Strategies for a centralized single product multiclass M/G/1 make-to-stock queue

Make-to-stock queues are typically investigated in the M/M/1 settings. For centralized single-item systems with backlogs, the multilevel rationing (MR) policy is established as optimal and the strict priority (SP) policy is a practical compromise, balancing cost and ease of implementation. However, the optimal policy is unknown when service time is general, i.e., for M/G/1 queues. Dynamic programming, the tool commonly used to investigate the MR policy in make-to-stock queues, is less practical when service time is general. In this paper we focus on customer composition: the proportion of customers of each class to the total number of customers in the queue. We do so because the number of customers in M/G/1 queues is invariant for any nonidling and nonanticipating policy. To characterize customer composition, we consider a series of two-priority M/G/1 queues where the first service time in each busy period is different from standard service times, i.e., this first service time is exceptional. We characterize the required exceptional first service times and the exact solution of such queues. From our results, we derive the optimal cost and control for the MR and SP policies for M/G/1 make-to-stock queues

Enterprise Systems Adoption and Firm Performance in Europe: The Role of Innovation

Despite the ubiquitous proliferation and importance of Enterprise Systems (ES), little research exists on their post-implementation impact on firm performance, especially in Europe. This paper provides representative, large-sample evidence on the differential effects of different ES types on performance of European enterprises. It also highlights the mediating role of innovation in the process of value creation from ES investments. Empirical data on the adoption of Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer Relationship Management (CRM), Knowledge Management System (KMS), and Document Management System (DMS) is used to investigate the effects on product and process innovation, revenue, productivity and market share growth, and profitability. The data covers 29 sectors in 29 countries over a 5-year period. The results show that all ES categories significantly increase the likelihood of product and process innovation. Most of ES categories affect revenue, productivity and market share growth positively. Particularly, more domainspecific and simpler system types lead to stronger positive effects. ERP systems decrease the profitability likelihood of the firm, whereas other ES categories do not show any significant effect. The findings also imply that innovation acts as a full or partial mediator in the process of value creation of ES implementations. The direct effect of enterprise software on firm performance disappears or significantly diminishes when the indirect effects through product and process innovation are explicitly accounted for. The paper highlights future areas of research.Enterprise Systems; ERP; SCM; CRM; KMS; DMS; IT Adoption; Post-implementation Phase; IT Business Value; Innovation; Firm Performance; Europe

A Choice-Based Dynamic Programming Approach for Setting Opaque Prices

Opaque pricing is a form of pricing where certain characteristics of the product or service are hidden from the consumer until after purchase. In essence, opaque selling transforms a differentiated good into a commodity. Opaque pricing has become popular in service pricing as it allows firms to sell their differentiated product at higher prices to regular brand loyal customers while simultaneously selling to non-brand loyal customers at discounted prices. We use a nested logit model in combination with logistic regression and dynamic programming to illustrate how a service firm can optimally set prices on an opaque sales channel. The choice model allows the characterization of consumer trade-offs when purchasing opaque products while the dynamic programming approach allows the characterization of the optimal pricing policy as a function of inventory and time remaining. We compare optimal prices and expected revenues when dynamic pricing is restricted to daily price changes. We provide an illustrative example using data from an opaque selling mechanism (Hotwire.com) and a Washington DC-based hotel

Services in Manufacturing Industries: Contributions to Quality and Competition

Motivated by the increasingly important role of services in manufacturing industries, this dissertation examines implications of this trend for quality management and competition by firms engaged in the production of joint product-service offerings. Broadly defined, we study the following research questions: How do the service contracts offered by manufacturers affect product quality? How does consumer demand respond to product quality and service attributes when manufacturers compete on services? How are consumer intentions influenced by product quality and service quality perceptions, and how does consumer heterogeneity influence this relationship? We empirically study these questions in the aerospace, automobile and consumer electronics industries, respectively. In the first study, we examine the impact of Performance-Based Contracting on product reliability in an application in the aerospace industry (aircraft engines), and show that the incentive alignment induced by performance-based contracts positively influences product reliability by different mechanisms. In the second essay, we formulate and estimate a structural model to analyze the impact of service competition and product quality in the U.S. automobile industry. We show that the impact of service attributes (warranty length, service quality) on consumer demand critically depends on the firm\u27s product quality. Finally, in the third essay (consumer electronics industry), we examine the joint influence of product quality and service quality perceptions on consumer intentions toward a brand, and show that consumer heterogeneity plays a significant role in defining this relationship. Collectively, our results suggest that the joint consideration of product and service is essential for the development of an effective competitive strategy and for the management of quality by manufacturing firms