keep up with the rapid changes in the market, which are summarized as increased competition, changes in traditional customer bases, and changes in customers’ expectations. Thus, companies have to change their way of manufacturing final products in order to customize and expedite the delivery of products to customers. Additive manufacturing, the new production system, effectively and efficiently increases the capability of personalization during the manufacturing process. This consequently increases customer’s satisfaction and company’s profitability. In other words, additive manufacturing has become one of the most important technologies in the manufacturing field. Full implementation of additive manufacturing will change many well-known management practices in the production sector. Theoretical development in the field of additive manufacturing in regards to its impact on supply chain management is rare. There is no fully applied approach in the literature that is focused on managing the supply chain when additive manufacturing is applied. While additive manufacturing is believed to revolutionize and enhance traditional manufacturing, there is no comprehensive toolset developed in the manufacturing field that evaluates the impact of additive manufacturing and determines the best production method that suits the applied supply chain strategy. A significant portion of the existing supply chain methods and frameworks were adopted in this study to examine the implementation of additive manufacturing in supply chain management. The aim of this study is to develop a framework to explain when additive manufacturing “3D printing” impacts supply chain management efficiently. To build the framework, interviews with some companies that already use additive manufacturing in their production system have been carried out. Next, an online survey and two case studies evaluated the framework and validated the results of the final version of the framework. The conceptual framework shows the relationship among supply chain strategies, manufacturing strategy and manufacturing systems. The developed framework shows not only the ability of additive manufacturing to change and re-shape supply chains, but its impact as an alternative manufacturing technique on supply chain strategies. This framework helps managers select more effective production methods based on certain production variables, including product’s type, components’ value, and customization level.The supply chain is changing speedily and on a continuous basis to keep up with the rapid changes in the market, which are summarized as increased competition, changes in traditional customer bases, and changes in customers’ expectations. Thus, companies have to change their way of manufacturing final products in order to customize and expedite the delivery of products to customers. Additive manufacturing, the new production system, effectively and efficiently increases the capability of personalization during the manufacturing process. This consequently increases customer’s satisfaction and company’s profitability. In other words, additive manufacturing has become one of the most important technologies in the manufacturing field. Full implementation of additive manufacturing will change many well-known management practices in the production sector. Theoretical development in the field of additive manufacturing in regards to its impact on supply chain management is rare. There is no fully applied approach in the literature that is focused on managing the supply chain when additive manufacturing is applied. While additive manufacturing is believed to revolutionize and enhance traditional manufacturing, there is no comprehensive toolset developed in the manufacturing field that evaluates the impact of additive manufacturing and determines the best production method that suits the applied supply chain strategy. A significant portion of the existing supply chain methods and frameworks were adopted in this study to examine the implementation of additive manufacturing in supply chain management. The aim of this study is to develop a framework to explain when additive manufacturing “3D printing” impacts supply chain management efficiently. To build the framework, interviews with some companies that already use additive manufacturing in their production system have been carried out. Next, an online survey and two case studies evaluated the framework and validated the results of the final version of the framework. The conceptual framework shows the relationship among supply chain strategies, manufacturing strategy and manufacturing systems. The developed framework shows not only the ability of additive manufacturing to change and re-shape supply chains, but its impact as an alternative manufacturing technique on supply chain strategies. This framework helps managers select more effective production methods based on certain production variables, including product’s type, components’ value, and customization level

Supply Chain Management of Mass Customized Automobiles

Challenges of mass customization has increase dependence upon supplier, disruptions from suppliers have resulted many times in stop of production from OEM. Keeping this in background, this study analyzed supply chain policies and practices with in the modern automotive industry. The study focused on three German automotive companies, Mercedes Benz, BMW and Volkswagen, all three companies are investigated through qualitative and quantitative analysis. Qualitative analysis showed outsourcing demands high level of managerial changes in supply chain structure. Moreover, OEM needs to manage not only Tier I supplier but Tier II supplier as well. A quantitative approach addresses the issues related to inventory management, distributional policies and downstream supply chain and their impact on supply chain efficiency under mass customization. The results suggests to increase raw material inventories and to decrease in-house operation. Furthermore, it is more profitable to keep production near the markets. The results also suggest that the issues of downstream supply chain have a strong and significant impact on supply chain efficiency under mass customization

From Supply Chains to Total Product Systems

The evolution of supply chain management and practice has had an integral and expanding role in contemporary global economic and socio-political change over the past 25 years or so. Thi srole is moving closer to centre stage with the emergence of business models equating to 'total product systems'. The impacts of advanced supply chain practice include driving fundamental changes in approach to product design, the concept of 'product', production methods, distribution, marketing, aftermarket support and end-of-life (EOL) reprocessing. Viewed in their full context, methods in supply chain management (SCM) have major influences on societal functioning and on economic development at global, national and local levels. Even the supply chains for simple products can involve several different industries and link many companies, large and small. Those for complex products may span several technological domains and economic sectors, linking hundreds or sometimes thousands of companies

Supply Chain Practice, Supply Chain Performance Indicators and Competitive Advantage of Australian Beef Enterprises: A Conceptual Framework

This research focuses on an Australian agribusiness supply chain, the Australian Beef Supply Chain. The definition of the Australian Beef Supply Chain is the chain or sequence of all activities from the breeding property to the domestic or overseas consumers. The beef sector in Australia is undergoing rapid change because of globalisation, a highly competitive beef market (local and export), quicker production cycle and delivery times and consequently reduced inventories, a general speed-up of the rate of change in the business environment, the trend toward more outsourcing of activities, and the rapid development of IT. In this business environment, advanced supply chain systems have the potential to provide significant contributions to Australian beef industry performance. A conceptual framework of the research project has been proposed. There are three elements of conceptual framework. Firstly, supply chain practice of Australian beef industry consists of five sub-elements such as strategic supplier partnerships, customer relationships, information sharing, information quality and a lean system. Moreover, there is an antecedent of cooperative behaviour such as trust and commitment influencing supply chain practice and supply chain performance indicators. Secondly, supply chain performance indicators include four sub-elements such as flexibility, efficiency, food quality and responsiveness. Finally, the competitive advantage framework of the Australian beef enterprises consists of price, quality, export sales growth and time to market. As a further step of the research after developing the conceptual framework, the research project focuses the analysis on how the antecedents of the sub-elements of supply chain practice affect supply chain performance in Australian beef enterprises, how trust and commitment in trading partners affect supply chain performance, how attributes such as flexibility, efficiency, food quality and responsiveness influence the sub-elements of competitive advantage. The research project leads on to further work on how Australian beef enterprises measure their supply chain performance and what the major difficulties are arising when implementing supply chain management in the Australian beef industry and what kind of changes can be made to beef supply chains to enhance their performance.Agribusiness,