Modelos y Algoritmos de Coordinación para la Planificación de Operaciones basadas en el concepto Stroke en Redes de Suministro distribuidas y con alternativas

[ES] Con la globalización de los mercados y el aumento de la competitividad, la coordinación se ha convertido en un punto estratégico en la gestión de la cadena de suministro. De hecho, cada actor de la cadena de suministro ya no debe tomar decisiones sin considerar todos los eslabones, sean proveedores, proveedores de proveedores o clientes y estos internos o externos a la organización. Las cadenas de suministro son cada vez más complejas y distribuidas, compuestas por múltiples organizaciones con diferentes objetivos y políticas. La coordinación se puede lograr utilizando uno de estos dos enfoques para la toma de decisiones coordinadas: centralizada o descentralizada con un mecanismo de coordinación. Pero, las empresas son reacias a compartir información, ya sea por la confidencialidad de los datos o porque los modelos centralizados resultantes son de gran complejidad que dificultan su manejo y actualización. Además, aquellas empresas que buscan tomar decisiones en tiempo real requieren de modelos ligeros y ágiles, que, con toda la información local y coordinada con el resto, permitan tomar decisiones rápidas. Las empresas interesadas en la coordinación descentralizada con un mecanismo de coordinación esperan obtener mejores resultados con respecto a la no coordinación, aunque deberían asumir tener peores resultados que con la coordinación centralizada. Para ello en esta tesis, se han estudiado los distintos mecanismos de coordinación para la toma de decisiones descentralizada, dentro de un entorno del procedimiento de horizontes rodantes y con herramienta de planificación y programación de las operaciones basada en el concepto de stroke, que extiende el concepto de lista de materiales más allá de las estructuras tradicionales. Estos permiten desarrollar la formulación de la programación matemática y los mecanismos de coordinación necesarios para resolver los problemas de planificación de operaciones. Esta tesis se presenta como una secuencia de capítulos, con el objeto de analizar y presentar la propuesta de mecanismo de coordinación distribuido con unos recursos compartidos. Los distintos capítulos han servido de base para la preparación de artículos científicos. Estos artículos han sido presentados en congresos de la materia y remitidos a revistas científicas.[CA] Amb la globalització dels mercats i l'augment de la competitivitat, la coordinació s'ha convertit en un punt estratègic en la gestió de la cadena de subministrament. De fet, cada actor de la cadena de subministrament ja no ha de prendre decisions sense considerar totes les baules, siguen proveïdors, sub-proveïdors o clients i aquests interns o externs a l'organització. Les cadenes de subministrament són cada vegada més complexes i distribuïdes, compostes per múltiples organitzacions amb diferents objectius i polítiques. La coordinació es pot aconseguir utilitzant un d'aquests dos enfocaments per a la presa de decisions coordinades: centralitzat o descentralitzat amb un mecanisme de coordinació. Però, les empreses són poc inclinades a compartir informació, ja siga per la confidencialitat de les dades o perquè els models centralitzats resultants són de gran complexitat que dificulten el seu maneig i actualització. A més, aquelles empresa que busquen prendre decisions en temps real requereixen de models lleugers i àgils, que, amb tota la informació local i coordinada amb la resta, permeten prendre decisions ràpides. Les empreses interessades en la coordinació descentralitzada amb un mecanisme de coordinació esperen obtindre millors resultats respecte de la no coordinació encara que haurien d'assumir tindre pitjors resultats que amb la coordinació centralitzada. Per a això en aquesta tesi, s'han estudiat els diferents mecanismes de coordinació per a la presa de decisions descentralitzada, dins d'un entorn d'horitzons rodant i amb eines de planificació i programació de les operacions basada en el concepte de stroke, que estén el concepte de llista de materials més enllà de les estructures tradicionals. Aquests permeten desenvolupar la formulació de la programació matemàtica i els mecanismes de coordinació necessaris per a resoldre els problemes de planificació d'operacions. Aquesta tesi es presenta com una seqüència de capítols, a fi d'analitzar i presentar la proposta de mecanisme de coordinació distribuït amb uns recursos compartits. Els diferents capítols han servit de base per a la preparació d'articles científics. Aquests articles han sigut presentats en congressos de la matèria i remesos a revistes científiques.[EN] With the globalization of markets and the increase of competitiveness, coordination has become a strategic point in the management of the supply chain. In fact, each actor in the supply chain must no longer make decisions without considering all the links, whether suppliers, sub-suppliers or customers and those internal or external to the organization. Supply chains are increasingly complex and distributed, composed of multiple organizations with different objectives and policies. Coordination can be achieved using one of these two approaches to coordinate decision making: centralized or decentralized with a coordination mechanism. However, companies are reluctant to share information, either because of the confidentiality of the data or because the resulting centralized models are of great complexity that make their management and update them. In addition, those companies that seek to make decisions in real time require lightweight and agile models, which, with all the local information and coordinated with the rest, allow quick decisions. Companies interested in decentralized coordination with a coordination mechanism expect to obtain better results regarding non-coordination although they should assume to have worse results than with centralized coordination. To this end, in this thesis, the different coordination mechanisms for decentralized decision making have been studied, within an environment of rolling horizons and with tools for planning and scheduling operations based on the concept of stroke, which extends the concept of list of materials beyond traditional structures. These allow to develop the formulation of the mathematical programming and the coordination mechanisms necessary to solve the operations planning problems. This thesis is presented as a sequence of chapters, in order to analyse and present the proposal of distributed coordination mechanism with shared resources. The different chapters have served as the basis for the preparation of scientific articles. These articles have been presented at congresses of the subject and submitted to scientific journals.Rius Sorolla, GV. (2019). Modelos y Algoritmos de Coordinación para la Planificación de Operaciones basadas en el concepto Stroke en Redes de Suministro distribuidas y con alternativas [Tesis doctoral no publicada]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/134017TESI

Beyond the academic time

[EN] Once finished the MUIAPLCS (Master Universitario en Ingeniería Avanzada de Producción, Logística y Cadena de Suministro), where ITC (Information and Communications Technology) tools have been used as “PoliformaT” (equivalent to “Moodle” in the Universidad Politécnica de Valencia UPV), a Blog (“Wordpress”) and others tasks equivalent to “webquest” to support the different seminars, there is a stop of the relationship and the exchange of knowledge between professors and students. Now it is aimed to create a place where communication could be maintained and used in the coming years. An Internet Portal of Master’s graduates, a place for finding solutions, requesting answer to new problems, maintaining contact with a community on a specific interest of professors, graduates, new student and future new students that seeks information or future works, a Social Networking Site.Rius Sorolla, G.; Ortiz Bas, Á. (2013). Beyond the academic time. En New changes in technology and innovation : INNODOCT'13 : International Conference on Innovation, Documentation and Teaching Technologies, held on-line in Valencia, Spain, on 6-7 May, 2013. https://riunet.upv.es/handle/10251/30843. Universidad Politécnica de Valencia. 12-17. http://hdl.handle.net/10251/82136S121

Guía docente de la asignatura de gestión de redes sociales

[ES] Dentro del currículo de un titulado por la Facultad de Administración de Empresas debe incluirse, entre sus competencias adquiridas, el conocimiento y las habilidades de gestión de los medios sociales, dada su influencia actual en la sociedad y en las organizaciones que tendrá que liderar. Con éste fin, exponemos una propuesta de guía docente. Nowadays inside of the student’s curriculum vitae with a degree of Business Administration should be the knowledge and control of the Social Media. He/She should have tools and experience to develop a Social Media program in their future organization, due to the current influence in the society and organizations. Herewith it is presented the lines of a course.Rius Sorolla, G.; Ortiz Bas, Á. (2013). Guía docente de la asignatura de gestión de redes sociales. En New changes in technology and innovation : INNODOCT'13 : International Conference on Innovation, Documentation and Teaching Technologies, held on-line in Valencia, Spain, on 6-7 May, 2013. https://riunet.upv.es/handle/10251/30843. Universidad Politécnica de Valencia. 425-429. http://hdl.handle.net/10251/82134S42542

Multivariable Supplier Segmentation in Sustainable Supply Chain Management

[EN] Pressure from stakeholders for sustainable development is forcing top management to reconsider its supply chain management. This form of sustainability must consider the risks, insecurities, and lack of proximity caused by any event on the global economy. Organizations must identify and manage the risks of every link in the chain, while pursuing sustainable development. Corporate social responsibility (CSR) and sustainable development must be the result of a deliberate and coordinated response by the entire organization. A suitable segmentation of suppliers allows development strategies to be prioritized. This article presents the steps that should be followed in supply chain management, the identification of risks, and the new leadership of purchasing management to develop a sustainable supply chain. To this end, some of the key industrial actions reported in the literature are outlined, and two case studies are presented to identify the steps for the segmentation and dynamic development of suppliers. This article provides reflections on the responsibilities of senior management in the new era of sustainable development and presents guidance on how to coordinate sustainable development in the supply chain.Rius-Sorolla, G.; Estelles Miguel, S.; Rueda Armengot, C. (2020). Multivariable Supplier Segmentation in Sustainable Supply Chain Management. Sustainability. 12(11):1-16. https://doi.org/10.3390/su12114556S1161211rabieh, masood, babaee, leila, Fadaei Rafsanjani, abbASS, & Esmaeili, M. (2018). Sustainable Supplier Selection and Order Allocation: An Integrated Delphi Method, Fuzzy TOPSIS and Multi-Objective Programming Model. Scientia Iranica, 0(0), 0-0. doi:10.24200/sci.2018.5254.1176Joyce, A., & Paquin, R. L. (2016). 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Social Values and Sustainability: A Survey on Drivers, Barriers and Benefits of SA8000 Certification in Italian Firms. Sustainability, 7(4), 4120-4130. doi:10.3390/su7044120PAGELL, M., WU, Z., & WASSERMAN, M. E. (2010). THINKING DIFFERENTLY ABOUT PURCHASING PORTFOLIOS: AN ASSESSMENT OF SUSTAINABLE SOURCING. Journal of Supply Chain Management, 46(1), 57-73. doi:10.1111/j.1745-493x.2009.03186.xCarter, C. R., & Liane Easton, P. (2011). Sustainable supply chain management: evolution and future directions. International Journal of Physical Distribution & Logistics Management, 41(1), 46-62. doi:10.1108/09600031111101420A Strategic Role for Purchasinghttps://go.gale.com/ps/anonymous?id=GALE%7CA11739695&sid=googleScholar&v=2.1&it=r&linkaccess=abs&issn=00475394&p=AONE&sw=wDYER, J. H. (1996). SPECIALIZED SUPPLIER NETWORKS AS A SOURCE OF COMPETITIVE ADVANTAGE: EVIDENCE FROM THE AUTO INDUSTRY. Strategic Management Journal, 17(4), 271-291. doi:10.1002/(sici)1097-0266(199604)17:43.0.co;2-yChen, I. J., Paulraj, A., & Lado, A. A. (2004). Strategic purchasing, supply management, and firm performance. Journal of Operations Management, 22(5), 505-523. doi:10.1016/j.jom.2004.06.002Dubois, A., & Pedersen, A.-C. (2002). Why relationships do not fit into purchasing portfolio models—a comparison between the portfolio and industrial network approaches. European Journal of Purchasing & Supply Management, 8(1), 35-42. doi:10.1016/s0969-7012(01)00014-4Rezaei, J., & Fallah Lajimi, H. (2018). Segmenting supplies and suppliers: bringing together the purchasing portfolio matrix and the supplier potential matrix. International Journal of Logistics Research and Applications, 22(4), 419-436. doi:10.1080/13675567.2018.1535649Day, M., Magnan, G. M., & Moeller, M. M. (2010). Evaluating the bases of supplier segmentation: A review and taxonomy. Industrial Marketing Management, 39(4), 625-639. doi:10.1016/j.indmarman.2009.06.001Svensson, G. (2004). Supplier segmentation in the automotive industry. 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The Journal of Supply Chain Management, 41(3), 19-28. doi:10.1111/j.1055-6001.2005.04103003.xOlsen, R. F., & Ellram, L. M. (1997). A portfolio approach to supplier relationships. Industrial Marketing Management, 26(2), 101-113. doi:10.1016/s0019-8501(96)00089-2Rezaei, J., Wang, J., & Tavasszy, L. (2015). Linking supplier development to supplier segmentation using Best Worst Method. Expert Systems with Applications, 42(23), 9152-9164. doi:10.1016/j.eswa.2015.07.073Ellram, L. M., & Pearson, J. N. (1993). The Role of the Purchasing Function: Toward Team Participation. International Journal of Purchasing and Materials Management, 29(2), 2-9. doi:10.1111/j.1745-493x.1993.tb00007.xGiunipero, L. C., & Vogt, J. F. (1997). Empowering the Purchasing Function: Moving to Team Decisions. International Journal of Purchasing and Materials Management, 33(4), 8-15. doi:10.1111/j.1745-493x.1997.tb00020.xJohnson, P. F., Klassen, R. D., Leenders, M. R., & Fearon, H. E. (2002). Determinants of purchasing team usage in the supply chain. Journal of Operations Management, 20(1), 77-89. doi:10.1016/s0272-6963(01)00078-xKitchenham, B., Pearl Brereton, O., Budgen, D., Turner, M., Bailey, J., & Linkman, S. (2009). Systematic literature reviews in software engineering – A systematic literature review. Information and Software Technology, 51(1), 7-15. doi:10.1016/j.infsof.2008.09.009Rius-Sorolla, G., Maheut, J., Estelles-Miguel, S., & Garcia-Sabater, J. P. (2017). Protocol: Systematic Literature Review on coordination mechanisms for the mathematical programming models in production planning with decentralized decision making. WPOM-Working Papers on Operations Management, 8(2), 22. doi:10.4995/wpom.v8i2.7858Rius-Sorolla, G., Maheut, J., Estellés-Miguel, S., & Garcia-Sabater, J. P. (2018). Coordination mechanisms with mathematical programming models for decentralized decision-making: a literature review. Central European Journal of Operations Research, 28(1), 61-104. doi:10.1007/s10100-018-0594-zCooper, M. C., Lambert, D. M., & Pagh, J. D. (1997). Supply Chain Management: More Than a New Name for Logistics. The International Journal of Logistics Management, 8(1), 1-14. doi:10.1108/09574099710805556Colla, E., & Dupuis, M. (2002). Research and managerial issues on global retail competition: Carrefour/Wal‐Mart. International Journal of Retail & Distribution Management, 30(2), 103-111. doi:10.1108/09590550210418128Dyer, J. H., Cho, D. S., & Cgu, W. (1998). Strategic Supplier Segmentation: The Next «Best Practice» in Supply Chain Management. California Management Review, 40(2), 57-77. doi:10.2307/41165933Bloom, P. N., & Perry, V. G. (2001). Retailer power and supplier welfare. Journal of Retailing, 77(3), 379-396. doi:10.1016/s0022-4359(01)00048-3Muller, H. E. (2009). Supplier integration: an international comparison of supplier and automaker experiences. International Journal of Automotive Technology and Management, 9(1), 18. doi:10.1504/ijatm.2009.023584Dyer, J., & Chu, W. (2010). The determinants of trust in supplier–automaker relations in the US, Japan, and Korea: A retrospective. Journal of International Business Studies, 42(1), 28-34. doi:10.1057/jibs.2010.48Dyer, J. H., & Chu, W. (2000). The Determinants of Trust in Supplier-Automaker Relationships in the U.S., Japan and Korea. Journal of International Business Studies, 31(2), 259-285. doi:10.1057/palgrave.jibs.8490905Dyer, J. H., & Chu, W. (2003). The Role of Trustworthiness in Reducing Transaction Costs and Improving Performance: Empirical Evidence from the United States, Japan, and Korea. Organization Science, 14(1), 57-68. doi:10.1287/orsc.14.1.57.12806GM Ranked Worst Automaker by U.S. Suppliers: Survey Reutershttps://www.reuters.com/article/us-gm-suppliers-survey/gm-ranked-worst-automaker-by-u-s-suppliers-survey-idUSBREA4B01I20140512Ritchie, P. (1990). McDonald′s: A Winner through Logistics. International Journal of Physical Distribution & Logistics Management, 20(3), 21-24. doi:10.1108/eum0000000000356McDonald’s Our Historyhttps://www.mcdonalds.com/us/en-us/about-us/our-history.htmlXing, Liu, Wang, Shen, & Zhu. (2019). Environmental Regulation, Environmental Commitment, Sustainability Exploration/Exploitation Innovation, and Firm Sustainable Development. Sustainability, 11(21), 6001. doi:10.3390/su11216001Deloitte Global Powers of Retailing 2018https://www2.deloitte.com/ni/es/pages/consumer-business/articles/global-powers-of-retailing-2018.htmlMercadonahttps://ssrn.com/abstract=1607757Balance Gran Consumo 2016https://www.kantarworldpanel.com/es/Noticias/El-Gran-Consumo-cae-en-2016#downloadThankyouCallejo, M. B.-, & Heredero, C. de P.-. (2019). Co-innovation at Mercadona: a radically different and unique innovation model in the retail sector. 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Vested outsourcing: a flexible framework for collaborative outsourcing. Strategic Outsourcing: An International Journal, 5(1), 4-14. doi:10.1108/17538291211221924Krause, D. R., Scannell, T. V., & Calantone, R. J. (2000). A Structural Analysis of the Effectiveness of Buying Firms’ Strategies to Improve Supplier Performance. Decision Sciences, 31(1), 33-55. doi:10.1111/j.1540-5915.2000.tb00923.xZimmer, K., Fröhling, M., & Schultmann, F. (2015). Sustainable supplier management – a review of models supporting sustainable supplier selection, monitoring and development. International Journal of Production Research, 54(5), 1412-1442. doi:10.1080/00207543.2015.1079340Wynstra, F., & Pierick, E. ten. (2000). Managing supplier involvement in new product development: a portfolio approach. 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Is Innovation a Driver of Sustainability? An Analysis from a Spanish Region

[EN] 1. Background. It is well-known that innovation contributes to economic growth, improves productivity and enables competitive advantage. However, beyond these matters, it would be of interest to know what role innovation plays in relation to sustainability. This paper focuses on whether innovation is a driver of sustainability in its three dimensions: social, economic and environmental. 2. Methods. The study was conducted with companies in the Valencian community (Spain) to analyze whether they significantly contribute to sustainability as innovators. Economical sustainability was assessed based on economic and financial profitability; social sustainability was assessed by employment generation. To determine whether companies contributed to environmental sustainability, we considered those which, apart from a reputation ("label") in innovation, had some kind of environmental certification. 3. Results. Our results indicate that innovative companies are more profitable and generate more employment. However, there are no differences in terms of performance and employment generation between innovative companies and those that are also environmentally sensitive. 4. Conclusion. Innovation is a driving force of economic and social sustainability in the studied area, but environmental sensitivity is not a driver for economic and social sustainability.Llorca-Ponce, A.; Rius-Sorolla, G.; Ferreiro-Seoane, FJ. (2021). Is Innovation a Driver of Sustainability? An Analysis from a Spanish Region. Sustainability. 13(16):1-31. https://doi.org/10.3390/su13169286S131131

Apuntes de Compras y Aprovisionamiento

En este libro de apuntes se abordan los siguientes temas de relevancia para las funciones de compras y aprovisionamiento: Búsqueda, selección y evaluación de proveedores; gestión de ofertas; negociación en compras; subcontratación; compras internacionales; y estrategias de aprovisionamiento.Mula Bru, J.; Rius Sorolla, GV. (2019). Apuntes de Compras y Aprovisionamiento. Universitat Politècnica de València. http://hdl.handle.net/10251/13223

Coordination mechanisms with mathematical programming models for decentralized decision-making, a literature review

[EN] The increase in the complexity of supply chains requires greater efforts to align the activities of all its members in order to improve the creation of value of their products or services offered to customers. In general, the information is asymmetric; each member has its own objective and limitations that may be in conflict with other members. Operations managements face the challenge of coordinating activities in such a way that the supply chain as a whole remains competitive, while each member improves by cooperating. This document aims to offer a systematic review of the collaborative planning in the last decade on the mechanisms of coordination in mathematical programming models that allow us to position existing concepts and identify areas where more research is needed.Rius-Sorolla, G.; Maheut, J.; Estelles Miguel, S.; García Sabater, JP. (2020). Coordination mechanisms with mathematical programming models for decentralized decision-making, a literature review. 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Lagrangian relaxation of the generic materials and operations planning model

The supply chain management requires increasingly proposals for the production programming planning that brings together its special singularities. Solving coexisting products and alternative processes or by-products must be allowed by the mathematical programming models. The generic materials and operations planning (GMOP) formulation allows operating with different materials and process lists. The paper presents a procedure to solve the versatile GMOP model by the Lagrange Relaxation. The subgradient update method of the lagrangian multiplier is compared with a linear update method. Obtaining lower bound faster compared to the linear method is allowed by the subgradient method, but the linear method provides better solutions after certain iterations

El efecto del empleo de anclas verbales o numéricas en una rúbrica para evaluar presentaciones orales, sobre la consistencia de las puntuaciones de los alumnos universitarios

[EN] In this paper we compare the use of two versions of a rubric for evaluation by university students, of oral presentations of their peers. We have analyzed two sets of data from Industrial Engineering students: 29 presentations (449 independent evaluations) in 2004 and 36 presentations (468 independent evaluations) in 2013. Contrary to expectations the consistency of assessments using improved rubric (second version) are worse than the first. But this may be due to differences in how to perform the evaluation activity with students[ES] En este trabajo comparamos el uso de dos versiones de una rúbrica para la evaluación, por parte de alumnos universitarios, de las presentaciones orales de sus compañeros. Hemos analizado dos conjuntos de datos provenientes de estudiantes de Ingeniería de Organización Industrial: 29 presentaciones (449 evaluaciones independientes) en el año 2004 y 36 presentaciones (468 evaluaciones independientes) en el año 2013. Contrariamente a lo esperado la consistencia de las evaluaciones de la rúbrica mejorada (segunda versión) son peores que la primera. Pero esto puede ser debido a las diferencias en el modo de realizar la actividad de evaluación con los alumnos.Este trabajo ha sido realizado con la financiación de Universitat Politécnica de Valencia PIME/2015/A/009/A “Evaluación de los indicadores del comportamiento innovador en el alumno universitario”. Los autores agradecen los comentarios y sugerencias recibidas por los integrantes del grupo EICE-IEMA de la Universitat Politècnica de ValènciaMarín García, JA.; Santandreu Mascarell, C.; Maheut, J.; Rius Sorolla, G. (2016). El efecto del empleo de anclas verbales o numéricas en una rúbrica para evaluar presentaciones orales, sobre la consistencia de las puntuaciones de los alumnos universitarios. En In-Red 2016. II Congreso nacional de innovación educativa y docencia en red. Editorial Universitat Politècnica de València. https://doi.org/10.4995/INRED2016.2016.4314OC

Protocolo:revisión sistemática de literatura sobre los mecanismos de coordinación en los modelos de programación matemática para la toma de decisiones descentralizadas

[EN] The article presents the research protocol for a systematic literature review on the coordination mechanisms in the mathematical programming for decentralized decision making on the planning and scheduling, intra or inter companies from 2006 to 2016.[ES] El artículo presenta el protocolo de investigación para la realización de una revisión sistemática sobre los mecanismos de coordinación en los modelos de programación matemá- tica, para la toma de decisiones descentralizadas sobre la planificación y la programación de la producción, entre plantas de la misma empresa o entre plantas de diferentes empresas, en el periodo de 2006 a 2016.Rius-Sorolla, G.; Maheut, J.; Estelles-Miguel, S.; Garcia-Sabater, JP. (2017). Protocol: Systematic Literature Review on coordination mechanisms for the mathematical programming models in production planning with decentralized decision making. 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