India nuclear weapons: No first use or no full disclosure?

This article argues India is laying the foundation to move away from “no-first-use” (NFU) as its nuclear weapons employment policy. Since the inception of its nuclear weapons program, India has claimed NFU as the centerpiece of its nuclear strategy. But India has a history of developing foundational changes to its nuclear weapons program before such changes actually occur. For example, the infrastructure of India’s nuclear weapons program was already being created in the 1950s under the guise of civilian nuclear power. Similarly, the weaponization of India’s program, which did not officially occur until after the 1998 tests, had its genesis in far earlier decisions. A close examination of trends in India’s nuclear weapons production complex, its delivery systems, and its command and control complex all lead to the conclusion that India is laying the groundwork for more flexible employment options, up to and including first use. This article does not argue such a decision has been taken. Rather, it argues the underpinning is in place to allow for a move to more flexible options, perhaps very quickly, at some point in the future. This could occur during crisis or it could occur incrementally over time.     

Note: “Simultaneous optimization of efficiency and performance balance measures in single-machine scheduling problems”

n independent jobs are to be scheduled nonpreemptively on a single machine so as to minimize some performance measure. Federgruen and Mosheiov [2] show that a large class of such scheduling problems can be optimized by solving either a single instance or a finite sequence of instances of the so-called SQC problem, in which all the jobs have a fixed or controllable common due date and the sum of general quasiconvex functions of the job completion times is to be minimized. In this note we point out that this is not always true. In particular, we show that the algorithm proposed in [2] does not always find a global optimal schedule to the problem of minimizing the weighted sum of the mean and variance of job completion times. © 1996 John Wiley & Sons, Inc.     

Optimal cutoff strategies in capacity expansion problems

Capacity expansion refers to the process of adding facilities or manpower to meet increasing demand. Typical capacity expansion decisions are characterized by uncertain demand forecasts and uncertainty in the eventual cost of expansion projects. This article models capacity expansion within the framework of piecewise deterministic Markov processes and investigates the problem of controlling investment in a succession of same type projects in order to meet increasing demand with minimum cost. In particular, we investigate the optimality of a class of investment strategies called cutoff strategies. These strategies have the property that there exists some undercapacity level M such that the strategy invests at the maximum available rate at all levels above M and does not invest at any level below M. Cutoff strategies are appealing because they are straightforward to implement. We determine conditions on the undercapacity penalty function that ensure the existence of optimal cutoff strategies when the cost of completing a project is exponentially distributed. A by-product of the proof is an algorithm for determining the optimal strategy and its cost. © 1995 John Wiley & Sons, Inc.     

A note on minimizing the expected makespan in flowshops subject to breakdowns

Consider a two machine flow shop and n jobs. The processing time of job j on machine i is equal to the random variable X_ij One of the two machines is subject to breakdown and repair. The objective is to find the schedule that minimizes the expected makespan. Two results are shown. First, ifP(X_2j ≧ X_1j) = 1 for all j and the random variables X₁₁, X₁₂,…, X_1n are likelihood ratio ordered, then the SEPT sequence minimizes the expected makespan when machine 2 is subject to an arbitrary breakdown process; if P(X_1j≧X_2j) = 1 and X₂₁, X₂₂,….,X_2n are likelihood ratio ordered, then the LEPT sequence minimizes the expected makespan when machine 1 is subject to an arbitrary breakdown process. A generalization is presented for flow shops with m machines. Second, consider the case where X_1j and X_2j are i.i.d. exponentially distributed with rate λ_j. The SEPT sequence minimizes the expected makespan when machine 2 is subject to an arbitrary breakdown process and the LEPT sequence is optimal when machine 1 is subject to an arbitrary breakdown process. © 1995 John Wiley & Sons, Inc.     

A perfect lot-tree procedure for the discounted dynamic lot-size problem with speculation

This article considers the dynamic lot-size problem under discounting, allowing a speculative motive for holding inventory. A forward procedure is developed that determines the first lot-size decision in a rolling horizon environment by using forecast data of the minimum possible number of future periods. © 1992 John Wiley & Sons, Inc.     

A shifting bottleneck heuristic for minimizing the total weighted tardiness in a job shop

We present a shifting bottleneck heuristic for minimizing the total weighted tardiness in a job shop. The method decomposes the job shop into a number of single‐machine subproblems that are solved one after another. Each machine is scheduled according to the solution of its corresponding subproblem. The order in which the single machine subproblems are solved has a significant impact on the quality of the overall solution and on the time required to obtain this solution. We therefore test a number of different orders for solving the subproblems. Computational results on 66 instances with ten jobs and ten machines show that our heuristic yields solutions that are close to optimal, and it clearly outperforms a well‐known dispatching rule enhanced with backtracking mechanisms. © 1999 John Wiley & Sons, Inc. Naval Research Logistics 46: 1–17, 1999     

Rethinking military behavior during the Arab Spring

Why did some Arab militaries remain loyal to authoritarian rulers amid mass uprisings during the Arab Spring while others defected to the opposition? One popular explanation shows this variation with reference to the degree of military institutionalization: institutionalized militaries defected, while patrimonial militaries remained loyal. This article argues that the institutionalization hypothesis does not provide a complete account of the mechanisms through which the degree of military institutionalization leads to either defection or continued loyalty. This shortcoming stems from the fact that scholars have treated military institutionalization as a catch-all concept for three distinct variables: ethnic stacking of the military, patronage distribution, and organizational factionalization. Examining the interaction between these variables highlights the mechanisms through which military defection occurs, and therefore that disaggregating institutionalization into its component parts provides a more complete explanation of military behavior during the Arab Spring.     

European defence industry consolidation and domestic procurement bias

How have European cross-border defence industrial mergers and acquisitions affected domestic procurement bias among the major EU powers? This article departs from the findings of Andrew Moravcsik more than two decades ago suggesting that major West European states had no ingrained preferences for defence industrial autarchy. When cross-national armament projects were derailed, this could be attributed to political efforts of national defence industrial champions favouring purely domestic projects. As former national champions join pan-European defence groups, their preferences are likely modified. Does this shift procurement towards non-European “off-the-shelf” solutions which, according to Moravcsik, are favoured by defence departments? Or does it give impetus to a stronger preference for European as opposed to domestic systems? In this article, procurement patterns in the aftermath of cross-border defence industry consolidation will be analysed. Procurement bias is assessed in two industry segments characterised by pervasive consolidation.