IC卡技术在器材保障信息管理中的应用

主要就IC卡技术在我军器材保障信息管理中的初步应用,阐述了基于IC卡技术的便携式器材保障信息系统的特点和系统组成方案,并介绍了实现这种系统方案的关键技术.     

浅谈军校学员的心理素质教育

军校学员心理健康状况不容乐观,把心理素质教育纳入军校德育等领域已形成一定的共识.应注意结合学员身心实际及职业要求,重视探讨和研究心理素质教育的内容、途径和方法等.     

虚拟现实与仿真技术在火控系统中的应用

简述了虚拟现实(VR)的概念、基本特征及其系统体系结构,探讨了虚拟现实(VR)与系统仿真的关系,介绍了其在火控系统中的应用.     

舰船对空作战效能的多层次Fuzzy综合评判

介绍了影响舰船对空作战效能的各种因素,详细分析了多层次模糊(Fuzzy)综合评判的数学模型,用此数学模型对舰船对空作战效能进行了模糊综合评判,这种方法是用精确的数学来描述作战效能分析中的模糊现象和专家经验,为专家们评判舰船对空作战效能提供一种新的办法.     

美国陆军作战指挥系统

自海湾战争以来的局部战争,信息作战改变并主导了现代战场。描述了美陆军作战指挥系统及其支援系统、通信系统的组成、基本功能和发展前景。     

管理监督领导干部要"四到位"

坚持从严治党,必须建设一支高标准的领导干部队伍,把好新任领导干部的选拔任用关.同时,要认真做好在职领导干部的管理监督工作,做到思想政治教育到位,强化党内监督到位,组织协调配合到位,制度建设落实到位.     

对法学教学方法选择与设计的探讨

教学方法是提高教学质量的重要途径.该文将法学教育的特殊性与教学方法的一般性相结合,面向未来,理论联系实际,在从各方面论述选择和设计法学教学方法依据的基础上,从法学教学实践出发,集思广益,博采众长,总结和归纳出了一些行之有效的法学教学方法,并详略兼顾地作了操作上的说明.     

Inventory control and replenishment with flexible delivery‐time upgrade

We consider a capacitated inventory model with flexible delivery upgrades, in which the seller allocates its on‐hand inventory to price‐ and delivery‐time‐sensitive customers. The seller has two decisions: inventory commitment and replenishment. The former addresses how the on‐hand inventories are allocated between the two classes of customers within an inventory cycle. The latter addresses how the inventory is replenished between inventory cycles. We develop optimal inventory allocation, upgrade, and replenishment policies and demonstrate that the optimal policy can be characterized by a set of switching curves. © 2014 Wiley Periodicals, Inc. Naval Research Logistics 61: 418–426, 2014     

Strategic outsourcing under technology spillovers

We study a supply chain in which an original equipment manufacturer (OEM) and a contract manufacturer (CM) compete in the finished goods market. The OEM can decide whether to outsource the intermediate good, a critical component for producing the finished good, from the CM or make in‐house production. Technology transition improves the CM's production efficiency, and it can take two different forms: a direct technology transfer from the OEM to the CM or technology spillovers through outsourcing from the OEM to the CM. We document the possibility of strategic outsourcing, that is, the CM supplies the intermediate good to the OEM when she is less efficient than the OEM's in‐house production. We find that technology spillovers can strengthen the incentive for strategic outsourcing. Furthermore, compared with direct technology transfers, outsourcing coupled with technology spillovers may generate more technology transition. Outsourcing is a particularly appropriate channel for implicit collusion when the OEM is not very efficient with the production of the intermediate good. Our results suggest that ex post competition on the finished goods can create room for ex ante collaboration and provide some implications on the OEM's outsourcing strategies when facing a competitive CM.© 2014 Wiley Periodicals, Inc. Naval Research Logistics 61: 501–514, 2014     

Assessing the value of demand sharing in supply chains

We consider the problem of assessing the value of demand sharing in a multistage supply chain in which the retailer observes stationary autoregressive moving average demand with Gaussian white noise (shocks). Similar to previous research, we assume each supply chain player constructs its best linear forecast of the leadtime demand and uses it to determine the order quantity via a periodic review myopic order‐up‐to policy. We demonstrate how a typical supply chain player can determine the extent of its available information in the presence of demand sharing by studying the properties of the moving average polynomials of adjacent supply chain players. The retailer's demand is driven by the random shocks appearing in the autoregressive moving average representation for its demand. Under the assumptions we will make in this article, to the retailer, knowing the shock information is equivalent to knowing the demand process (assuming that the model parameters are also known). Thus (in the event of sharing) the retailer's demand sequence and shock sequence would contain the same information to the retailer's supplier. We will show that, once we consider the dynamics of demand propagation further up the chain, it may be that a player's demand and shock sequences will contain different levels of information for an upstream player. Hence, we study how a player can determine its available information under demand sharing, and use this information to forecast leadtime demand. We characterize the value of demand sharing for a typical supply chain player. Furthermore, we show conditions under which (i) it is equivalent to no sharing, (ii) it is equivalent to full information shock sharing, and (iii) it is intermediate in value to the two previously described arrangements. Although it follows from existing literature that demand sharing is equivalent to full information shock sharing between a retailer and supplier, we demonstrate and characterize when this result does not generalize to upstream supply chain players. We then show that demand propagates through a supply chain where any player may share nothing, its demand, or its full information shocks (FIS) with an adjacent upstream player as quasi‐ARMA in—quasi‐ARMA out. We also provide a convenient form for the propagation of demand in a supply chain that will lend itself to future research applications. © 2014 Wiley Periodicals, Inc. Naval Research Logistics 61: 515–531, 2014