Quality risk in outsourcing: Noncontractible product quality and private quality cost information

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     

A two‐echelon inventory‐location problem with service considerations

We study the problem of designing a two‐echelon spare parts inventory system consisting of a central plant and a number of service centers each serving a set of customers with stochastic demand. Processing and storage capacities at both levels of facilities are limited. The manufacturing process is modeled as a queuing system at the plant. The goal is to optimize the base‐stock levels at both echelons, the location of service centers, and the allocation of customers to centers simultaneously, subject to service constraints. A mixed integer nonlinear programming model (MINLP) is formulated to minimize the total expected cost of the system. The problem is NP‐hard and a Lagrangian heuristic is proposed. We present computational results and discuss the trade‐off between cost and service. © 2009 Wiley Periodicals, Inc. Naval Research Logistics 2009     

Free riding in a multi‐channel supply chain

Free riding in a multichannel supply chain occurs when one retail channel engages in the customer service activities necessary to sell a product, while another channel benefits from those activities by making the final sale. Although free riding is, in general, considered to have a negative impact on supply chain performance, certain recent industry practices suggest an opposite view: a manufacturer may purposely induce free riding by setting up a high‐cost, customer service‐oriented direct store to allow consumers to experience the product, anticipating their purchase at a retail store. This article examines how the free riding phenomenon affects a manufacturer's supply chain structure decision when there are fixed plus incremental variable costs for operating the direct store. We consider factors such as the effort required to find and buy the product at a retail store after visiting the direct store, the existence of competing products in the market, and the extent of consumer need to obtain direct‐store service. © 2009 Wiley Periodicals, Inc. Naval Research Logistics, 2009     

To wait or not to wait: Optimal ordering under lead time uncertainty and forecast updating

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     

备件保障能力评估模型研究

备件保障在武器装备作战中具有重要地位.筹措率、缺货数和适用率是备件保障能力评估的三个主要指标,在此基础上建立了战时备件保障能力评估的数学模型.实例表明评估模型符合备件保障的实际情况,模型运行的结果合理、可信,部分解决了部队战时或机动时备件保障评估的问题,为确定合理的备件存储策略,提高武器装备的战备完好性和作战能力提供了决策的依据.     

基于集对分析的后勤补给路线决策问题研究

由于现代战争后勤补给的快速性、安全性、决策者的主观性及获取情报信息的相关特性,使后勤补给路线的决策问题具有不确定性.利用集对分析对确定不确定信息的良好处理能力,对后勤补给路线的决策问题进行了研究.在选择路线时摒弃了传统的只考虑时间效益的思路,综合分析影响后勤补给路线选择的诸多因素,在遵循目的性、实用性、关联性、客观性和定量化原则基础之上,构建了后勤补给路线选择的指标体系;给出一种基于集对分析的决策定量化数学模型,对后勤补给路线的决策问题进行分析,为指挥员能够科学、合理地选择路线提供参考.     

基于风险控制的装备供应链网络设计模型

针对风险管理中的装备供应链正向（供应）网络设计问题,在对装备供应链风险和成本进行量化分析的基础上,综合考虑风险和成本2方面因素,建立了基于风险控制的装备供应链网络设计优化模型。并设计了遗传算法对模型进行求解,给出在指定风险水平下最优设计方案与总成本。最后通过实例分析和计算,结果表明,该优化模型合理、有效、可行。     

Optimal capacity in a coordinated supply chain

We consider a supply chain in which a retailer faces a stochastic demand, incurs backorder and inventory holding costs and uses a periodic review system to place orders from a manufacturer. The manufacturer must fill the entire order. The manufacturer incurs costs of overtime and undertime if the order deviates from the planned production capacity. We determine the optimal capacity for the manufacturer in case there is no coordination with the retailer as well as in case there is full coordination with the retailer. When there is no coordination the optimal capacity for the manufacturer is found by solving a newsvendor problem. When there is coordination, we present a dynamic programming formulation and establish that the optimal ordering policy for the retailer is characterized by two parameters. The optimal coordinated capacity for the manufacturer can then be obtained by solving a nonlinear programming problem. We present an efficient exact algorithm and a heuristic algorithm for computing the manufacturer's capacity. We discuss the impact of coordination on the supply chain cost as well as on the manufacturer's capacity. We also identify the situations in which coordination is most beneficial. © 2008 Wiley Periodicals, Inc. Naval Research Logistics, 2008     

Competing with channel partners: Supply chain conflict when retailers introduce store brands

Private‐label products are of increasing importance in many retail categories. While national‐brand products are designed by the manufacturer and sold by the retailer, the positioning of store‐brand products is under the complete control of the retailer. We consider a scenario where products differ on a performance quality dimension and we analyze how retailer–manufacturer interactions in product positioning are affected by the introduction of a private‐label product. Specifically, we consider a national‐brand manufacturer who determines the quality of its product as well the product's wholesale price charged to the retailer. Given the national‐brand quality and wholesale price, the retailer then decides the quality level of its store brand and sets the retail prices for both products. We find that a manufacturer can derive substantial benefits from considering a retailer's store‐brand introduction when determining the national brand's quality and wholesale price. If the retailer has a significant cost disadvantage in producing high‐quality products, the manufacturer does not need to adjust the quality of the national‐brand product, but he should offer a wholesale price discount to ensure its distribution through the retailer. If the retailer is competitive in providing products of high‐quality, the manufacturer should reduce this wholesale price discount and increase the national‐brand quality to mitigate competition. Interestingly, we find the retailer has incentive to announce a store‐brand introduction to induce the manufacturer's consideration of these plans in determining the national‐brand product quality and wholesale price. © 2010 Wiley Periodicals, Inc. Naval Research Logistics, 2010     

Machine scheduling with an availability constraint and job delivery coordination

In this paper we study the scheduling problem that considers both production and job delivery at the same time with machine availability considerations. Only one vehicle is available to deliver jobs in a fixed transportation time to a distribution center. The vehicle can load at most K jobs as a delivery batch in one shipment due to the vehicle capacity constraint. The objective is to minimize the arrival time of the last delivery batch to the distribution center. Since machines may not always be available over the production period in real life due to preventive maintenance, we incorporate machine availability into the models. Three scenarios of the problem are studied. For the problem in which the jobs are processed on a single machine and the jobs interrupted by the unavailable machine interval are resumable, we provide a polynomial algorithm to solve the problem optimally. For the problem in which the jobs are processed on a single machine and the interrupted jobs are nonresumable, we first show that the problem is NP‐hard. We then propose a heuristic with a worst‐case error bound of 1/2 and show that the bound is tight. For the problem in which the jobs are processed on either one of two parallel machines, where only one machine has an unavailable interval and the interrupted jobs are resumable, we propose a heuristic with a worst‐case error bound of 2/3. © 2006 Wiley Periodicals, Inc. Naval Research Logistics, 2007