Efficient Take‐Back Legislation

Product and waste take‐back is becoming more regulated by countries to protect the environment. Such regulation puts an economic burden on firms, while creating fairness concerns and potentially even missing its primary target: environmental benefits. This research discusses the economic and environmental impacts of extended producer responsibility type of legislation and identifies efficiency conditions. It is shown that the right policy would (i) make producers responsible for their own waste to avoid fairness concerns and (ii) favor eco‐design producers to create stronger environmental benefits. Furthermore, the efficiency of take‐back systems is also driven by environmental classification of products, industry structure, and end‐user willingness to participate in take‐back programs.     

Stakeholder Perspectives on E‐Waste Take‐Back Legislation

In this study, we compare two common forms of product take‐back legislation implementation: (i) manufacturer‐operated systems, where the state imposes certain take‐back objectives on manufacturers, and (ii) state‐operated systems, where manufacturers or consumers finance take‐back through recovery fees. We show that their impacts on different stakeholders, that is, social welfare, manufacturers, consumers, and the environment, can be significantly different and stakeholder preferences for these models vary depending on the operating environments (e.g., production and take‐back costs, and environmental externalities). We also consider the impact of operational externalities such as operating and monitoring costs, and show how they affect stakeholder preferences.     

Impact of Take‐Back Regulation on the Remanufacturing Industry

As waste from used electronic products grows steadily, manufacturers face take‐back regulations mandating its collection and proper treatment through recycling, or remanufacturing. Environmentalists greet such regulation with enthusiasm, but its effect on remanufacturing activity and industry competition remains unclear. We research these questions, using a stylized model with an original equipment manufacturer (OEM) facing competition from an independent remanufacturer (IR). We examine the effects of regulation on three key factors: remanufacturing levels, consumer surplus, and the OEM profit. First, we find that total OEM remanufacturing actually may decrease under high collection and/or reuse targets, meaning more stringent targets do not imply more remanufacturing. Consumer surplus and the OEM profit, meanwhile, may increase when OEM‐IR competition exists in a regulated market. Finally, through a numerical study, we investigate how total welfare changes in the collection target, what happens when the cost of collection is not linear, and what happens when IR products are valued differently by consumers.     

An Operations Perspective on Product Take‐Back Legislation for E‐Waste: Theory,Practice, and Research Needs

Agrowing stream of environmental legislation enforces collection and recycling of used electrical and electronics products. Based on our experiences with producers coping with e‐waste legislation, we find that there is a strong need for research on the implications of such legislation from an operations perspective. In particular, as a discipline at the interface of systems design and economic modeling, operations focused research can be extremely useful in identifying appropriate e‐waste take‐back implementations for different business environments and how producers should react to them.     

An Analysis of Monopolistic and Competitive Take‐Back Schemes for WEEE Recycling

We study two prevailing types of take‐back schemes for electrical and electronic equipment waste recycling: monopolistic and competitive. We address key market and operating factors that make one scheme preferable to the other from the viewpoints of recyclers, manufacturers, and consumers. To this end, we model competitive decision making in both take‐back schemes as two‐stage sequential games between competing manufacturers and recyclers. Deriving and computing equilibria, we find that the competitive take‐back scheme often accomplishes a win–win situation, that is, lower product prices, and higher recycler and manufacturer profits. Exceptionally, recyclers prefer the monopolistic scheme when the substitutability level between the manufacturers' original products is high or economies of scale in recycling are very strong. We show that consolidation of the recycling industry could benefit all stakeholders when the economies of scale in recycling are strong, provided that manufacturer's products are not highly substitutable. Higher collection rates also render recycler consolidation desirable for all stakeholders. We also identify a potential free rider problem in the monopolistic scheme when recyclers differ in operational efficiency, and propose mechanisms to eliminate the discrepancy. We show that our results and insights are robust to the degree of competition within the recycling industry.     

A Comparison of Product Take‐Back Compliance Schemes

Product take‐back regulation, under which firms finance the collection and treatment of their end‐of‐life products, is a widely used environmental program. One of the most common compliance schemes is collectively with cost allocation by market share. As an alternative, individual compliance scheme is considered. Assuming that firms can choose their compliance scheme, we compare these two schemes with respect to the costs they impose on firms and environmental benefits. We show that high collection targets and large market shares among firms in a collective compliance scheme make it more cost‐effective. From an environmental benefits perspective, the prevailing intuition is that collection rates will be higher under collective schemes but individual compliance will provide more incentive for higher recyclability levels. Our results challenge both of these premises. We identify conditions under which collection rates are higher when firms comply individually and recyclability levels are higher when firms comply collectively and allocate costs with respect to market shares.     

Equity‐Based Incentives and Supply Chain Buy‐Back Contracts*

We analyze the effect of equity‐based incentives in a supply chain with a downstream firm and an upstream supplier. By using the operational decision as a signal to influence external investors’ beliefs, the downstream firm's manager intends to maximize a convex combination of the interim share price and the terminal cash flows. We show that equity‐based incentives create a side effect. Specifically, with a universal buy‐back contract, the deadweight loss of signaling induced by equity‐based incentives could spread throughout the supply chain and cause chain‐wide damages. To mitigate such undesirable consequences, we propose a new mechanism to eliminate the inefficiency. We derive the optimal mechanism that maximizes the downstream firm's profits subject to the constraint that the supply chain efficiency is not undermined. In contrast to the full‐information benchmark, this mechanism gives positive surplus to the supplier. [Submitted: January 5, 2011. Revisions received: June 20, 2011; December 11, 2011. Accepted: December 22, 2011.]     

Multiproduct,Multicriteria Model for Supplier Selection with Product Life‐Cycle Considerations

In industrial purchasing contexts firms often procure a set of products from the same suppliers to benefit from economies of scale and scope. These products are often at different stages of their respective product life cycles (PLCs). Firms consider multiple criteria in purchasing such products, and the relative importance of these criteria varies depending on the PLC stage of a given product. Therefore, a firm should select suppliers and choose sourcing arrangements such that product requirements across multiple criteria are satisfied over time. The extant models in sourcing literature for evaluating and selecting suppliers for a portfolio of products have not considered this important and practical issue faced by firms. This article proposes a mathematical model that effectively addresses this issue and contributes to the sourcing literature by demonstrating an approach for optimally selecting suppliers and supplier bids given the relative importance of multiple criteria across multiple products over their PLC. The application of the model on a hypothetical data set illustrates the strategic and tactical significance of such considerations.     

Closed‐Loop Supply Chains: A Critical Review,and Future Research*

In this article, I present a review and tutorial of the literature on closed‐loop supply chains, which are supply chains where, in addition to typical forward flows, there are reverse flows of used products (postconsumer use) back to manufacturers. Examples include supply chains with consumer returns, leasing options, and end‐of‐use returns with remanufacturing. I classify the literature in terms of strategic, tactical, and operational issues, but I focus on strategic issues (such as when should an original equipment manufacturer (OEM) remanufacture, response to take‐back legislation, and network design, among others) and tactical issues (used product acquisition and disposition decisions). The article is written in the form of a tutorial, where for each topic I present a base model with underlying assumptions and results, comment on extensions, and conclude with my view on needed research areas.     

End‐of‐Life Inventory Decisions for Consumer Electronics Service Parts

We consider a consumer electronics manufacturer's problem of controlling the inventory of spare parts in the final phase of the service life cycle. The final phase starts when the part production is terminated and continues until the last service contract or warranty period expires. Placing final orders for service parts is considered to be a popular tactic to satisfy demand during this period and to mitigate the effect of part obsolescence at the end of the service life cycle. Previous research focuses on repairing defective products by replacing the defective parts with properly functioning spare ones. However, for consumer electronic products there typically is considerable price erosion while repair costs stay steady over time. As a consequence, there might be a point in time at which the unit price of the product drops below the repair costs. If so, it is more cost effective to adopt an alternative policy to meet service demands toward the end of the final phase, such as offering customers a new product of the similar type or a discount on a next generation product. This study examines the cost trade‐offs of implementing alternative policies for the repair policy and develops an exact expression for the expected total cost function. Using this expression, the optimal final order quantity and switching time from repair to an alternative policy can be determined simultaneously. Numerical analysis of a real world case sheds light on the cost benefits of these policies and also yields insights into the quantitative importance of the various cost parameters.     

Evaluation of Take‐Home Exposure and Risk Associated with the Handling of Clothing Contaminated with Chrysotile Asbestos

The potential for para‐occupational (or take‐home) exposures from contaminated clothing has been recognized for the past 60 years. To better characterize the take‐home asbestos exposure pathway, a study was performed to measure the relationship between airborne chrysotile concentrations in the workplace, the contamination of work clothing, and take‐home exposures and risks. The study included air sampling during two activities: (1) contamination of work clothing by airborne chrysotile (i.e., loading the clothing), and (2) handling and shaking out of the clothes. The clothes were contaminated at three different target airborne chrysotile concentrations (0–0.1 fibers per cubic centimeter [f/cc], 1–2 f/cc, and 2–4 f/cc; two events each for 31–43 minutes; six events total). Arithmetic mean concentrations for the three target loading levels were 0.01 f/cc, 1.65 f/cc, and 2.84 f/cc (National Institute of Occupational Health and Safety [NIOSH] 7402). Following the loading events, six matched 30‐minute clothes‐handling and shake‐out events were conducted, each including 15 minutes of active handling (15‐minute means; 0.014–0.097 f/cc) and 15 additional minutes of no handling (30‐minute means; 0.006–0.063 f/cc). Percentages of personal clothes‐handling TWAs relative to clothes‐loading TWAs were calculated for event pairs to characterize exposure potential during daily versus weekly clothes‐handling activity. Airborne concentrations for the clothes handler were 0.2–1.4% (eight‐hour TWA or daily ratio) and 0.03–0.27% (40‐hour TWA or weekly ratio) of loading TWAs. Cumulative chrysotile doses for clothes handling at airborne concentrations tested were estimated to be consistent with lifetime cumulative chrysotile doses associated with ambient air exposure (range for take‐home or ambient doses: 0.00044–0.105 f/cc year).     

Supply Chain Knowledge and Performance: A Meta‐Analysis

Many firms make significant investments into developing and managing knowledge within their supply chains. Such investments are often prudent because studies indicate that supply chain knowledge (SCK) has a positive influence on performance. Key questions still surround the SCK–performance relationship, however. First, what is the overall relationship between SCK and performance? Second, under what conditions is the relationship stronger or weaker? To address these questions, we applied meta‐analysis to 35 studies of the SCK–performance relationship that collectively include more than 8,400 firms. Our conservative estimate is that the effect size of the overall relationship is  = .39. We also find that the SCK–performance relationship is stronger when (i) examining operational performance, (ii) gathering data from more than one supply chain node, (iii) gathering data from multiple countries, (iv) examining service industries, and (v) among more recently published studies. We also found that studies that embraced a single theory base (as opposed to using multiple ones) had a stronger SCK–performance relationship. Looking to the future, our meta‐analysis highlights the need for studies to (i) include lags between the measurement of SCK and performance, (ii) gather upstream data when examining innovation, (iii) examine SCK within emerging countries, and (iv) provide much more information relative to the nuances of the SCK examined.     

Static and Dynamic Pricing of Excess Capacity in a Make‐to‐Order Environment

We consider a make‐to‐order manufacturer that serves two customer classes: core customers who pay a fixed negotiated price, and “fill‐in” customers who make submittal decisions based on the current price set by the firm. Using a Markovian queueing model, we determine how much the firm can gain by explicitly accounting for the status of its production facility in making pricing decisions. Specifically, we examine three pricing policies: (1) static, state‐independent pricing, (2) constant pricing up to a cutoff state, and (3) general state‐dependent pricing. We determine properties of each policy, and illustrate numerically the financial gains that the firm can achieve by following each policy as compared with simpler policies. Our main result is that constant pricing up to a cutoff state can dramatically outperform a state‐independent policy, while at the same time achieving most of the increase in revenue achievable from general state‐dependent pricing. Thus, we find that constant pricing up to a cutoff state presents an attractive tradeoff between ease of implementation and revenue gain. When the costs of policy design and implementation are taken into account, this simple heuristic may actually out‐perform general state‐dependent pricing in some settings.     

Selling with Money‐Back Guarantees: The Impact on Prices,Quantities, and Retail Profitability

In this paper, we consider a retailer adopting a “money‐back‐guaranteed” (MBG) sales policy, which allows customers to return products that do not meet their expectations to the retailer for a full or partial refund. The retailer either salvages returned products or resells them as open‐box items at a discount. We develop a model in which the retailer decides on the quantity to procure, the price for new products, the refund amount, as well as the price of returned products when they are sold as open‐box. Our model captures important features of MBG sales including demand uncertainty, consumer valuation uncertainty, consumer returns, the sale of returned products as open‐box items, and consumer choice between new and returned products and possibility of exchanges when restocking is considered. We show that selling with MBGs increases retail sales and profit. Furthermore, the second‐sale opportunity created by restocking returned products enables the retailer to generate additional revenues. Our analysis identifies the ideal conditions under which this practice is most beneficial to the retailer. Offering an MBG without restocking increases the new product price. We show that if the retailer decides to resell the returned items as open‐box, the price of the new product further increases, while open‐box items are sold at a discount. On the other hand, customers enjoy more generous refunds along with lower restocking fees. The opportunity to resell returned products also generally decreases the initial stocking levels of the retailer. Our extensive numerical study substantiates the analytical results and sharpens our insights into the drivers of performance of MBG policies and their impact on retail decisions.     

Design for the Environment: Life‐Cycle Approach Using a Newsvendor Model

Introducing environmental innovations in product and process design can affect the product's cost and demand, as well as the environmental impact in different stages of its life cycle (such as manufacturing and use stages). In this article, we advance understanding on where such design changes can be most effective economically to the firm and examine their corresponding environmental consequences. We consider a profit maximizing firm (newsvendor) deciding on the production quantity as well as its environmentally focused design efforts. We focus our results along the two dimensions of demand characteristics and life‐cycle environmental impact levels, specifically functional vs. innovative products, and higher manufacturing stage environmental impact vs. higher use stage environmental impact. We also discuss the environmental impact of overproduction and how it relates to the different types of products and their salvage options. We find that although the environmental impact per unit always improves when firms use eco‐efficient or demand‐enhancing innovations, the total environmental impact can either increase or decrease due to increased production quantities. We identify the conditions for such cases by looking at the environmentally focused design efforts needed to compensate for the increase in production. We also show that the environmental impact of overproduction plays an important role in the overall environmental impact of the firm. We conclude by applying our model to different product categories.     

Coordinating Service‐Sensitive Demand and Capacity by Adaptive Decision Making: An Application of Case‐Based Decision Theory*

The subject of this article is the simultaneous choice of product price and manufacturing capacity if demand is stochastic and service‐level sensitive. In this setting, capacity as well as price have an impact on demand because several aspects of service level depend on capacity. For example, delivery time will be reduced if capacity is increased given a constant demand rate. We illustrate the relationship between service level, capacity, and demand reaction by a stylized application problem from the after‐sales services industry. The reaction of customers to variations in service level and price is represented by a kinked price‐demand‐rate function. We first derive the optimal price‐capacity combination for the resulting decision problem under full information. Subsequently, we focus on a decision maker (DM) who lacks complete knowledge of the demand function. Hence the DM is unable to anticipate the service level and consequently cannot identify the optimal solution. However, the DM will acquire additional information during the sales process and use it in subsequent revisions of the price‐capacity decision. Thus, this decision making is adaptive and based on experience. In contrast to the literature, which assumes certain repetitive procedures somewhat ad hoc, we develop an adaptive decision process based on case‐based decision theory (CBDT) for the price‐capacity problem. Finally, we show that a CBDT DM in our setting eventually finds the optimal solution, if the DM sets the price based on absorption costs and adequately adjusts the capacity with respect to the observed demand.     

Workload Control and Order Release: A Lean Solution for Make‐to‐Order Companies

Protecting throughput from variance is the key to achieving lean. Workload control (WLC) accomplishes this in complex make‐to‐order job shops by controlling lead times, capacity, and work‐in‐process (WIP). However, the concept has been dismissed by many authors who believe its order release mechanism reduces the effectiveness of shop floor dispatching and increases work center idleness, thereby also increasing job tardiness results. We show that these problems have been overcome. A WLC order release method known as “LUMS OR” (Lancaster University Management School order release) combines continuous with periodic release, allowing the release of work to be triggered between periodic releases if a work center is starving. This paper refines the method based on the literature (creating “LUMS COR” [Lancaster University Management School corrected order release]) before comparing its performance against the best‐performing purely periodic and continuous release rules across a range of flow directions, from the pure job shop to the general flow shop. Results demonstrate that LUMS COR and the continuous WLC release methods consistently outperform purely periodic release and Constant WIP. LUMS COR is considered the best solution in practice due to its excellent performance and ease of implementation. Findings have significant implications for research and practice: throughput times and job tardiness results can be improved simultaneously and order release and dispatching rules can complement each other. Thus, WLC represents an effective means of implementing lean principles in a make‐to‐order context.     

Lean Control for Make‐to‐Order Companies: Integrating Customer Enquiry Management and Order Release

A lead time that is short, predictable, and reliable is an increasingly important criterion in supplier selection. Although many companies may achieve this through lean implementation, high‐variety manufacturers, for example, small and medium‐sized make‐to‐order companies, have found that lean's planning and control techniques do not apply. This article outlines a planning and control concept known as workload control (WLC) that integrates customer enquiry management, including a due‐date setting rule, with order release control. Simulation is then used to assess its impact on shop performance. Results demonstrate that an integrated WLC concept can reduce the percentage of tardy jobs—so short lead times can be realistically quoted—while also reducing and stabilizing workloads. WLC can level demand and production over time when work is not standardized and it is not possible to synchronize flows on the shop floor. Results are shown to be robust to changes in routing characteristics, the mix of orders with due dates specified by the customer and proposed internally, and the strike rate (or order‐winning probability). Hence, an integrated approach to WLC represents an important step toward achieving lean in make‐to‐order companies.     

Supply Performance in Multi‐Echelon Inventory Systems with Intermediate Product Demand: A Perspective on Allocation

In this article, we study the performance of multi‐echelon inventory systems with intermediate, external product demand in one or more upper echelons. This type of problem is of general interest in inventory theory and of particular importance in supply chain systems with both end‐product demand and spare parts (subassemblies) demand. The multi‐echelon inventory system considered here is a combination of assembly and serial stages with direct demand from more than one node. The aspect of multiple sources of demands leads to interesting inventory allocation problems. The demand and capacity at each node are considered stochastic in nature. A fixed supply and manufacturing lead time is used between the stages. We develop mathematical models for these multi‐echelon systems, which describe the inventory dynamics and allow simulation of the system. A simulation‐based inventory optimization approach is developed to search for the best base‐stock levels for these systems. The gradient estimation technique of perturbation analysis is used to derive sample‐path estimators. We consider four allocation schemes: lexicographic with priority to intermediate demand, lexiographic with priority to downstream demand, predetermined proportional allocation, and proportional allocation. Based on the numerical results we find that no single allocation policy is appropriate under all conditions. Depending on the combinations of variability and utilization we identify conditions under which use of certain allocation polices across the supply chain result in lower costs. Further, we determine how selection of an inappropriate allocation policy in the presence of scarce on‐hand inventory could result in downstream nodes facing acute shortages. Consequently we provide insight on why good allocation policies work well under differing sets of operating conditions.     

A Path to Successful IT Outsourcing: Interaction Between Service‐Level Agreements and Commitment

Although service‐level agreements (SLAs) are important for IT outsourcing management, appropriate mechanisms for constructing effective SLAs are still poorly understood, leading to inadequate or overcomplicated contracts that are ineffective. This study examines the associations among three distinct sets of SLA characteristics and outsourcing success, as well as the role of commitment in these relationships. Analyzing survey data based on a model theorizing the alignment of SLA characteristics with intended outsourcing objectives, we find that different types of benefits attained through IT outsourcing arrangements are associated with the use of specific contractual dimensions. We also find that commitment, in general, moderates the impact of SLAs on outsourcing success, although the nature of the moderation varies with the different benefits IT outsourcing engagement is intended to achieve. Interestingly, in certain cases—change characteristics for achieving technology benefits, in particular—commitment can be a barrier to the effective use of SLAs in achieving intended outsourcing benefits. As such, our study extends the literature on IT outsourcing, contracting and commitment, as well as provides a general guideline for practitioners to structure effective SLAs and to properly use commitment for managing IT outsourcing engagements to successfully achieve intended benefits.