The next step in Somalia: exploiting victory,post-Mogadishu

From 2006 to 2011, al-Qaeda's East African proxy, al-Shabaab, served as the de facto ruling party of Somalia despite the efforts of the internationally recognised Transitional Federal Government (TFG). During these five years, a violent struggle between al-Shabaab and the peacekeeping force of the African Union Mission in Somalia (AMISOM) resulted in thousands of dead civilians, hundreds of thousands of internally displaced persons and a strategic environment inhospitable to reconciliation, recovery or development. By 2012, AMISOM was able to break the deadlock and force al-Shabaab from Mogadishu and Kismayo. In order to continue the momentum, the African Union and other partner nations must support the TFG in neutralising al-Shabaab throughout Somalia and providing good governance to its constituents. Al-Shabaab's revenue streams must be shut down and its offensive capability must be degraded while the strategic environment is shaped to ensure that conditions conducive to a revival do not exist. Failure to do so will likely see Somalia continuing to produce Islamist extremists and pirates to menace international maritime traffic in the western Indian Ocean, destabilise East Africa and adversely impact millions.     

Selling to strategic and loss‐averse consumers: Stocking,procurement, and product design policies

Motivated by the presence of loss‐averse decision making behavior in practice, this article considers a supply chain consisting of a firm and strategic consumers who possess an S‐shaped loss‐averse utility function. In the model, consumers decide the purchase timing and the firm chooses the inventory level. We find that the loss‐averse consumers' strategic purchasing behavior is determined by their perceived gain and loss from strategic purchase delay, and the given rationing risk. Thus, the firm that is cognizant of this property tailors its inventory stocking policy based on the consumers' loss‐averse behavior such as their perceived values of gain and loss, and their sensitivity to them. We also demonstrate that the firm's equilibrium inventory stocking policy reflects both the economic logic of the traditional newsvendor inventory model, and the loss‐averse behavior of consumers. The equilibrium order quantity is significantly different from those derived from models that assume that the consumers are risk neutral and homogeneous in their valuations. We show that the firm that ignores strategic consumer's loss‐aversion behavior tends to keep an unnecessarily high inventory level that leads to excessive leftovers. Our numerical experiments further reveal that in some extreme cases the firm that ignores strategic consumer's loss‐aversion behavior generates almost 92% more leftovers than the firm that possesses consumers’ loss‐aversion information and takes it into account when making managerial decisions. To mitigate the consumer's forward‐looking behavior, we propose the adoption of the practice of agile supply chain management, which possesses the following attributes: (i) procuring inventory after observing real‐time demand information, (ii) enhanced design (which maintains the current production mix but improves the product performance to a higher level), and (iii) customized design (which maintains the current performance level but increases the variety of the current production line to meet consumers’ specific demands). We show that such a practice can induce the consumer to make early purchases by increasing their rationing risk, increasing the product value, or diversifying the product line. © 2015 Wiley Periodicals, Inc. Naval Research Logistics 62: 435–453, 2015     

Single machine parallel batch scheduling subject to precedence constraints

We consider the single machine parallel batch scheduling problems to minimize makespan and total completion time, respectively, under precedence relations. The complexities of these two problems are reported as open in the literature. In this paper, we settle these open questions by showing that both problems are strongly NP‐hard, even when the precedence relations are chains. When the processing times of jobs are directly agreeable or inversely agreeable with the precedence relations, there is an O(n²) time algorithm to minimize the makespan. © 2004 Wiley Periodicals, Inc. Naval Research Logistics, 2004     

Balancing perfectly periodic service schedules: An application from recycling and waste management

A national recycling and waste management company provides periodic services to its customers from over 160 service centers. The services are performed periodically in units of weeks over a planning horizon. The number of truck‐hours allocated to this effort is determined by the maximum weekly workload during the planning horizon. Therefore, minimizing the maximum weekly workload results in minimum operating expenses. The perfectly periodic service scheduling (PPSS) problem is defined based on the practices of the company. It is shown that the PPSS problem is strongly NP‐hard. Attempts to solve large instances by using an integer programming formulation are unsuccessful. Therefore, greedy BestFit heuristics with three different sorting schemes are designed and tested for six real‐world PPSS instances and 80 randomly generated data files. The heuristics provide effective solutions that are within 2% of optimality on average. When the best found BestFit schedules are compared with the existing schedules, it is shown that operational costs are reduced by 18% on average. © 2012 Wiley Periodicals, Inc. Naval Research Logistics 59: 160–171, 2012     

Effects of cueing in cooperative search

We consider the effects of cueing in a cooperative search mission that involves several autonomous agents. Two scenarios are discussed: one in which the search is conducted by a number of identical search‐and‐engage vehicles and one where these vehicles are assisted by a search‐only (reconnaissance) asset. The cooperation between the autonomous agents is facilitated via cueing, i.e., the information transmitted to the agents by a searcher that has just detected a target. The effect of cueing on the target detection probability is derived from first principles using a Markov chain analysis. In particular, it is demonstrated that the benefit of cueing on the system's effectiveness is bounded. © 2006 Wiley Periodicals, Inc. Naval Research Logistics, 2006     

Integrated capacity,demand, and production planning with subcontracting and overtime options

Models for integrated production and demand planning decisions can serve to improve a producer's ability to effectively match demand requirements with production capabilities. In contexts with price‐sensitive demands, economies of scale in production, and multiple capacity options, such integrated planning problems can quickly become complex. To address these complexities, this paper provides profit‐maximizing production planning models for determining optimal demand and internal production capacity levels under price‐sensitive deterministic demands, with subcontracting and overtime options. The models determine a producer's optimal price, production, inventory, subcontracting, overtime, and internal capacity levels, while accounting for production economies of scale and capacity costs through concave cost functions. We use polyhedral properties and dynamic programming techniques to provide polynomial‐time solution approaches for obtaining an optimal solution for this class of problems when the internal capacity level is time‐invariant. © 2007 Wiley Periodicals, Inc. Naval Research Logistics, 2007     

The strategic effects of a merger upon supplier interactions

We consider how a merger between two naturally differentiated dealers affects their interactions with a common supplier and identify conditions under which the merger can increase or decrease the combined net worth of the two firms. Among other things, we find that the attractiveness of merging depends upon the extent to which end demand can be stimulated by either an upstream supplier or the dealers. Specifically, the greater the supplier's ability to invest in stimulating end demand, the more likely it is that the naturally differentiated firms will be better off operating independently than merging. On the other hand, if the greatest opportunities for stimulating demand are through the service that is provided by the dealers, then merging their operations will be more attractive. © 2006 Wiley Periodicals, Inc. Naval Research Logistics, 2007