Scheduling of inventory releasing jobs to minimize a regular objective function of delivery times

In this note we provide new complexity and algorithmic results for scheduling inventory releasing jobs, a new class of single machine scheduling problems proposed recently by Boysen et al. We focus on tardiness related criteria, while known results are concerned with inventory levels between fixed delivery points. Our interest is motivated by the fact that deciding whether a feasible schedule exists is NP-hard in the strong sense, provided that all delivery deadlines are fixed, and there are no restrictions on the amount of products released by the jobs, nor on the job processing times. We will establish NP-hardness results, or provide polynomial or pseudo-polynomial time algorithms for various special cases, and describe a fully polynomial approximation scheme for one of the variants with the maximum tardiness criterion. © 2012 Springer Science+Business Media New York

Product Return Handling

In this article we focus on product return handling and warehousingissues. In some businesses return rates can be well over 20% andreturns can be especially costly when not handled properly. In spiteof this, many managers have handled returns extemporarily. The factthat quantitative methods barely exist to support return handlingdecisions adds to this. In this article we bridge those issues by 1)going over the key decisions related with return handling; 2)identifying quantitative models to support those decisions.Furthermore, we provide insights on directions for future research.reverse logistics;decision-making;quantitative models;retailing and warehousing

Product Return Handling

In this article we focus on product return handling and warehousing issues. In some businesses return rates can be well over 20% and returns can be especially costly when not handled properly. In spite of this, many managers have handled returns extemporarily. The fact that quantitative methods barely exist to support return handling decisions adds to this. In this article we bridge those issues by 1) going over the key decisions related with return handling; 2) identifying quantitative models to support those decisions. Furthermore, we provide insights on directions for future research

Solving the Order Batching and Sequencing Problem using Deep Reinforcement Learning

In e-commerce markets, on time delivery is of great importance to customer satisfaction. In this paper, we present a Deep Reinforcement Learning (DRL) approach for deciding how and when orders should be batched and picked in a warehouse to minimize the number of tardy orders. In particular, the technique facilitates making decisions on whether an order should be picked individually (pick-by-order) or picked in a batch with other orders (pick-by-batch), and if so with which other orders. We approach the problem by formulating it as a semi-Markov decision process and develop a vector-based state representation that includes the characteristics of the warehouse system. This allows us to create a deep reinforcement learning solution that learns a strategy by interacting with the environment and solve the problem with a proximal policy optimization algorithm. We evaluate the performance of the proposed DRL approach by comparing it with several batching and sequencing heuristics in different problem settings. The results show that the DRL approach is able to develop a strategy that produces consistent, good solutions and performs better than the proposed heuristics.Comment: Preprin

A Survey of the Inventory Control-Detailed Scheduling Problem

10960179Includes bibliographical references (p. [217]-251) and index.Jonathan Golovin, editor

Design requirements for SRB production control system. Volume 5: Appendices

A questionnaire to be used to screen potential candidate production control software packages is presented

Scheduling in assembly type job-shops

Assembly type job-shop scheduling is a generalization of the job-shop scheduling problem to include assembly operations. In the assembly type job-shops scheduling problem, there are n jobs which are to be processed on in workstations and each job has a due date. Each job visits one or more workstations in a predetermined route. The primary difference between this new problem and the classical job-shop problem is that two or more jobs can merge to foul\u27 a new job at a specified workstation, that is job convergence is permitted. This feature cannot be modeled by existing job-shop techniques. In this dissertation, we develop scheduling procedures for the assembly type job-shop with the objective of minimizing total weighted tardiness. Three types of workstations are modeled: single machine, parallel machine, and batch machine. We label this new scheduling procedure as SB. The SB procedure is heuristic in nature and is derived from the shifting bottleneck concept. SB decomposes the assembly type job-shop scheduling problem into several workstation scheduling sub-problems. Various types of techniques are used in developing the scheduling heuristics for these sub-problems including the greedy method, beam search, critical path analysis, local search, and dynamic programming. The performance of SB is validated on a set of test problems and compared with priority rules that are normally used in practice. The results show that SB outperforms the priority rules by an average of 19% - 36% for the test problems. SB is extended to solve scheduling problems with other objectives including minimizing the maximum completion time, minimizing weighted flow time and minimizing maximum weighted lateness. Comparisons with the test problems, indicate that SB outperforms the priority rules for these objectives as well. The SB procedure and its accompanying logic is programmed into an object oriented scheduling system labeled as LEKIN. The LEKIN program includes a standard library of scheduling rules and hence can be used as a platform for the development of new scheduling heuristics. In industrial applications LEKIN allows schedulers to obtain effective machine schedules rapidly. The results from this research allow us to increase shop utilization, improve customer satisfaction, and lower work-in-process inventory without a major capital investment