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181.
There has been a dramatic increase over the past decade in the number of firms that source finished product from overseas. Although this has reduced procurement costs, it has increased supply risk; procurement lead times are longer and are often unreliable. In deciding when and how much to order, firms must consider the lead time risk and the demand risk, i.e., the accuracy of their demand forecast. To improve the accuracy of its demand forecast, a firm may update its forecast as the selling season approaches. In this article we consider both forecast updating and lead time uncertainty. We characterize the firm's optimal procurement policy, and we prove that, with multiplicative forecast revisions, the firm's optimal procurement time is independent of the demand forecast evolution but that the optimal procurement quantity is not. This leads to a number of important managerial insights into the firm's planning process. We show that the firm becomes less sensitive to lead time variability as the forecast updating process becomes more efficient. Interestingly, a forecast‐updating firm might procure earlier than a firm with no forecast updating. © 2009 Wiley Periodicals, Inc. Naval Research Logistics, 2009 相似文献
182.
This article addresses the concept of quality risk in outsourcing. Recent trends in outsourcing extend a contract manufacturer's (CM's) responsibility to several functional areas, such as research and development and design in addition to manufacturing. This trend enables an original equipment manufacturer (OEM) to focus on sales and pricing of its product. However, increasing CM responsibilities also suggest that the OEM's product quality is mainly determined by its CM. We identify two factors that cause quality risk in this outsourcing relationship. First, the CM and the OEM may not be able to contract on quality; second, the OEM may not know the cost of quality to the CM. We characterize the effects of these two quality risk factors on the firms' profits and on the resulting product quality. We determine how the OEM's pricing strategy affects quality risk. We show, for example, that the effect of noncontractible quality is higher than the effect of private quality cost information when the OEM sets the sales price after observing the product's quality. We also show that committing to a sales price mitigates the adverse effect of quality risk. To obtain these results, we develop and analyze a three‐stage decision model. This model is also used to understand the impact of recent information technologies on profits and product quality. For example, we provide a decision tree that an OEM can use in deciding whether to invest in an enterprise‐wide quality management system that enables accounting of quality‐related activities across the supply chain. © 2009 Wiley Periodicals, Inc. Naval Research Logistics 2009 相似文献
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由于弹药供应链系统中存在牛鞭效应问题,为了减少牛鞭效应对弹药供应系统的影响,研究系统的稳定性,建立了一阶弹药供应链系统。分析了弹药供应链系统的构成,对系统进行了数学建模分析与仿真验证分析。分析得出,决策参数调整系数β对弹药供应链系统稳定性的影响明显,部队需求量变化及订货量决策参数安全系数α影响较弱。并得出系统稳定时或系统出现震荡、混沌现象时调整系数β的取值范围。 相似文献
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提出了大气层外自旋稳定式动能拦截器的一种典型轨控发动机阵列布局.在分析小发动机工作的各种约束条件的基础上,推导了发动机推力角度、推力大小和冲量效率的计算公式,提出了发动机工作的控制方法.在各种初始条件下进行拦截仿真,所得的脱靶量均在0.3 m以内,可视为直接碰撞命中目标.同时通过仿真分析了冲量效率与自旋速度、发动机工作时间、每圈发动机个数的关系. 相似文献
187.
运用定性建模与仿真的方法研究战役物资供应链的整体供应能力,能从整体性角度出发,全局遍历战役物资供应链的不利影响因素。简要介绍了SDG(Signed Directed Graph)定性仿真工具的结构和功能;建立了战役物资供应链整体功能定性仿真模型;根据案例描述,把定量描述转化成定性值,设置定性仿真初始值,进行定性仿真实验。仿真结果为:影响战役物资供应链整体供应能力的主要不利因素为"敌火力打击我战役供应指挥机构",可找到其产生的推理路径,改变定性初始值的设置,控制不利影响因素出现的次数。 相似文献
188.
Brian Tomlin 《海军后勤学研究》2009,56(4):318-347
Supplier diversification, contingent sourcing, and demand switching (whereby a firm shifts customers to a different product if their preferred product is unavailable), are key building blocks of a disruption‐management strategy for firms that sell multiple products over a single season. In this article, we evaluate 12 possible disruption‐management strategies (combinations of the basic building‐block tactics) in the context of a two‐product newsvendor. We investigate the influence of nine attributes of the firm, its supplier(s), and its products on the firs preference for the various strategies. These attributes include supplier reliability, supplier failure correlation, payment responsibility in the event of a supply failure, product contribution margin, product substitutability, demand uncertainties and correlation, and the decision makes risk aversion. Our results show that contingent sourcing is preferred to supplier diversification as the supply risk (failure probability) increases, but diversification is preferred to contingent sourcing as the demand risk (demand uncertainty) increases. We find that demand switching is not effective at managing supply risk if the products are sourced from the same set of suppliers. Demand switching is effective at managing demand risk and so can be preferred to the other tactics if supply risk is low. Risk aversion makes contingent sourcing preferable over a wider set of supply and demand‐risk combinations. We also find a two‐tactic strategy provides almost the same benefit as a three‐tactic strategy for most reasonable supply and demand‐risk combinations. © 2009 Wiley Periodicals, Inc. Naval Research Logistics, 2009 相似文献