14,410 research outputs found

    Market Power Assessment and Mitigation in Hydrothermal Systems

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    The objective of this work is to investigate market power issues in bid- based hydrothermal scheduling. Initially, market power is simulated with a single stage Nash-Cournot equilibrium model. Market power assessment for multiple stages is then carried through a stochastic dynamic programming scheme. The decision in each stage and state is the equilibrium of a multi-agent game. Thereafter, mitigation measures, specially bilateral contracts, are investigated. Case studies with data taken from the Brazilian system are presented and discussed.Game theory, Hydroelectric-thermal power generation, Power generation economics

    Renewable hydrogen supply chains: A planning matrix and an agenda for future research

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    Worldwide, energy systems are experiencing a transition to more sustainable systems. According to the Hydrogen Roadmap Europe (FCH EU, 2019), hydrogen will play an important role in future energy systems due to its ability to support sustainability goals and will account for approximately 13% of the total energy mix in the coming future. Correct hydrogen supply chain (HSC) planning is therefore vital to enable a sustainable transition, in particular when hydrogen is produced by water electrolysis using electricity from renewable sources (renewable hydrogen). However, due to the operational characteristics of the renewable HSC, its planning is complicated. Renewable hydrogen supply can be diverse: Hydrogen can be produced de-centrally with renewables, such as wind and solar energy, or centrally by using electricity generated from a hydro power plant with a large volume. Similarly, demand for hydrogen can also be diverse, with many new applications, such as fuels for fuel cell electrical vehicles and electricity generation, feedstocks in industrial processes, and heating for buildings. The HSC consists of various stages (production, storage, distribution, and applications) in different forms, with strong interdependencies, which further increase HSC complexity. Finally, planning of an HSC depends on the status of hydrogen adoption and market development, and on how mature technologies are, and both factors are characterised by high uncertainties. Directly adapting the traditional approaches of supply chain (SC) planning for HSCs is insufficient. Therefore, in this study we develop a planning matrix with related planning tasks, leveraging a systematic literature review to cope with the characteristics of HSCs. We focus only on renewable hydrogen due to its relevance to the future low-carbon economy. Furthermore, we outline an agenda for future research, from the supply chain management perspective, in order to support renewable HSC development, considering the different phases of renewable HSCs adoption and market development

    Evaluation of sales and operations planning in a process industry

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    Cette thĂšse porte sur la planification des ventes et des opĂ©rations (S±&OP) dans une chaĂźne d'approvisionnements axĂ©e 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 capacitĂ© de la chaĂźne 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'intĂ©gration de la planification. Le but Ă©tant d'anticiper l'impact des dĂ©cisions de vente sur les performances de la chaĂźne logistique , alors que l'influence de la dynamique des marchĂ©s est prise en compte pour les dĂ©cisions concernant la production, la distribution et l'approvisionnement. La recherche a Ă©tĂ© menĂ©e dans un environnement logistique manufacturier multi-site et multi-produit, avec un approvisionnement et des ventes rĂ©gis par des contrats ou le marchĂ©. Cette thĂšse examine deux approches de S±&OP et fournit un support Ă  la dĂ©cision pour l'implantation de ces mĂ©thodes dans une chaĂźne logistique multi-site de fabrication sur commande. Dans cette thĂšse, une planification traditionnelle des ventes et de la production basĂ©e sur la S±feOP et une planification S±fcOP plus avancĂ©e de la chaĂźne logistique sont tout d'abord caractĂ©risĂ©es. Dans le systĂšme de chaĂźne logistique manufacturiĂšre multi-site, nous dĂ©finissons la S±&OP traditionnelle comme un systĂšme dans lequel la planification des ventes et de la production est effectuĂ©e conjointement et centralement, tandis que la planification de la distribution et de l'approvisionnement est effectuĂ©e sĂ©parĂ©ment et localement Ă  chaque emplacement. D'autre part, la S±fcOP avancĂ©e de la chaĂźne logistique consiste en la planification des ventes, de la production, de la distribution et de l'approvisionnement d'une chaĂźne d'approvisionnement effectuĂ©e conjointement et centralement. BasĂ©s sur cette classification, des modĂšles de programmation en nombres entiers et des modĂšles de simulation sur un horizon roulant sont dĂ©veloppĂ©s, reprĂ©sentant, respectivement, les approches de S±&OP traditionnelle et avancĂ©e, et Ă©galement, une planification dĂ©couplĂ©e traditionnelle, dans laquelle la planification des ventes est effectuĂ©e centralement et la planification de la production, la distribution et l'approvisionnement est effectuĂ©e sĂ©parĂ©ment et localement par les unitĂ©s d'affaires. La validation des modĂšles et l'Ă©valuation prĂ©-implantation sont effectuĂ©es Ă  l'aide d'un cas industriel rĂ©el utilisant les donnĂ©es d'une compagnie de panneaux de lamelles orientĂ©es. Les rĂ©sultats obtenus dĂ©montrent que les deux mĂ©thodes de S±feOP (traditionnelle et avancĂ©e) offrent une performance significativement supĂ©rieure Ă  celle de la planification dĂ©couplĂ©e, avec des bĂ©nĂ©fices prĂ©vus supĂ©rieurs de 3,5% et 4,5%, respectivement. Les rĂ©sultats sont trĂšs sensibles aux conditions de marchĂ©. Lorsque les prix du marchĂ© descendent ou que la demande augmente, de plus grands bĂ©nĂ©fices peuvent ĂȘtre rĂ©alisĂ©s. Dans le cadre de cette recherche, les dĂ©cisions de vente impliquent des ventes rĂ©gies par des contrats et le marchĂ©. Les dĂ©cisions de contrat non optimales affectent non seulement les revenus, mais Ă©galement la performance manufacturiĂšre et logistique et les dĂ©cisions de contrats d'approvisionnement en matiĂšre premiĂšre. Le grand dĂ©fi 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 capacitĂ© de la compagnie soit optimisĂ©e. Également, il faut choisir les bons contrats des bons fournisseurs, de sorte que les approvisionnements en matiĂšre premiĂšre soient garantis et que les objectifs financiers de la compagnie soient atteints. Dans cette thĂšse, un modĂšle coordonnĂ© d'aide Ă  la dĂ©cision pour les contrats e dĂ©veloppĂ© afin de fournir une aide Ă  l'intĂ©gration de la conception de contrats, de l'attribution de capacitĂ© et des dĂ©cisions de contrats d'approvisionnement pour une chaĂźne logistique multi-site Ă  trois niveaux. En utilisant la programmation stochastique Ă  deux Ă©tapes avec recours, les incertitudes liĂ©es Ă  l'environnement et au systĂšme sont anticipĂ©es et des dĂ©cisions robustes peuvent ĂȘtre obtenues. Les rĂ©sultats informatiques montrent que l'approche de modĂ©lisation proposĂ©e fournit des solutions de contrats plus rĂ©alistes et plus robustes, avec une performance prĂ©vue supĂ©rieure d'environ 12% aux solutions fournies par un modĂšle dĂ©terministe

    Joint Determination of Internal Organizational Design: Decision-Making, Task Allocation, and Incentive Scheme,

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    This paper studies the issue of designing an optimal organizational form: design for sub-units' task allocation, decision-making structure, and incentive schemes for organizational members. Depending on the way tasks are allocated between the sub-units, and whether decision-making is centralized or not, organizations face a trade-off between coordination and information. Task allocation by production processes calls for coordination more strongly than the allocation by final products. Centralized decision-making serves for better coordination, whereas decentralization serves for better information. The coordinational benefit under centralization gets bigger as the organization's common uncertainty increases, and this benefit is magnified when the sub-units are functionally divided by production processes. The informational benefit under decentralization gets bigger as the organization's local uncertainty increases, and this benefit is magnified when the sub-units are designed autonomous. Thus, complementarily designed organizations tend to have centralized decision-making structures and fixed salary scheme, whereas less complementarily designed organizations tend to have decentralized decision-making and 'pay for performance' incentive contract.

    Models for supply chain negotiation in collaborative relationships

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    Nowadays, firms are increasingly building collaborative relationships with their partners in order to improve the global performance of the supply chain in which they are involved. Such collaborative relationships require information exchange or share and negotiation. In this paper, we first formalize some practices of collaboration from case studies of the aeronautical area then suggest some models for negotiation, allowing a supply chain member to publish hidden constraints and share risks/costs in order to achieve a win-win situation
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