Base‐stock policies in capacitated assembly systems: Convexity properties

We study an assembly system with a single finished product managed using an echelon base‐stock or order‐up‐to policy. Some or all operations have capacity constraints. Excess demand is either backordered in every period or lost in every period. We show that the shortage penalty cost over any horizon is jointly convex with respect to the base‐stock levels and capacity levels. When the holding costs are also included in the objective function, we show that the cost function can be written as a sum of a convex function and a concave function. Throughout the article, we discuss algorithmic implications of our results for making optimal inventory and capacity decisions in such systems.© 2009 Wiley Periodicals, Inc. Naval Research Logistics, 2010     

Impact of transfer pricing methods for tax purposes on supply chain performance under demand uncertainty

Transfer pricing refers to the pricing of an intermediate product or service within a firm. This product or service is transferred between two divisions of the firm. Thus, transfer pricing is closely related to the allocation of profits in a supply chain. Motivated by the significant impact of transfer pricing methods for tax purposes on operational decisions and the corresponding profits of a supply chain, in this article, we study a decentralized supply chain of a multinational firm consisting of two divisions: a manufacturing division and a retail division. These two divisions are located in different countries under demand uncertainty. The retail division orders an intermediate product from the upstream manufacturing division and sets the retail price under random customer demand. The manufacturing division accepts or rejects the retail division's order. We specifically consider two commonly used transfer pricing methods for tax purposes: the cost‐plus method and the resale‐price method. We compare the supply chain profits under these two methods. Based on the newsvendor framework, our analysis shows that the cost‐plus method tends to allocate a higher percentage of profit to the retail division, whereas the resale‐price method tends to achieve a higher firm‐wide profit. However, as the variability of demand increases, our numerical study suggests that the firm‐wide and divisional profits tend to be higher under the cost‐plus method than they are under the resale‐price method. © 2013 Wiley Periodicals, Inc. Naval Research Logistics, 2013     

The defence industry supply chain: Linkage patterns in the south west of england 1

In this paper, new data from the south west of England are used to illustrate that defence dependent firms are likely to purchase more inputs locally than less defence‐dependent firms. The results confirm that the defence industry's supply chain has unusual characterises and that defence industrial restructuring is therefore, likely to produce different outcomes to previous rounds of manufacturing restructuring.     

Burden Sharing in CSDP Military Operations

Abstract

Military burden sharing has been a subject of repeated debates in NATO and the UN. Despite more modest goals, the European Union’s (EU) Common Security and Defense Policy (CSDP) has experienced no fewer difficulties in garnering men, money, and materiel. While this may not come as a surprise, the fact that some EU member states have carried disproportionate shares of the burden of CSDP operations is a puzzle that remains unaccounted for. We address this gap by analyzing determinants of contribution levels to CSDP operations. In employing an innovative multi-method design that combines insights from collection action theory with those from integrated theories of military burden sharing, our results indicate that EU countries tend to contribute in positive disproportion with their capabilities when they have a strong peacekeeping tradition and elections are distant. In contrast, they undercontribute when small trade volumes with the area of operations combine with a weak peacekeeping tradition.     

Auctions in the post‐change‐order period

A change order is frequently initiated by either the supplier or the buyer, especially when the contract is long‐term or when the contractual design is complex. In response to a change order, the buyer can enter a bargaining process to negotiate a new price. If the bargaining fails, she pays a cancellation fee (or penalty) and opens an auction. We call this process the sequential bargaining‐auction (BA). At the time of bargaining, the buyer is uncertain as to whether the bargained price is set to her advantage; indeed, she might, or might not, obtain a better price in the new auction. To overcome these difficulties, we propose a new change‐order‐handling mechanism by which the buyer has an option to change the contractual supplier after bargaining ends with a bargained price. We call this the option mechanism. By this mechanism, the privilege of selling products or services is transferred to a new supplier if the buyer exercises the option. To exercise the option, the buyer pays a prespecified cash payment, which we call the switch price, to the original supplier. If the option is not exercised, the bargained price remains in effect. When a switch price is proposed by the buyer, the supplier decides whether or not to accept it. If the supplier accepts it, the buyer opens an auction. The option is exercised when there is a winner in the auction. This article shows how, under the option mechanism, the optimal switch price and the optimal reserve price are determined. Compared to the sequential BA, both the buyer and the supplier benefit. Additionally, the option mechanism coordinates the supply chain consisting of the two parties. © 2015 Wiley Periodicals, Inc. Naval Research Logistics 62: 248–265, 2015     

A general strategic capacity planning model under demand uncertainty

Capacity planning decisions affect a significant portion of future revenue. In equipment intensive industries, these decisions usually need to be made in the presence of both highly volatile demand and long capacity installation lead times. For a multiple product case, we present a continuous‐time capacity planning model that addresses problems of realistic size and complexity found in current practice. Each product requires specific operations that can be performed by one or more tool groups. We consider a number of capacity allocation policies. We allow tool retirements in addition to purchases because the stochastic demand forecast for each product can be decreasing. We present a cluster‐based heuristic algorithm that can incorporate both variance reduction techniques from the simulation literature and the principles of a generalized maximum flow algorithm from the network optimization literature. © 2005 Wiley Periodicals, Inc. Naval Research Logistics, 2006