12.
Dynamic relief-demand management for emergency logistics operations under large-scale disasters
Transportation Research Part E: Logistics and Transportation Review, Volume 46, Issue 1, January 2010, Pages 1-17
Jiuh-Biing Sheu
Abstract
This paper presents a dynamic relief-demand management model for emergency logistics operations under imperfect information conditions in large-scale natural disasters. The proposed methodology consists of three steps: (1) data fusion to forecast relief demand in multiple areas, (2) fuzzy clustering to classify affected area into groups, and (3) multi-criteria decision making to rank the order of priority of groups. The results of tests accounting for different experimental scenarios indicate that the overall forecast errors are lower than 10% inferring the proposed method’s capability of dynamic relief-demand forecasting and allocation with imperfect information to facilitate emergency logistics operations.
Article Outline
1. Introduction
2. Model formulation
2.1. Dynamic relief-demand forecasting
2.2. Affected-area grouping
2.3. Identification of relief-demand urgency
3. Numerical results
3.1. Data acquisition
3.2. Model testing
3.3. Scenario design
4. Concluding remarks
Acknowledgements
References
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13.
Managing the order pipeline to reduce supply chain volatility
European Journal of Operational Research, Volume 203, Issue 2, 1 June 2010, Pages 380-392
Mark Springer, Ilhyung Kim
Abstract
The bullwhip effect in particular, and supply chain volatility in general, has been the subject of much analytical and empirical investigation by researchers. One goal of this work has been to determine supply chain designs and policies that minimize volatility. Using a system dynamics approach, we use three distinct supply chain volatility metrics to compare the ability of two alternative pipeline inventory management policies to respond to a demand shock. The results indicate that no one policy dominates on all three metrics of supply chain volatility. A simplistic static pipeline policy minimizes the bullwhip effect and lessens the likelihood of on-hand inventory oscillations, while a more sophisticated dynamic pipeline policy may converge more rapidly to the new equilibrium. In addition, simulation results suggest that the dynamic policy provides better customer service through fewer stockouts and backorders.
Article Outline
1. Introduction and literature review
1.1. Measuring supply chain volatility
1.2. Managing pipeline inventories
2. Models
2.1. Modeling a single supply chain link
2.2. The dynamic and static pipeline policy assumptions
3. Implications for supply chain volatility: Analytical results
3.1. The oscillation zone
3.2. Order amplification
3.3. Speed of convergence
3.4. Numerical examples
4. Implications for supply chain volatility: Empirical results
4.1. Ramped demand increase
4.2. Demand forecasting
4.3. Lost sales and backlogging
4.4. Random demand
5. Conclusions
Appendix A. Proof of Theorem 2
Appendix B. Proof of Theorem 4
Appendix C. Proof of Theorem 5
Appendix D. Proof of Theorem 6
References
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14.
Supply Chain Management and Retailing
Managing Football, 2010, Pages 151-167
Leigh Sparks
• Overview of the Chapter
• Supply Chain Management
• The Logistics Mix and Channel Management
• Inventory
• Storage Facilities
• Transportation
• Unitisation and Packaging
• Communications
• Retailing in Supply Chains
• Issues in Supply Chains and Retailing for Football Products
• Price-Fixing and Replica Shirts
• The New Generation of Football Club Shops
• Conclusions
• Discussion Questions
• Guided Reading
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15.
Vendor managed inventory model for single-vendor multi-retailer supply chains
European Journal of Operational Research, Volume 204, Issue 3, 1 August 2010, Pages 473-484
M.A. Darwish, O.M. Odah
Abstract
Vendor managed inventory is an integrated approach for retailer–vendor coordination, according to which the vendor decides on the appropriate inventory levels within bounds that are agreed upon in a contractual agreement between vendor and retailers. In this contract, the vendor usually incurs a penalty cost for items exceeding these bounds. The purpose of this paper is to develop a model for a supply chain with single vendor and multiple retailers under VMI mode of operation. This model explicitly includes the VMI contractual agreement between the vendor and retailers. The developed model can easily describe supply chains with capacity constraints by selecting high penalty cost. Theorems are established to alleviate the complexity of the model and render the mathematics tractable. Moreover, an efficient algorithm is devised to find the global optimal solution. This algorithm reduces the computational efforts significantly. In addition, numerical experiments are conducted to show the utility of the proposed model.
Article Outline
1. Introduction
2. Motivation and contribution
3. Literature review
4. Notation
5. Problem statement and assumptions
6. Model development
7. Solution algorithm
8. Examples
8.1. Example 1
8.2. Example 2
9. Sensitivity analysis
9.1. Effect of vendor order cost
9.2. Effect of vendor holding cost
9.3. Effect of over-stock limit
9.4. Effect of penalty cost
10. Conclusion
Acknowledgements
Appendix A. Proof of Theorem 1
Appendix B. Proof of Theorem 2
Appendix C. Proof of Theorem 3
References
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16.
Research on warehouse design and performance evaluation: A comprehensive review
European Journal of Operational Research, Volume 203, Issue 3, 16 June 2010, Pages 539-549
Jinxiang Gu, Marc Goetschalckx, Leon F. McGinnis
Abstract
This paper presents a detailed survey of the research on warehouse design, performance evaluation, practical case studies, and computational support tools. This and an earlier survey on warehouse operation provide a comprehensive review of existing academic research results in the framework of a systematic classification. Each research area within this framework is discussed, including the identification of the limits of previous research and of potential future research directions.
Article Outline
1. Introduction
2. Warehouse design
2.1. Overall structure
2.2. Sizing and dimensioning
2.2.1. Warehouse sizing
2.2.2. Warehouse dimensioning
2.3. Department layout
2.3.1. Pallet block-stacking pattern (P1)
2.3.2. Storage department layout (P2)
2.3.3. AS/RS configuration (P3)
2.4. Equipment selection
2.5. Operation strategy
2.5.1. Storage
2.5.2. Order picking
3. Performance evaluation
3.1. Benchmarking
3.2. Analytical models
3.2.1. Aisle based models
3.2.2. Integrated models
4. Case studies
5. Computational systems
6. Conclusions and discussion
References
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17.
A review of soft computing applications in supply chain management
Applied Soft Computing, Volume 10, Issue 3, June 2010, Pages 661-674
Mark Ko, Ashutosh Tiwari, JörnMehnen
Abstract
It is broadly recognised by global companies that supply chain management is one of the major core competencies for an organisation to compete in the marketplace. Organisational strategies are mainly concentrated on improvement of customer service levels as well as reduction of operational costs in order to maintain profit margins. Therefore supply chain performance has attracted researchers’ attention. A variety of soft computing techniques including fuzzy logic and genetic algorithms have been employed to improve effectiveness and efficiency in various aspects of supply chain management. Meanwhile, an increasing number of papers have been published to address related issues. The aim of this paper is to summarise the findings by a systematic review of existing research papers concerning the application of soft computing techniques to supply chain management. Some areas in supply chain management that have rarely been exposed in existing papers, such as customer relationship management and reverse logistics, are therefore suggested for future research.
Article Outline
1. Introduction
2. Soft computing
2.1. Fuzzy logic
2.2. Neural network
2.3. Genetic algorithms
3. Supply chain management
4. Methodology
4.1. Sources and search methods
4.2. Scope
4.3. Framework
5. The target subject processes
5.1. Manufacturing flow management
5.1.1. Materials planning/inventory management
5.1.2. Supply chain planning
5.1.3. Production planning
5.1.4. Other issues
5.2. Order fulfilment
5.2.1. Logistics network design/planning
5.2.2. Vehicle routing/assignment
5.2.3. Other issues
5.3. Demand management
5.3.1. Sales forecasting
5.3.2. Bullwhip effect
5.3.3. Other issues
5.4. Supplier relationship management
5.5. Product development and commercialisation
5.6. Returns management
5.7. Customer service management
5.8. Customer relationship management
6. Distribution of papers
6.1. Distribution of papers in subject processes
6.2. The growing trend of research in supply chain management
6.3. The employment of individual soft computing technique
6.4. The papers published by main journals
7. Discussion, conclusions and future research
Appendix A. Appendix
References
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18.
The value chain and e-business in exporting: Case studies from Ghana’s non-traditional export (NTE) sector
Telematics and Informatics, Volume 27, Issue 3, August 2010, Pages 323-340
Robert Hinson
Abstract
Purpose
The purpose of this paper is to develop an understanding of the possibilities and challenges facing the application of e-business in the Ghanaian exporting sector. The paper also ascertains, from a value chain perspective, the extent of e-business usages within two export organizations in Ghana’s Non-traditional Export (NTE) sector. The two export firms profiled were from the private and governmental/public sectors of Ghana’s NTE sector.
Design/methodology/approach
The paper adopted a case study approach. This approach was chosen in view of its ability to contribute to deep and detailed knowledge, especially in areas that are characterized by rapid changes. It was also chosen because it is useful for analysing contemporary events. The primary source of data was obtained through semi-structured interviews with senior management personnel in the firms we studied. The data obtained was analysed thematically.

Findings
Across the various value chain activities, the private sector firm showed deeper e-business use concentration than the governmental export organization. More importantly, across the two cases, the value chain activities of export organizations in developing economies that could be most strategically leveraged using e-business are customer service, sales and marketing, operations, logistics and procurement, in that order.

Originality/value
The study is one of a few studies that aim to build on the existing value chain theories in relation to e-business. This study focused on an emerging economy context.

Practical implications
Developing economy export firms looking to develop capabilities and better leverage their e-resources to build competitive advantage should focus on building their customer service and marketing competencies first.

Article Outline
1. Exporting and e-business
2. Ghana today
3. Research framework
3.1. A case for the value chain theory
4. Methodology
5. Case studies
5.1. Kasapreko Company
5.2. Ghana National Procurement Agency (GNPA)
6. Discussion of findings
6.1. Primary activities
6.1.1. Sales and marketing
6.1.2. Logistics
6.1.3. Operations
6.1.4. Procurement
6.1.5. Customer service
6.2. Support activities
6.2.1. Human resource
6.2.2. Infrastructure
6.2.3. Technology development
6.3. Support activities
7. Implication of findings
Further Reading
References
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物流管理前沿理论文献（2010年）阳民教参系列(上),参见:http://www.pinggu.org/bbs/thread-727014-1-1.html