Evaluation of sales and operations planning in a process industry

Cette thèse porte sur la planification des ventes et des opérations (S±&OP) dans une chaîne d'approvisionnements axée sur la demande. L'objectif de la S±&OP, dans un tel contexte, est de tirer profit de l'alignement de la demande des clients avec la capacité de la chaîne d'approvisionnement par la coordination de la planification des ventes, de la production, de la distribution et de l'approvisionnement. Un tel processus de planification exige une collaboration multifonctionnelle profonde ainsi que l'intégration de la planification. Le but étant d'anticiper l'impact des décisions de vente sur les performances de la chaîne logistique , alors que l'influence de la dynamique des marchés est prise en compte pour les décisions concernant la production, la distribution et l'approvisionnement. La recherche a été menée dans un environnement logistique manufacturier multi-site et multi-produit, avec un approvisionnement et des ventes régis par des contrats ou le marché. Cette thèse examine deux approches de S±&OP et fournit un support à la décision pour l'implantation de ces méthodes dans une chaîne logistique multi-site de fabrication sur commande. Dans cette thèse, une planification traditionnelle des ventes et de la production basée sur la S±feOP et une planification S±fcOP plus avancée de la chaîne logistique sont tout d'abord caractérisées. Dans le système de chaîne logistique manufacturière multi-site, nous définissons la S±&OP traditionnelle comme un système dans lequel la planification des ventes et de la production est effectuée conjointement et centralement, tandis que la planification de la distribution et de l'approvisionnement est effectuée séparément et localement à chaque emplacement. D'autre part, la S±fcOP avancée de la chaîne logistique consiste en la planification des ventes, de la production, de la distribution et de l'approvisionnement d'une chaîne d'approvisionnement effectuée conjointement et centralement. Basés sur cette classification, des modèles de programmation en nombres entiers et des modèles de simulation sur un horizon roulant sont développés, représentant, respectivement, les approches de S±&OP traditionnelle et avancée, et également, une planification découplée traditionnelle, dans laquelle la planification des ventes est effectuée centralement et la planification de la production, la distribution et l'approvisionnement est effectuée séparément et localement par les unités d'affaires. La validation des modèles et l'évaluation pré-implantation sont effectuées à l'aide d'un cas industriel réel utilisant les données d'une compagnie de panneaux de lamelles orientées. Les résultats obtenus démontrent que les deux méthodes de S±feOP (traditionnelle et avancée) offrent une performance significativement supérieure à celle de la planification découplée, avec des bénéfices prévus supérieurs de 3,5% et 4,5%, respectivement. Les résultats sont très sensibles aux conditions de marché. Lorsque les prix du marché descendent ou que la demande augmente, de plus grands bénéfices peuvent être réalisés. Dans le cadre de cette recherche, les décisions de vente impliquent des ventes régies par des contrats et le marché. Les décisions de contrat non optimales affectent non seulement les revenus, mais également la performance manufacturière et logistique et les décisions de contrats d'approvisionnement en matière première. Le grand défi est de concevoir et d'offrir les bonnes politiques de contrat aux bons clients de sorte que la satisfaction des clients soit garantie et que l'attribution de la capacité de la compagnie soit optimisée. Également, il faut choisir les bons contrats des bons fournisseurs, de sorte que les approvisionnements en matière première soient garantis et que les objectifs financiers de la compagnie soient atteints. Dans cette thèse, un modèle coordonné d'aide à la décision pour les contrats e développé afin de fournir une aide à l'intégration de la conception de contrats, de l'attribution de capacité et des décisions de contrats d'approvisionnement pour une chaîne logistique multi-site à trois niveaux. En utilisant la programmation stochastique à deux étapes avec recours, les incertitudes liées à l'environnement et au système sont anticipées et des décisions robustes peuvent être obtenues. Les résultats informatiques montrent que l'approche de modélisation proposée fournit des solutions de contrats plus réalistes et plus robustes, avec une performance prévue supérieure d'environ 12% aux solutions fournies par un modèle déterministe

Photovoltaic stand-alone modular systems, phase 2

The final hardware and system qualification phase of a two part stand-alone photovoltaic (PV) system development is covered. The final design incorporated modular, power blocks capable of expanding incrementally from 320 watts to twenty kilowatts (PK). The basic power unit (PU) was nominally rated 1.28 kWp. The controls units, power collection buses and main lugs, electrical protection subsystems, power switching, and load management circuits are housed in a common control enclosure. Photo-voltaic modules are electrically connected in a horizontal daisy-chain method via Amp Solarlok plugs mating with compatible connectors installed on the back side of each photovoltaic module. A pair of channel rails accommodate the mounting of the modules into a frameless panel support structure. Foundations are of a unique planter (tub-like) configuration to allow for world-wide deployment without restriction as to types of soil. One battery string capable of supplying approximately 240 ampere hours nominal of carryover power is specified for each basic power unit. Load prioritization and shedding circuits are included to protect critical loads and selectively shed and defer lower priority or noncritical power demands. The baseline system, operating at approximately 2 1/2 PUs (3.2 kW pk.) was installed and deployed. Qualification was successfully complete in March 1983; since that time, the demonstration system has logged approximately 3000 hours of continuous operation under load without major incident

판매촉진을 도입한 수요 불확실성 재고관리 모형

학위논문 (박사) -- 서울대학교 대학원 : 공과대학 산업공학과, 2020. 8. 문일경.As the globalization of markets accelerates competition among companies, sales promotion, which refers to short-term incentives promoting sales of products or services, plays a prominent role. Although there are various types of sales promotions, such as price reduction, buy-x-get-y-free, and trade-in program, the common purpose is to induce the purchase of customers by offering benefits. This successful strategy has caught the attention of researchers, including operations management and supply chain management. Thus, various studies have been conducted to examine strategies for ongoing operations and to demonstrate the effects of the sales promotion, which are based on the strategic level. However, research at the tactical or operational level has been conducted insufficiently. This dissertation examines the inventory models considering (i) markdown sale, (ii) buy one get one free (BOGO), and (iii) trade-in program. First, the newsvendor model is considered. By introducing the decision variable, which represents the start time of markdown sale, the retailer can obtain the optimal combination of the start time of a markdown sale and an order quantity. Under certain conditions in a decentralized system, however, the start time of a markdown sale where the retailer obtains the highest profit is the least profitable for the manufacturer. To avoid irrational ordering behavior by a retailer against a manufacturer, a revenue-sharing contract is proposed. Second, the mobile application, ``My Own Refrigerator'', is considered in the inventory model. It enables customers to store BOGO products in their virtual storage for later use. That is, customers can drop by the store to pick up the extra freebies in the future. The promotion involves a high degree of uncertainty regarding the revisiting date because customers who buy the product do not need to take both products on the day of purchase. To deal with this uncertainty, we propose a robust multiperiod inventory model by addressing the approximation of a multistage stochastic optimization model. Third, the trade-in program is considered. It is one of the sales promotions that companies collect used old-generation products from customers and provide them with new-generation products at a discount price. It also helps to acquire the additional products which are required for the refurbishment service. A multiperiod stochastic inventory model based on the closed-loop supply chain system is proposed by incorporating the trade-in program and refurbishment service simultaneously. The stochastic optimization model is approximated to the robust counterpart, which features a deterministic second-order cone program.시장의 세계화에 따른 기업 간의 경쟁이 가속화됨에 따라, 단기 인센티브를 통해 고객의 제품 또는 서비스 구매를 유도하는 판매촉진의 역할이 중요해졌다. 가격 인하, 행사상품 증정, 트레이드인프로그램과 같은 다양한 유형의 판매촉진 전략이 존재하지만, 공통된 주요 목적은 기업이 고객에게 혜택을 제공하여 고객의 수요를 증대시키는 것이다. 판매촉진의 성공적인 전략은 경영과학 또는 공급망관리 분야를 포함한 관련 학계의 관심을 이끌었다. 지속적인 운영을 위한 전략을 검토하고 전략적 수준 계획을 기반으로 하는 판매 촉진의 효과를 입증하기 위한 다양한 연구가 수행되었습니다. 하지만 운영 수준의 소매업체 입장에서의 연구는 미흡한 실정이다. 본 논문에서는 (i) 마크 다운 (ii) buy one get one free (BOGO), 및 (iii) 트레이드인프로그램을 고려한 재고관리모형을 다룬다. 먼저, 신문가판원 모형에 마크 다운 시작 시점을 나타내는 결정 변수를 도입하여 최적의 마크 다운 시작 시점과 주문량의 조합을 제공하는 모형을 제안한다. 분산 시스템의 특정 조건에서는 소매업자가 가장 높은 이익을 얻는 시점이 제조업자에게 낮은 수익성을 야기할 수 있다. 따라서 본 연구는 제조업자에 대한 소매업자의 비합리적 주문을 막기 위한 이익분배계약을 제안한다. 이익분배계약을 통한 중앙집권화 시스템은 분산 시스템에서 얻은 이익에 비해 소매업자와 제조업자의 이익을 향상시킴을 수치실험을 통해 확인하였다. 둘째, 모바일 어플리케이션 ``나만의 냉장고''를 고려한 재고모형을 고려한다. 이 앱을 통해 BOGO 행사제품을 구매한 고객은 증정품을 구매 당일 날 가져가지 않고 미래에 재방문하여 수령할 수 있는 혜택을 받는다. 하지만 소매업자 입장에서는 고객이 증정품을 언제 수령해 갈 지에 대한 불확실성이 존재하며 이는 기존의 재고관리 운영방식에는 한계점이 있음을 시사한다. 본 연구에서는 고객의 재방문에 대한 불확실성을 고려한 복수기간 추계계획 재고모형을 수립하며 이를 효율적으로 계산하기 위한 강건최적화 모형으로 근사화하였다. 셋째, 리퍼서비스와 트레이드인프로그램을 고려한 폐회로 공급망 시스템 기반의 복수기간 재고관리모형을 제안한다. 신세대 제품, 리퍼서비스 및 트레이드인프로그램에 대한 세 가지 유형의 불확실한 수요에 대한 상관관계를 반영함에 따라 복수기간 추계계획 재고모형이 수립된다. 복수기간 추계계획 재고모형의 계산이 어렵다는 한계를 극복하고자 강건최적화 모형으로 근사화하였다.Chapter 1 Introduction 1 1.1 Sales promotion 1 1.2 Inventory management 3 1.3 Research motivations 6 1.4 Research contents and contributions 8 1.5 Outline of the dissertation 10 Chapter 2 Optimal Start Time of a Markdown Sale Under a Two-Echelon Inventory System 11 2.1 Introduction and literature review 11 2.2 Problem description 17 2.3 Analysis of the decentralized system 21 2.3.1 Newsvendor model for a retailer 21 2.3.2 Solution procedure for an optimal combination of the start time of the markdown sale and the order quantity 25 2.3.3 Profi t function of a manufacturer 25 2.3.4 Numerical experiments of the decentralized system 27 2.4 Analysis of a centralized system 35 2.4.1 Revenue-sharing contract 35 2.4.2 Numerical experiments of the centralized system 38 2.5 Summary 40 2.5.1 Managerial insights 41 Chapter 3 Robust Multiperiod Inventory Model with a New Type of Buy One Get One Promotion: "My Own Refrigerator" 43 3.1 Introduction and literature review 43 3.2 Problem description 51 3.2.1 Demand modeling 52 3.2.2 Sequences of the ordering decision 54 3.3 Mathematical formulation of the IMMOR 56 3.3.1 Mathematical formulation of the IMMOR under the deterministic demand 58 3.3.2 Mathematical formulation of the IMMOR under the stochastic demand 58 3.3.3 Distributionally robust optimization approach for the IMMOR 60 3.4 Computational experiments 76 3.4.1 Experiment 1: tractability of the RIMMOR 77 3.4.2 Experiment 2: robustness of the RIMMOR 78 3.4.3 Experiment 3: e ect of duration of the expiry date under the different customers' revisiting propensities 78 3.5 Summary 83 3.5.1 Managerial insights 83 Chapter 4 Robust Multiperiod Inventory Model Considering Refurbishment Service and Trade-in Program 85 4.1 Introduction 85 4.2 Literature review 91 4.2.1 Effects of the trade-in program and strategic-level decisions for the trade-in program 91 4.2.2 Inventory or lot-sizing model in a closed-loop supply chain system 94 4.2.3 Distinctive features of this research 97 4.3 Problem description 100 4.3.1 Demand modeling 103 4.3.2 Decision of the inventory manager 105 4.4 Mathematical formulation 108 4.4.1 Mathematical formulation of the IMRSTIP under the deterministic demand model 108 4.4.2 Mathematical formulation of the IMRSTIP under the stochastic demand model 110 4.4.3 Distributionally robust optimization approach for the IMRSTIP 111 4.5 Computational experiments 125 4.5.1 Demand process 125 4.5.2 Experiment 1: tractability of the RIMRSTIP 128 4.5.3 Experiment 2: approximation error from the expected value given perfect information 129 4.5.4 Experiment 3: protection against realized uncertain factors 130 4.5.5 Experiment 4: di erences between modeling demands from VARMA and ARMA 131 4.5.6 Experiments 5 and 6: comparisons of backlogged refurbishment service with or without trade-in program 133 4.6 Summary 136 Chapter 5 Conclusions 138 5.1 Summary 138 5.2 Future research 140 Bibliography 142 Chapter A 160 A.1 160 A.2 163 A.3 163 A.4 164 A.5 165 A.6 166 Chapter B 168 B.1 168 B.2 171 B.3 172 Chapter C 174 C.1 174 C.2 174 국문초록 179Docto

Proactive model to determine information technologies supporting expansion of air cargo network

Shippers and recipients expect transportation companies to provide more than just the movement of a package between points; certain information must be available to them as well, to enable forecasts and plans within the supply chain. The transportation companies also need the information flow that undergirds a transportation grid, to support ad-hoc routing and strategic structural re-alignment of business processes. This research delineates the information needs for an expanding air cargo network, then develops a new model of the information technologies needed to support expansion into a new country. The captured information will be used by shippers, recipients, and the transportation provider to better guide business decisions. This model will provide a method for transportation companies to balance the tradeoffs between the operating efficiencies, capital expenditures, and customer expectations of their IT systems. The output of the model is a list of technologies – optimized by cost – which meet the specific needs of internal and external customers when expanding air cargo networks into a new country

Analysis of international expansion as a Tier 2 supplier to the auto industry

Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1997, and Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Chemical Engineering, 1997.Includes bibliographical references (p. 130).by David Greenstein, Jennifer Hsu.M.S

Department of Defense Dictionary of Military and Associated Terms

The Joint Publication 1-02, Department of Defense Dictionary of Military and Associated Terms sets forth standard US military and associated terminology to encompass the joint activity of the Armed Forces of the United States. These military and associated terms, together with their definitions, constitute approved Department of Defense (DOD) terminology for general use by all DOD components

U.S. Motor Vehicle Industry Restructuring and Dealership Terminations

[Exerpt] As Chrysler and General Motors (GM) moved toward and into bankruptcy, they sought and received permission from the U.S. Bankruptcy Court to terminate about 2,000 contracts with auto dealers. Many of the dealers want their contracts reinstated and have sought relief from Congress to accomplish that goal. This report examines the changed economic landscape facing the auto sector, automaker arguments in favor of dealer reductions, and dealer counterpoints. It also highlights recent legislation introduced to address dealers\u27 concerns. Chrysler and GM have emerged from bankruptcy as significantly smaller companies, reflecting the end of a multiyear restructuring process for both companies. Chrysler is now controlled by the Italian carmaker, Fiat, while GM\u27s current majority owner is the U.S. Government. GM, which in 2008 operated 47 assembly, powertrain, and stamping facilities, is to operate 34 plants by the end of 2010 and 33 by 2012. The number of hourly employees will have declined from 78,000 onDecember 31, 2007 to 62,200 at end-2008, to an estimated 40,000 in 2010. By way of contrast, GM had 304,000 hourly workers in 1991. GM also discontinued one brand (Pontiac) and is to sell Hummer, Saab, and Saturn, and some percentage of its GM Europe operations, Opel and Vauxhall. The new Chrysler reduced its number of production facilities from 25 to 17 as part of its restructuring. The company employed 45,000 hourly U.S. employees in January 2008 and 27,000 in February 2009. For the first time, GM and Chrysler are not owned by private investors; rather, the UAW\u27s retiree health trust, the U.S. Treasury, and the Canadian government have taken ownership stakes in both companies. The auto dealership network, a critical intermediary between automakers and final consumers, has not escaped this turmoil. Auto dealers are independent businesses with contracts with the automakers Most of the approximately 20,000 U.S. auto dealers are family-owned and have been in business in their hometowns for decades. As with all stakeholders in GM and Chrysler, the dealer owners are faced with stark choices as the automakers downsize and seek a more competitive business model. As part of their restructuring, Chrysler cut 789 dealers immediately and GM is to eliminate more than 1,300 when the dealer\u27s contracts expire in October 2010. While dealer reductions of this magnitude would not have been possible in the normal course of business, the bankruptcy court approved both the Chrysler and GM requests to terminate dealerships as part of larger processes that have allowed a new GM and a new Chrysler to emerge from bankruptcy with many fewer assets and no liabilities. Of the roughly 2,000 dealers affected by these changes, many oppose the changes and have taken their battle against GM and Chrysler to Congress. Congressional hearings have been held and a number of bills to restore the dealer terminations have been introduced. On July 16, 2009, the House passed the Financial Services and General Government Appropriations Act, 2010 (H.R. 3170), which includes a committee-approved amendment offered by Representative LaTourette that would require automobile companies that receive federal funds and are partially owned by the federal government to reinstate agreements with franchise dealerships that had a valid dealer agreement prior to Chapter 11 proceedings. It would apply only to General Motors and Chrysler and would require them to reinstate the roughly 2,000 dealerships they have dropped or would like to drop as part of their cost cutting, downsizing, and overall restructuring. On July 17 the House Committee on Financial Services voted in support of H.Res. 591, requiring an Administration report on the work of the Auto Task Force, including decisions on dealerships. This report will be updated as necessary