823 research outputs found
Planning of outsourced operations in pharmaceutical supply chains
In this dissertation, we focus on the planning and control of supply chains where part of the supply chain is outsourced to a contract manufacturer(s). Supply Chain Management deals with the integration of business processes from end-customers through original suppliers that provide products, services and information that add value for customers (Cooper et al., 1997). In a narrow sense, a supply chain can be ‘owned’ by one large company with several sites, often located in different countries. Planning and coordinating the materials and information flows within such a worldwide operating company can be a challenging task. However, the decision making is easier than in case more companies are involved in a supply chain, since the sites are part of one organization with one board and it is likely that the decision makers have full access to information needed for the supply chain planning. Outsourcing is an ‘act of moving some of a firm’s internal activities and decision responsibilities to outside providers’ (Chase et al., 2004) and it has been studied extensively in the literature.Outsourcing is developing in many industries, but in this dissertation, we focus on outsourcing in the pharmaceutical industry, where outsourced supply chain structures are rapidly developing. Recent studies show that the global pharmaceutical outsourcing market has doubled from 2001 to 2007 and it is expected to further increase in the upcoming years. In the pharmaceutical industry, the outsourcing relationship is typically long-term and customers often require high service levels. Due to high setup costs, production is conducted in fixed large batch sizes and campaign sizes. The cumulative lead time within the supply chain is more than one year, whereas the customer lead time is about two months. In this industry, production activities are outsourced for three main reasons. First, intellectual property legislation requires outsourcing the production activities to a contract manufacturer that owns the patent for specific technologies that are needed to perform the production activities. Second, expensive technologies or tight (internal) capacity restrictions also result in outsourcing. Third, to limit the supply uncertainty, companies outsource to have an external source producing the same product next to an internal source. This dissertation deals with the planning and control of outsourced supply chains, which are supply chains where part of the supply chain is outsourced to a contract manufacturer. Most supply chain operations planning models from the literature assume that the supply chain is planned at some level of aggregation and that further coordination is conducted at a more detailed level by lower planning levels. These concepts implicitly assume that the lower planning level and the operations are conducted within the same company with full information availability and full control over the operations, which is not case when part of the supply chain is outsourced. Hence, the objective of this dissertation is to obtain insights into the implications of outsourcing on the supply chain planning models. First, we review the literature on outsourcing research and we find that little is known on the operational planning decisions in an outsourced supply chain and on the implications of outsourcing on the operations planning. The literature on outsourcing at the operational level uses outsourcing purely as a secondary source to control performances such as the delivery reliability. Consequently, we discuss two case studies that we conducted into outsourced supply chains to understand the implications of outsourcing on the supply chain operations planning function, where the contract manufacturer is the only source of supply. The main implications of the planning and control of outsourced supply chains can be summarized in three categories: limited information transparency, limited control over the detailed planning and priorities at the contract manufacturer, and contractual obligations. Below, we discuss these in more detail. In order to decide on the release of materials and resources in a supply chain, it is required that the decision maker is able to frequently monitor the status of the supply chain. In an outsourced supply chain, the outsourcer does not have access to all relevant information of the entire supply chain, especially not to the available capacity in each period, also because the contract manufacturer serves a number of different (and sometimes even competing) outsourcers on the same production line. Moreover, the contract manufacturer plans and controls its part of the supply chain based on rules and priorities that are unknown to the outsourcer. This results in facing an uncertain capacity allocation by the outsourcer. Another implication is that the contract manufacturer requires by contract to reserve capacity slots prior to ordering. These reservations are subject to an acceptation decision, which means that part of the reservation quantity can be rejected. The accepted reservation quantity bounds the order quantity that follows later on. Therefore, another main insight from the case study is that in an outsourcing relationship, the order process consists of different (hierarchically connected) decisions in time. In the ordering process, the uncertain capacity allocation of the contract manufacturer should be incorporated. Hence, the order release mechanism requires a richer and more developed communication and ordering pattern than commonly assumed in practice. In a subsequent study, we build on this insight and we design three different order release mechanisms to investigate to what extent a more complicated order release function improves (or deteriorates) the performance of the supply chain operations planning models. The order release mechanisms differ in the number of decision levels and they incorporate the probabilistic behaviour of the contract manufacturer. Based on a simulation study, we show that a more advanced order release strategy that captures the characteristics of outsourcing performs significantly better than a simple order release strategy that is commonly used in practice. We also discuss the conditions for a successful implementation of the more advanced order release strategy. In another study, we study the case where the contract manufacturer is a second source next to an internal manufacturing source for the same product and where the outsourcer faces inaccurate demand forecasts. The two sources are constraining the supply quantities in different ways. Its own manufacturing source is more rigid, cheaper and tightly capacitated, whereas the contract manufacturer is more flexible but more expensive. In that study, we compare the performance of two different allocation strategies by a simulation study in which we solve the model in a rolling horizon setting. The results show that the rigid allocation strategy (the cheaper source supplies each period a constant quantity) performs substantially better than the dynamic allocation strategy (each period the allocation quantities are dynamic) if the parameters are chosen properly. In another study, we study the outsourcer’s problem of deciding on the optimal reservation quantity under capacity uncertainty, i.e., without knowing what part of the reservation will be accepted. In that study, we develop a stochastic dynamic programming model for the problem and we characterize the optimal reservation and order policies. We conduct a numerical study where we also consider the case where the capacity allocation is dependent on the demand distribution. For that case, we show the structure of the optimal policies based on the numerical study. Further, the numerical results reveal several interesting managerial insights, such as that the optimal reservation policy is little sensitive to the uncertainty of the capacity allocation from the contract manufacturer. In that case, the optimal reservation quantities hardly increase, but the optimal policy suggests increasing the utilization of the allocated capacity. We also study the outsourced supply chain from the contract manufacturer’s perspective. In that study, we consider the case where the contract manufacturer serves a number of outsourcers with different levels of uncertainty. The contract manufacturer faces the question of how to allocate the contractual capacity flexibility in an optimal way. More precisely, we focus on the contract manufacturer’s decision to make the acceptation decision under uncertainty. The more the contract manufacturer accepts from an outsourcer, the more risk is taken by the contract manufacturer, as the outsourcer might not fully utilize the accepted reservation quantity. However, we assume that the outsourcer is willing to pay an additional amount to compensate the contract manufacturer for that risk. We develop a mixed-integer programming model, which optimizes the allocation of capacity flexibility by maximizing the expected profit. Offering more flexibility to the more risky outsourcer generates higher revenue, but also increases the penalty costs. The allocated capacity flexibilities are input (parameters) to the lower decision level, where the operational planning decisions are made and demands are observed. The simulation results reveal interesting managerial insights, such that the more uncertain outsourcer gets at least the same capacity flexibility allocated as the less uncertain outsourcer. Moreover, we have seen that when the acceptation decision is made, priority is given to the less uncertain outsourcer, because that information is the most valuable. However, we see the opposite effect when orders are placed, namely that priority is given to the more uncertain outsourcer, i.e., the most paying outsourcer, as no uncertainty is involved anymore. These insights are helpful for managers of contract manufacturers when having contract negotiations with the outsourcers. We believe that the results and insights that we obtained in the various research studies of this dissertation can contribute to solving the broader real-life problems related to the planning and control of outsourced supply chains. We also discuss potential managerial implications of our findings explicitly addressing the management decisions that may be affected by using the insights from our studies. Considering the operational implications of outsourcing when taking the strategic outsourcing decision will lead to a different and a better estimate of the transaction costs and probably to a different strategic outsourcing decision. Based on our research, we think that the transaction cost estimate will be higher if the outsourcer and the contract manufacturer do not agree on operational issues, such as the multi-level order release mechanism. From a tactical point of view, the outsourcer may include the options of postponement and cancellation in the contract, even if the contract manufacturer would charge little extra for these options. The results show that the benefits of including these options are substantial. Moreover, we showed that controlling a contract manufacturer operationally in the same way as an internal manufacturing source leads to a nervous ordering behaviour with a lot of changes and a lot of panicky communication between the outsourcer and the contract manufacturer. Combining the insights from different studies, one can also conclude that including little reservation cost is beneficial to both parties; it leads to a win-win situation. The outsourcer with a high level of demand uncertainty secures sufficient capacity allocation from the contract manufacturer and avoids more expensive penalty costs. For the outsourcer with less demand uncertainty, it is wise to set the contract such that the reservation costs are subtracted from the total paid amount. Moreover, this outsourcer may gain competitive advantage if his competitors operate in the same market by securing sufficient capacity allocation (by paying little reservation costs). For the contract manufacturer, including reservation cost is also beneficial, as it leads to a better match between the outsourcer’s reservation and ordering behaviour
A comparison between lean and visibility approach in supply chain planning
Nowadays, competition increases more and more in the market and it is moved from firm vs firm to supply chain vs supply chain. Therefore, supply chains (SC) are always looking to improve their efficiency to excel in the market. In order to do that, SC managers pay much attention to the coordination among SC members. SC planning allows the coordination among the SC players. In the literature, many SC planning approaches have been developed and analyzed, but up to now, the debate on which is the best approach is an open issue. On the other hand, lean approach is becoming more and more popular among SC managers. Both practitioners and academics have recognized the importance of Lean approach for single firm efficiency. This paper aim at evaluating the impact of Lean approach implementation in supply chain planning tasks. It provides an in-depth analysis of Lean SC planning policy impact on SC performances and compare it with traditional EOQ and Visibility policies. The influence of SC planning policies and of external parameters is assessed in a DES simulation study. The simulation model tests a multi-product three-echelon supply chain. Lean "pull" principle is developed through Kanban system implementation and Lean "create the flow" principle is developed through setup time and batch size reductions. The simulation study analyses inventory level, transportation performance and service level performances. According to simulation outputs a total SC logistic costs have been evaluated for each scenario. The results provide new insights suggesting that Lean supply chain planning policy gives competitive advantages. The results have important consequences for implementation of Lean concepts in practice in SC planning tasks
Optimal capacity in a coordinated supply chain
We consider a supply chain in which a retailer faces a stochastic demand, incurs backorder and inventory holding costs and uses a periodic review system to place orders from a manufacturer. The manufacturer must fill the entire order. The manufacturer incurs costs of overtime and undertime if the order deviates from the planned production capacity. We determine the optimal capacity for the manufacturer in case there is no coordination with the retailer as well as in case there is full coordination with the retailer. When there is no coordination the optimal capacity for the manufacturer is found by solving a newsvendor problem. When there is coordination, we present a dynamic programming formulation and establish that the optimal ordering policy for the retailer is characterized by two parameters. The optimal coordinated capacity for the manufacturer can then be obtained by solving a nonlinear programming problem. We present an efficient exact algorithm and a heuristic algorithm for computing the manufacturer's capacity. We discuss the impact of coordination on the supply chain cost as well as on the manufacturer's capacity. We also identify the situations in which coordination is most beneficial. © 2008 Wiley Periodicals, Inc. Naval Research Logistics, 2008Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/58030/1/20271_ftp.pd
Decision support system for vendor managed inventory supply chain:a case study
Vendor-managed inventory (VMI) is a widely used collaborative inventory management policy in which manufacturers manages the inventory of retailers and takes responsibility for making decisions related to the timing and extent of inventory replenishment. VMI partnerships help organisations to reduce demand variability, inventory holding and distribution costs. This study provides empirical evidence that significant economic benefits can be achieved with the use of a genetic algorithm (GA)-based decision support system (DSS) in a VMI supply chain. A two-stage serial supply chain in which retailers and their supplier are operating VMI in an uncertain demand environment is studied. Performance was measured in terms of cost, profit, stockouts and service levels. The results generated from GA-based model were compared to traditional alternatives. The study found that the GA-based approach outperformed traditional methods and its use can be economically justified in small- and medium-sized enterprises (SMEs)
Coordination In A Two-stage Capacitated Supply Chain With Multiple Suppliers
Tez (Doktora) -- İstanbul Teknik Üniversitesi, Fen Bilimleri Enstitüsü, 2009Thesis (PhD) -- İstanbul Technical University, Institute of Science and Technology, 2009Bu tezin amacı, rassal talebe sahip merkezkaç bir tedarik zincirindeki envanter politikalarını kontratlar aracılığıyla koordine etmektir. Ele alınan sistem, sınırlı üretim kapasitesine sahip çoklu bağımsız tedarikçi ve bir üreticiden oluşan iki kademeli merkezkaç bir tedarik zinciridir. Tedarikçiler stok için üretim yapmakta ve envanter yönetiminde temel stok yöntemini kullanmaktadır. Üretici ise sipariş için üretim prensibine göre çalışmaktadır. Gerekli varsayımlar altında, her tedarikçi bir M/M/1 stok-için-üretim kuyruk sistemi; üretici ise gelişlerarası sürelerinin yaklaşık dağılımı bulunarak bir GI/M/1 kuyruk sistemi olarak modellenmiştir. Daha sonra, merkezi ve merkezkaç modeller geliştirilmiştir. Bu modellerin eniyi çözümleri karşılaştırıldığında, sadece en düşük temel stok seviyesine sahip tedarikçinin koordine edilmesi gerektiği görülmektedir. Bu nedenle, bu tedarikçi ve üretici arasında kontratlar hazırlanmıştır. Bu tezde transfer ödemesine dayalı üç farklı kontrat üzerine çalışılmıştır. Bu kontratlar, bekleyen sipariş maliyetini destekleme kontratı, Pareto iyileştirmeye dayalı transfer ödemesi kontratı ve maliyet paylaşımı kontratıdır. Her kontrat, koordinasyon yeteneği ve Pareto iyileştiren olup olmaması yönünden değerlendirilmiştir. Sonuç olarak, üç kontrat da tedarik zincirini koordine etmektedir. Pareto iyileştirme göz önüne alındığında ise, maliyet paylaşımı kontratının her iki üye tarafından da tercih edilmesi beklenebilir. Bu tezde ayrıca, merkezi ve merkezkaç sistemlerin SCOR Model performans ölçütleri açısından karşılaştırılması amacıyla sayısal bir çalışma da yer almaktadır.The aim of this thesis is to coordinate the inventory policies in a decentralized supply chain with stochastic demand by means of contracts. The system considered is a decentralized two-stage supply chain consisting of multiple independent suppliers and a manufacturer with limited production capacities. The suppliers operate on a make-to-stock basis and apply base stock policy to manage their inventories. On the other hand, the manufacturer employs a make-to-order strategy. Under necessary assumptions, each supplier is modeled as an M/M/1 make-to-stock queue; and the manufacturer is modeled as a GI/M/1 queue after deriving an approximate distribution for the interarrival times of the manufacturer. Then, the centralized and decentralized models are developed. When the optimal solutions to these models are compared, it is concluded that only the supplier with the minimum base stock level needs coordination. Therefore, contracts are prepared between that supplier and the manufacturer. Three different transfer payment contracts are studied in this thesis. These are the backorder cost subsidy contract, the transfer payment contract based on Pareto improvement, and the cost sharing contract. Each contract is evaluated according to its coordination ability and whether it is Pareto improving or not. The results denote that all three contracts can coordinate the supply chain. However, when the Pareto improvement is taken into account, the cost sharing contract seems to be the one that will be preferred by both members. In this thesis, also a numerical study is performed to compare the centralized and decentralized systems based on SCOR Model performance metrics.DoktoraPh
Virtual transshipments and revenue-sharing contracts in supply chain management
This dissertation presents the use of virtual transshipments and revenue-sharing contracts for inventory control in a small scale supply chain. The main objective is to maximize the total profit in a centralized supply chain or maximize the supply chain\u27s profit while keeping the individual components\u27 incentives in a decentralized supply chain.
First, a centralized supply chain with two capacitated manufacturing plants situated in two distinct geographical regions is considered. Normally, demand in each region is mostly satisfied by the local plant. However, if the local plant is understocked while the remote one is overstocked, some of the newly generated demand can be assigned to be served by the more remote plant. The sources of the above virtual lateral transshipments, unlike the ones involved in real lateral transshipments, do not need to have nonnegative inventory levels throughout the transshipment process. Besides the theoretical analysis for this centralized supply chain, a computational study is conducted in detail to illustrate the ability of virtual lateral transshipments to reduce the total cost. The impacts of the parameters (unit holding cost, production cost, goodwill cost, etc.) on the cost savings that can be achieved by using the transshipment option are also assessed.
Then, a supply chain with one supplier and one retailer is considered where a revenue-sharing contract is adopted. In this revenue-sharing contract, the retailer may obtain the product from the supplier at a less-than-production-cost price, but in exchange, the retailer must share the revenue with the supplier at a pre-set revenuesharing rate. The objective is to maximize the overall supply chain\u27s total profit while upholding the individual components\u27 incentives. A two-stage Stackelberg game is used for the analysis. In this game, one player is the leader and the other one is the follower. The analysis reveals that the party who keeps more than half of the revenue should also be the leader of the Stackelberg game.
Furthermore, the adoption of a revenue-sharing contract in a supply chain with two suppliers and one retailer under a limited amount of available funds is analyzed. Using the revenue-sharing contract, the retailer pays a transfer cost rate of the production cost per unit when he obtains the items from the suppliers, and shares the revenue with the suppliers at a pre-set revenue-sharing rate. The two suppliers have different transfer cost rates and revenue-sharing rates. The retailer will earn more profit per unit with a higher transfer cost rate. How the retailer orders items from the two suppliers to maximize his expected profit under limited available funds is analyzed next. Conditions are shown under which the optimal way the retailer orders items from the two suppliers exists
Essays on Shipment Consolidation Scheduling and Decision Making in the Context of Flexible Demand
This dissertation contains three essays related to shipment consolidation scheduling and decision making in the presence of flexible demand. The first essay is presented in Section 1. This essay introduces a new mathematical model for shipment consolidation scheduling for a two-echelon supply chain. The problem addresses shipment coordination and consolidation decisions that are made by a manufacturer who provides inventory replenishments to multiple downstream distribution centers. Unlike previous studies, the consolidation activities in this problem are not restricted to specific policies such as aggregation of shipments at regular times or consolidating when a predetermined quantity has accumulated. Rather, we consider the construction of a detailed shipment consolidation schedule over a planning horizon. We develop a mixed-integer quadratic optimization model to identify the shipment consolidation schedule that minimizes total cost. A genetic algorithm is developed to handle large problem instances.
The other two essays explore the concept of flexible demand. In Section 2, we introduce a new variant of the vehicle routing problem (VRP): the vehicle routing problem with flexible repeat visits (VRP-FRV). This problem considers a set of customers at certain locations with certain maximum inter-visit time requirements. However, they are flexible in their visit times. The VRP-FRV has several real-world applications. One scenario is that of caretakers who provide service to elderly people at home. Each caretaker is assigned a number of elderly people to visit one or more times per day. Elderly people differ in their requirements and the minimum frequency at which they need to be visited every day. The VRP-FRV can also be imagined as a police patrol routing problem where the customers are various locations in the city that require frequent observations. Such locations could include known high-crime areas, high-profile residences, and/or safe houses. We develop a math model to minimize the total number of vehicles needed to cover the customer demands and determine the optimal customer visit schedules and vehicle routes. A heuristic method is developed to handle large problem instances.
In the third study, presented in Section 3, we consider a single-item cyclic coordinated order fulfillment problem with batch supplies and flexible demands. The system in this study consists of multiple suppliers who each deliver a single item to a central node from which multiple demanders are then replenished. Importantly, demand is flexible and is a control action that the decision maker applies to optimize the system. The objective is to minimize total system cost subject to several operational constraints. The decisions include the timing and sizes of batches delivered by the suppliers to the central node and the timing and amounts by which demanders are replenished. We develop an integer programing model, provide several theoretical insights related to the model, and solve the math model for different problem sizes
Antecedents of Quality Information Sharing in the FMCG Industry
Information sharing in a retail supply chain presents challenges of mapping information flow in terms of collection and transfer capabilities from one point to other internal and external users. Efficient mapping information flow seems to be dependent on information availability, velocity and the level of volatility. This would strengthen partnerships between the upstream and downstream sites of a supply chain in terms of information capturing, transformation and exchange between both internal and external supply chain users. This study examines the relative magnitude of advance economic information sharing in optimizing integrated supply chain activities in the consumer goods industry. It further analyses the challenges of bullwhip effect from the perspective of electronically-enabled supply chain management (eSCM) systems and information sharing in the fast moving consumer goods (FMCG) industry. The study finds that information sharing is related to supply chain performance targets in the FMCG industry in terms of a higher order fulfillment rate and achieving shorter order cycle time through integrated e-SCM systems. The managerial implications of this study are that integrated IT infrastructure capability and top management support (in terms of visible involvement, commitment and participation of executives and the allocation of the necessary resources) are significant antecedents of the quality of shared information
Study and Prospects: Adaptive Planning and Control of Supply Chain in One-of-a-kind Production
Based on the research project titled “Adaptive Planning and Control of Supply Chain in One-of-a-kind Production”, the research group performed a systematic review of supply chain integration, risk prediction and control and trace ability. Studies of a computer-aided and integrated production system for cost-effective OKP systemare included. Our efforts relevant to integration of supply chain in OKP, modeling &control of ripple effects in OKP supply chain and the trace ability of the OKP supply chain are introduced in this paper
Benefits of retailer-supplier partnership initiatives under time-varying demand:a comparative analytical study
This paper aims to help supply chain managers to determine the value of retailer-supplier partnership initiatives beyond information sharing (IS) according to their specific business environment under time-varying demand conditions. For this purpose, we use integer linear programming models to quantify the benefits that can be accrued by a retailer, a supplier and system as a whole from shift in inventory ownership and shift in decision-making power with that of IS. The results of a detailed numerical study pertaining to static time horizon reveal that the shift in inventory ownership provides system-wide cost benefits in specific settings. Particularly, when it induces the retailer to order larger quantities and the supplier also prefers such orders due to significantly high setup and shipment costs. We observe that the relative benefits of shift in decision-making power are always higher than the shift in inventory ownership under all the conditions. The value of the shift in decision-making power is greater than IS particularly when the variability of underlying demand is low and time-dependent variation in production cost is high. However, when the shipment cost is negligible and order issuing efficiency of the supplier is low, the cost benefits of shift in decision-making power beyond IS are not significant
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