基于个性化需求的产品竞争供应链结构选择

基于"制销分离"与"定制一体"两种结构选择,构建个性化产品供应链处于非竞争与竞争环境下的博弈模型,在引入一个实际案例的基础上,运用算例仿真比较分析两种运营模式下的供应链运作策略和盈利差异。结果显示：与制销分离结构相比,个性化产品供应链选择定制一体结构,有利于匹配产品个性化制造、提升产品个性化水平和市场需求、增加供应链的期望收益;个性化产品供应链选择制销分离结构时,适度的批发价格激励能够提升产品个性化水平、更好满足消费者个性化需求、改善供应链的运营绩效,分销商适度让利加大批发价格激励力度可显著促进产品个性化制造互动、提升产品个性化水平;竞争将消减个性化产品供应链的运营绩效,但选择定制一体结构可显著提升竞争力。     

远海岛礁冷链物流体系优化模型及其集成算法

为研究远海岛礁渔获冷链物流的运行方案,本文选择了岛礁冷库储存中转和海上直接收购等两种不同的渔获运输方式,同时考虑了中转冷库选址、中转运输和直接收购船舶配备、航线配置、在渔场停留时间和渔获运输损耗等诸多复杂问题,构建了远海冷链物流体系组合优化模型。求解时,提出了一种以遗传算法（GA）为外部框架,以改进的模拟植物生长算法（PGSA）为内部模块,通过信息传递实现内外连接交互的集成算法。最后,以我国南海远海岛礁及渔场为实例进行分析,取得了较好效果。通过与传统遗传算法对比,本文优化结果、稳定性及计算速度等均有明显提高,从而证明了本文所建模型与算法的合理性和有效性。     

Evaluation of multi-objective optimization approaches for solving green supply chain design problems

This paper evaluates the applicability of different multi-objective optimization methods for environmentally conscious supply chain design. We analyze a case study with three objectives: costs, CO₂ and fine dust (also known as PM – Particulate Matters) emissions. We approximate the Pareto front using the weighted sum and epsilon constraint scalarization methods with pre-defined or adaptively selected parameters, two popular evolutionary algorithms, SPEA2 and NSGA-II, with different selection strategies, and their interactive counterparts that incorporate Decision Maker׳s (DM׳s) indirect preferences into the search process. Within this case study, the CO₂ emissions could be lowered significantly by accepting a marginal increase of costs over their global minimum. NSGA-II and SPEA2 enabled faster estimation of the Pareto front, but produced significantly worse solutions than the exact optimization methods. The interactive methods outperformed their a posteriori counterparts, and could discover solutions corresponding better to the DM preferences. In addition, by adjusting appropriately the elicitation interval and starting generation of the elicitation, the number of pairwise comparisons needed by the interactive evolutionary methods to construct a satisfactory solution could be decreased.     

Sustainable supply chain management and the transition towards a circular economy: Evidence and some applications

In the last decades, green and sustainable supply chain management practices have been developed, trying to integrate environmental concerns into organisations by reducing unintended negative consequences on the environment of production and consumption processes. In parallel to this, the circular economy discourse has been propagated in the industrial ecology literature and practice. Circular economy pushes the frontiers of environmental sustainability by emphasising the idea of transforming products in such a way that there are workable relationships between ecological systems and economic growth. Therefore, circular economy is not just concerned with the reduction of the use of the environment as a sink for residuals but rather with the creation of self-sustaining production systems in which materials are used over and over again.Through two case studies from different process industries (chemical and food), this paper compares the performances of traditional and circular production systems across a range of indicators. Direct, indirect and total lifecycle emissions, waste recovered, virgin resources use, as well as carbon maps (which provide a holistic visibility of the entire supply chain) are presented. The paper asserts that an integration of circular economy principles within sustainable supply chain management can provide clear advantages from an environmental point view. Emerging supply chain management challenges and market dynamics are also highlighted and discussed.     

Coordinating contracts for a financially constrained supply chain

We consider a financially constrained supply chain in which a supplier (leader) sells products to a retailer (follower) who has no access to bank financing due to her low credit rating. However, the supplier can borrow from a bank and offer trade credit to the retailer to alleviate her financial constraint. Failure to pay off a bank loan or trade credit incurs a variable default cost. We analyze the centralized version of the supply chain to obtain new coordination requirements. We then examine whether revenue-sharing, buyback, and all-unit quantity discount contracts can coordinate our supply chain. We show that the all-unit quantity discount contract fails to coordinate. However, the revenue-sharing and buyback contracts can coordinate the supply chain, but only when the supply chain has a sufficient total working capital. Moreover, they cannot allocate profit flexibly unless the supplier has a large enough working capital. Finally, we design a generalized revenue-sharing contract that coordinates the supply chain with flexible profit allocation, and also show by numerical examples its superiority over the revenue-sharing and buyback contracts.     

Causal factor relations of supply chain competitiveness via fuzzy DEMATEL method for Thai automotive industry

Abstract

The automotive industry is complex and global. An automotive supply chain involves multiple manufacturers and service providers in different parts of the chain across different countries. Diffusion of the global production system creates both opportunities and challenges for the supply chain itself as well as production base countries. Thailand is a production base for over 15 automotive brands. The industry contributes significantly to the Thai economy and employs approximately half a million people. To address competitiveness of the Thai automotive industry, its supply chain is studied in this paper. Ten factors affecting the competitiveness of the Thai automotive supply chain are analysed through the fuzzy DEMATEL method. The method forms a structural model that categorises the causal or effect roles of the factors, and the degree at which they impact the supply chain. This study focuses on Tier 1 and Tier 2 manufacturers of the supply chain. The results reveal that there are three common causal factors and four common effects in both tiers. The other four factors play different roles in different tiers. Managerial implications relating to these factors are also discussed and certain recommendations proposed in order to enhance the competitiveness of the Thai automotive supply chain.     

Cloud manufacturing system for sheet metal processing

Abstract

Cloud computing is changing the way industries and enterprises run their businesses. Cloud manufacturing is emerging as an approach to transform the traditional manufacturing business model, while helping the manufacturer to align production efficiency with its business strategy, and creating intelligent factory networks that enable collaboration across the whole enterprise. Many production planning and control (PPC) problems are essentially optimisation problems, where the objective is to develop a plan that meets the demand at minimum cost or maximum profit. Because the underlying optimisation problem will vary in the different business and operation phases, it is important to think about optimisation in a dynamic mechanism and in a number of interlinked sub-problems at the same time. Cloud manufacturing has the potential to offer decision support as a service and medium of communication in PPC. To solve these problems and produce collaboration across the supply chain, this paper provides an overview of the state of the art in cloud manufacturing and presents a model of cloud-based production planning and production system for sheet metal processing.     

Coordination in a Single‐Supplier,Multi‐Retailer Distribution System: Supplier‐Facilitated Transshipments

We consider supplier‐facilitated transshipments for achieving supply chain coordination in a single supplier, multi‐retailer distribution system with non‐cooperative retailers. The previous transshipment literature has focused on coordination through retailer‐negotiated transshipments and thus does not consider the supplier's decision‐making. In contrast, in this study, we assume the supplier is an active participant in the system and we seek to understand how the supplier can facilitate the implementation of coordinating transshipments. We study a two‐period model with wholesale orders at the start of the first period and preventive transshipments performed at the start of the second period. Inspired by a supplier‐facilitated transshipment scheme observed in practice, we assume the supplier implements transshipments through a bi‐directional adjustment contract. Under this contract, each retailer can either buy additional inventory from, or sell back excess inventory to, the supplier. We show that coordination can be achieved through carefully designed contracts with state‐dependent adjustment prices and a wholesale price menu. We demonstrate that the supplier's role in facilitating coordinating transshipments is critical. In addition, we use our understanding of the coordinating contract form to derive some simpler and easier‐to‐implement heuristic contracts. We use a numerical study to demonstrate the value, to the supplier, of using the coordinating adjustment and wholesale prices, and to evaluate the heuristics’ performance.     

How Sourcing of Interdependent Components Affects Quality in Automotive Supply Chains

In the automotive industry, many firms source key components from different suppliers, even though the components may function interdependently. In this study, we investigate how component level interdependence impacts quality performance and analyze how various operational factors moderate this relation. We synthesize information from several case studies to model the quality challenges faced by an automotive firm. For several sub‐assemblies that go into its products, the firm sourced key components from two different suppliers. The sub‐assemblies would fail whenever a component fails, but due to interdependent operations, failure of one component could cause the failure of the other. The firm found it challenging to improve the suppliers' quality performance as it was difficult to trace the failures to specific components. Our analysis reveals that – (i) the impact of interdependence is governed by the supply chain structure: reducing the interdependence between components improves quality when suppliers provide the components, but reducing interdependence worsens quality when the firm manufactures the entire sub‐assembly; and (ii) the relation between interdependence and quality performance is moderated by factors such as penalties, production costs, and interdependence costs. Additionally, we find that quality performance is lower when the firm outsources the components than when the firm manufactures the entire sub‐assembly. We identify coordinating mechanisms that leverage incentives and penalties to bridge the quality performance gap.     

Supply Chain Strategies and International Tax Arbitrage

What motivates the geographic footprint of the supply chains that multinational firms (MNFs) deploy? Traditional research in the operations and supply chain management literature tends to recommend locations primarily based on differentials in production costs and the ramifications of physical distance ignoring the role of taxation. MNFs that strategically position parts of their supply chains in low‐tax locations can allocate the profits across the divisions to improve post‐tax profits. For the profit allocation to be defensible to tax authorities, the divisional operations must possess real decision authority and bear meaningful risks. Generally speaking, the greater the transfer of risk and control, the larger the allowable allocation of profit. These transfers may also create inefficiencies due to misalignment of business goals and attitudes toward risk. We model these trade‐offs in the context of placing in a low‐tax region a subsidiary that oversees product distribution (as a limited risk distributor commissionnaire, limited risk distributor, or fully fledged distributor). Our analysis demonstrates that the MNF's preferences regarding the operating structures are not necessarily an obvious ordering based on the amount of risk and decision authority transferred to the division in the low‐tax jurisdiction. We derive and analyze threshold values of the performance parameters that describe the main trade‐offs involved in selecting an operating structure. We find some of the optimal decisions to exhibit interesting non‐monotone behavior. For instance, profits can increase when the tax rate in the low‐tax jurisdiction increases. Numerical analysis shows that the Limited‐Risk Distributor structure is rarely optimal and quantifies when each alternative dominates it.