Product flows and decision models in Internet fulfillment warehouses

Internet Fulfillment Warehouses (IFWs) present a new operational model in the design and control of warehouses. IFWs operate with new paradigms, specifically, the use of an explosive storage policy combined with commingled storage are key features in achieving fast fulfillment. We document and present the process, data, and decision flows of IFW operations. The flows were synthesised from an observational study at the largest IFW operator. Detailed flows are presented for: (i) receiving and stocking (ii) order picking and consolidation and (iii) truck assignment and loading. The key contribution of this paper is introducing new warehousing models that are unique to fulfillment facilities which stock thousands of different products and process a very large number of small quantity customer orders. Multiple flow control and decision optimisation problems can be formulated from the operational models. Five specific problems are introduced, each focuses on the online retailing objective of fast fulfillment.     

Revenue Management of Reusable Resources with Advanced Reservations

We consider a revenue management problem wherein the seller is endowed with a single type resource with a finite capacity and the resource can be repeatedly used to serve customers. There are multiple classes of customers arriving according to a multi‐class Poisson process. Each customer, upon arrival, submits a service request that specifies his service start time and end time. Our model allows customer advanced reservation times and services times in each class to be arbitrarily distributed and correlated. Upon arrival of each customer, the seller must instantaneously decide whether to accept this customer's service request. A customer whose request is denied leaves the system. A customer whose request is accepted is allocated with a specific item of the resource at his service start time. The resource unit occupied by a customer becomes available to other customers after serving this customer. The seller aims to design an admission control policy that maximizes her expected long‐run average revenue. We propose a policy called the ε‐perturbation class selection policy (ε‐CSP), based on the optimal solution in the fluid setting wherein customers are infinitesimal and customer arrival processes are deterministic, under the restriction that the seller can utilize at most (1 − ε) of her capacity for any ε ∈ (0, 1). We prove that the ε‐CSP is near‐optimal. More precisely, we develop an upper bound of the performance loss of the ε‐CSP relative to the seller's optimal revenue, and show that it converges to zero with a square‐root convergence rate in the asymptotic regime wherein the arrival rates and the capacity grow up proportionally and the capacity buffer level ε decays to zero.     

考虑服务约束的第三方仓库收益与设计优化模型

第三方仓库作为服务提供商, 主要以期望收益最大化为目标, 但是必须满足一定的顾客服务标准。针对高需求环境, 考虑顾客服务水平约束, 提出了一个基于排队论的随机设计优化模型以使仓库的期望收益最大化。采用动态优化算法对模型求解, 选取实例进行了数值实验。结果显示, 模型的优化设计显著地提高了高需求环境下该第三方仓库的期望收益。在此基础上, 找到了服务约束的可行范围和有效范围, 为决策者制定服务标准提供了依据。     

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.     

Location and reliability problems on a line: Impact of objectives and correlated failures on optimal location patterns

In this paper we study a class of locations models where facilities are not perfectly reliable and failures may be correlated. We analyze problems with Median and Center objectives under complete and incomplete customer information regarding the state of facilities. The goal is to understand how failure probabilities, correlations, availability of information, and problem objective affect the optimal location patterns. In particular, we want to find analytical confirmations for location patterns observed in numerical experiments with network location models. To derive closed-form analytical results the analysis is restricted to a simple (yet classic) setting: a 2-facility problem on a unit segment, with customer demand distributed uniformly over the segment (results can be extended to other demand distributions as well). We derive explicit expressions for facility trajectories as functions of model parameters, obtaining a number of managerial insights. In addition we provide the decomposition of the optimal cost into the closed form components corresponding to the cost of travel, the cost of facility unreliability and the cost of incomplete information. Most of the theoretical insights are confirmed via numerical experiments for models with larger (3–5) number of facilities.     

Reducing Drinking Water Supply Chemical Contamination: Risks from Underground Storage Tanks

Drinking water supplies are at risk of contamination from a variety of physical, chemical, and biological sources. Ranked among these threats are hazardous material releases from leaking or improperly managed underground storage tanks located at municipal, commercial, and industrial facilities. To reduce human health and environmental risks associated with the subsurface storage of hazardous materials, government agencies have taken a variety of legislative and regulatory actions—which date back more than 25 years and include the establishment of rigorous equipment/technology/operational requirements and facility‐by‐facility inspection and enforcement programs. Given a history of more than 470,000 underground storage tank releases nationwide, the U.S. Environmental Protection Agency continues to report that 7,300 new leaks were found in federal fiscal year 2008, while nearly 103,000 old leaks remain to be cleaned up. In this article, we report on an alternate evidence‐based intervention approach for reducing potential releases from the storage of petroleum products (gasoline, diesel, kerosene, heating/fuel oil, and waste oil) in underground tanks at commercial facilities located in Rhode Island. The objective of this study was to evaluate whether a new regulatory model can be used as a cost‐effective alternative to traditional facility‐by‐facility inspection and enforcement programs for underground storage tanks. We conclude that the alternative model, using an emphasis on technical assistance tools, can produce measurable improvements in compliance performance, is a cost‐effective adjunct to traditional facility‐by‐facility inspection and enforcement programs, and has the potential to allow regulatory agencies to decrease their frequency of inspections among low risk facilities without sacrificing compliance performance or increasing public health risks.     

Assortment Optimization under the Multinomial Logit Model with Random Choice Parameters

We consider assortment optimization problems under the multinomial logit model, where the parameters of the choice model are random. The randomness in the choice model parameters is motivated by the fact that there are multiple customer segments, each with different preferences for the products, and the segment of each customer is unknown to the firm when the customer makes a purchase. This choice model is also called the mixture‐of‐logits model. The goal of the firm is to choose an assortment of products to offer that maximizes the expected revenue per customer, across all customer segments. We establish that the problem is NP complete even when there are just two customer segments. Motivated by this complexity result, we focus on assortments consisting of products with the highest revenues, which we refer to as revenue‐ordered assortments. We identify specially structured cases of the problem where revenue‐ordered assortments are optimal. When the randomness in the choice model parameters does not follow a special structure, we derive tight approximation guarantees for revenue‐ordered assortments. We extend our model to the multi‐period capacity allocation problem, and prove that, when restricted to the revenue‐ordered assortments, the mixture‐of‐logits model possesses the nesting‐by‐fare‐order property. This result implies that revenue‐ordered assortments can be incorporated into existing revenue management systems through nested protection levels. Numerical experiments show that revenue‐ordered assortments perform remarkably well, generally yielding profits that are within a fraction of a percent of the optimal.     

On tie breaking in competitive location under binary customer behavior

Ties in customer facility choice may occur when the customer selects the facility with maximum utility to be served. In the location literature ties in maximum utility are broken by assigning a fixed proportion of the customer demand to the facilities with maximum utility which are owned by the entering firm. This tie breaking rule does not take into account the number of tied facilities of both the entering firm and its competitors. In this paper we introduce a more realistic tie breaking rule which assigns a variable proportion of customer demand to the entering firm depending on the number of tied facilities. We present a general framework in which optimal locations for the old and the new tie breaking rules can be obtained through Integer Linear Programming formulations of the corresponding location models. The optimal locations are obtained for the old tie breaking rule for different values of the fixed proportion and a comparison with the results obtained for the new tie breaking rule is drawn with data of Spanish municipalities in a variety of scenarios. Finally, some conclusions are presented.     

Managing High‐Tech Capacity Expansion via Reservation Contracts

We study capacity reservation contracts between a high‐tech manufacturer (supplier) and her OEM customer (buyer). The supplier and the buyer are partners who enter a ‘design‐win” agreement to develop the product, and who share the stochastic demand information. To encourage the supplier for more aggressive capacity expansion, the buyer reserves capacity upfront by paying a deductible fee. As capacity expansion demonstrates diseconomy of scale in this context, we assume convex capacity costs. We show that as the buyer's revenue margin decreases, the supplier faces a sequence of four profit scenarios with decreasing desirability. We examine the effects of market size and demand variability to the contract conditions. We propose two channel coordination contracts, and discuss how such contracts can be tailored for situations where the supplier has the option of not complying with the contract, and when the buyer's demand information is only partially updated during the supplier's capacity lead‐time.     

The Impact of Revenue‐Maximizing Priority Pricing on Customer Delay Costs

Speed is an increasingly important determinant of which suppliers will be given customers' business and is defined as the time between when an order is placed by the customer and when the product is delivered, or as the amount of time customers must wait before they receive their desired service. In either case, the speed a customer experiences can be enhanced by giving priority to that particular customer. Such a prioritization scheme will necessarily reduce the speed experienced by lower‐priority customers, but this can lead to a better outcome when different customers place different values on speed. We model a single resource (e.g., a manufacturer) that processes jobs from customers who have heterogeneous waiting costs. We analyze the price that maximizes priority revenue for the resource owner (i.e., supplier, manufacturer) under different assumptions regarding customer behavior. We discover that a revenue‐maximizing supplier facing self‐interested customers (i.e., those that independently minimize their own expected costs) charges a price that also minimizes the expected total delay costs across all customers and that this outcome does not result when customers coordinate to submit priority orders at a level that seeks to minimize their aggregate costs of priority fees and delays. Thus, the customers are better off collectively (as is the supplier) when the supplier and customers act independently in their own best interests. Finally, as the number of priority classes increases, both the priority revenues and the overall customer delay costs improve, but at a decreasing rate.     

Locating Facilities in the Presence of Disruptions and Incomplete Information*

In this article, we analyze a location model where facilities may be subject to disruptions. Customers do not have advance information about whether a given facility is operational or not, and thus may have to visit several facilities before finding an operational one. The objective is to locate a set of facilities to minimize the total expected cost of customer travel. We decompose the total cost into travel, reliability, and information components. This decomposition allows us to put a value on the advance information about the states of facilities and compare it to the reliability and travel cost components, which allows a decision maker to evaluate which part of the system would benefit the most from improvements. The structure of optimal solutions is analyzed, with two interesting effects identified: facility centralization and co‐location; both effects appear to be stronger than in the complete information case, where the status of each facility is known in advance.     

Self‐Service Operations at Retail Stores: The Role of Inter‐Customer Interactions

Inter‐customer interactions are important to the operation of self‐services in retail settings. More specifically, when self‐service terminals are used as part of customers’ checkout processes in retail operations without the explicit involvement of retailers as the direct service providers, inter‐customer interactions become a significant managerial issue. In this article, we examine the impact of inter‐customer interactions at retail self‐service terminals on customers’ service quality perceptions and repeat purchase intentions at retail stores. We conduct a scenario‐based experimental design (N = 674) using a 2 × 2 factorial design in which inter‐customer interactions are divided into “positive” vs. “negative” and occur during the “waiting” or during the actual “transaction” stages of self‐services at a retail store. We use attribution theory to develop the hypotheses. The results demonstrate that, through their interactions, fellow customers can exert influences on a focal customer's quality perceptions and repeat purchasing intentions toward a retail store. Furthermore, these influences were impacted by how customers attribute blame or assign responsibility toward the retail store. Service operations managers should leverage these interactions by designing into self‐service settings the capacities and interfaces that are best suited for customers’ co‐production of their self‐service experiences.     

Class‐Based Storage with a Finite Number of Items: Using More Classes is not Always Better

Class‐based storage is widely studied in the literature and applied in practice. It divides all stored items into a number of classes according to their turnover. A class of items with higher turnover is allocated to a region closer to the warehouse depot. In the literature, it has been shown that the use of more storage classes leads to a shorter travel time for storing and retrieving items. A basic assumption in this literature is that the required storage space for all items equals their average inventory level, which is valid only if an infinite number of items can be stored in each storage region. This study revisits class‐based storage by considering each storage space to contain only a finite number of items. We develop a travel time model and an algorithm that can be used for determining the optimal number and boundaries of storage classes in warehouses. Different from the conventional research, our findings illustrate that commonly a small number of classes is optimal. In addition, we find the travel time is fairly insensitive to the number of storage classes in a wide range around the optimum. This suggests that a manager can select a near‐optimal number of storage classes in an easy way and need not be worried about the impact of storage‐class reconfigurations. We validate our findings for various cases, including different ABC‐demand curves, space‐sharing factors, number of items, storage rack shapes, discrete storage locations, and stochastic item demand.     

Channel Coordination with a Risk‐Neutral Supplier and a Downside‐Risk‐Averse Retailer

We investigate how a supply chain involving a risk‐neutral supplier and a downside‐risk‐averse retailer can be coordinated with a supply contract. We show that the standard buy‐back or revenue‐sharing contracts may not coordinate such a channel. Using a definition of coordination of supply chains proposed earlier by the authors, we design a risk‐sharing contract that offers the desired downside protection to the retailer, provides respective reservation profits to the agents, and accomplishes channel coordination.     

The Usage of Opportunity Cost to Maximize Performance in Revenue Management*

To meet customer requirements efficiently, a manager needs to supply adequate quantities of products, capacity, or services at the right time with the right prices. Revenue management (RM) techniques can help firms use differential pricing strategies and capacity allocation tactics to maximize revenue. In this article, we propose a marginal revenue‐based capacity management (MRBCM) model to manage stochastic demand in order to create improved revenue opportunities. The new heuristic employs opportunity cost estimation logic that is unique and is the reason for the increased performance. The MRBCM model generates order acceptance policies that allocate available capacity to higher revenue generating market segments in both service and manufacturing environments. To evaluate these models, we design and conduct simulation experiments for 64 scenarios using a wide range of operating conditions. The experimental results show that the MRBCM model generates significantly higher revenues over the first come, first served rule when capacity is tight. In addition, we also show that the MRBCM model generally performs better than a recent RM model published in the literature.     

Randomization Approaches for Network Revenue Management with Customer Choice Behavior

In this study, we present new approximation methods for the network revenue management problem with customer choice behavior. Our methods are sampling‐based and so can handle fairly general customer choice models. The starting point for our methods is a dynamic program that allows randomization. An attractive feature of this dynamic program is that the size of its action space is linear in the number of itineraries, as opposed to exponential. It turns out that this dynamic program has a structure that is similar to the dynamic program for the network revenue management problem under the so called independent demand setting. Our approximation methods exploit this similarity and build on ideas developed for the independent demand setting. We present two approximation methods. The first one is based on relaxing the flight leg capacity constraints using Lagrange multipliers, whereas the second method involves solving a perfect hindsight relaxation problem. We show that both methods yield upper bounds on the optimal expected total revenue. Computational experiments demonstrate the tractability of our methods and indicate that they can generate tighter upper bounds and higher expected revenues when compared with the standard deterministic linear program that appears in the literature.     

Bounding Optimal Expected Revenues for Assortment Optimization under Mixtures of Multinomial Logits

We consider assortment problems under a mixture of multinomial logit models. There is a fixed revenue associated with each product. There are multiple customer types. Customers of different types choose according to different multinomial logit models whose parameters depend on the type of the customer. The goal is to find a set of products to offer so as to maximize the expected revenue obtained over all customer types. This assortment problem under the multinomial logit model with multiple customer types is NP‐complete. Although there are heuristics to find good assortments, it is difficult to verify the optimality gap of the heuristics. In this study, motivated by the difficulty of finding optimal solutions and verifying the optimality gap of heuristics, we develop an approach to construct an upper bound on the optimal expected revenue. Our approach can quickly provide upper bounds and these upper bounds can be quite tight. In our computational experiments, over a large set of randomly generated problem instances, the upper bounds provided by our approach deviate from the optimal expected revenues by 0.15% on average and by less than one percent in the worst case. By using our upper bounds, we are able to verify the optimality gaps of a greedy heuristic accurately, even when optimal solutions are not available.     

DELIVERY GUARANTEES AND THE INTERDEPENDENCE OF MARKETING AND OPERATIONS

Delivery guarantees are an important element in a customer satisfaction program. When setting delivery guarantees, a firm must consider customer expectations as well as operational constraints. We develop a profit‐maximization model in which a firm's sales organization, with incomplete information on operations' status, solicits orders and quotes delivery dates. If obtained, orders are processed in a make‐to‐order facility, after which revenue is received, minus tardiness penalty if the delivery was later than quoted. We specify conditions for an optimal log‐linear decision rule and provide exact expressions for its effect on arrival rate, mean processing time, and mean cycle time.     

Revenue Management in Order‐Driven Production Systems

This article investigates the effectiveness of a tactical demand‐capacity management policy to guide operational decisions in order‐driven production systems. The policy is implemented via a heuristic that attempts to maximize revenue by selectively accepting or rejecting customer orders for multiple product classes when demand exceeds capacity constantly over the short term. The performance of the heuristic is evaluated in terms of its ability to generate a higher profit compared to a first‐come‐first‐served (FCFS) policy. The policies are compared over a wide range of conditions characterized by variations in both internal (firm) and external (market) factors. The heuristic, when used with a Whole Lot order‐processing approach, produces higher profit compared to FCFS when profit margins of products are substantially different from each other and demand exceeds capacity by a large amount. In other cases it is better to use the heuristic in conjunction with the Split Lot order‐processing approach.     

Quality‐Speed Competition in Customer‐Intensive Services with Boundedly Rational Customers

We consider a system in which two competing servers provide customer‐intensive services and the service reward is affected by the length of service time. The customers are boundedly rational and choose their service providers according to a logit model. We demonstrate that the service provider revenue function is unimodal in the service rate, its decision variable, and show that the service rate competition has a unique and stable equilibrium. We then study the price decision under three scenarios with the price determined by a revenue‐maximizing firm, a welfare‐maximizing social planner, or two servers in competition. We find that the socially optimal price, subject to the requirement that the customer actual utility must be non‐negative, is always lower than the competition equilibrium price which, in turn, is lower than the revenue‐maximizing monopoly price. However, if the customer actual utility is allowed to be negative in social optimization, the socially optimal price can be higher than the other two prices in a large market.