Abstract. An important service provided by third-party logistics (3PL) firms is to manage the inbound logistics of raw materials and components from multiple suppliers to several manufacturing plants. A key challenge for these 3PL firms is to determine how to coordinate and consolidate the transportation flow, so as to get the best overall logistics performance. One tactic is to establish consolidation hubs that collect shipments from several suppliers, consolidate these shipments, and direct the consolidated shipments to the appropriate manufacturing plant. We consider the network design problem to implement this tactic, namely deciding the number, location and operation of consolidation hubs so as to minimize the total logistics costs for the network. To solve this network design problem, we define candidate shipping options for each potential hub, for which we can pre-compute the shipping quantities required from each supplier, and the incurred shipping costs and inventory holding costs. We formulate the problem as an integer linear optimization model and illustrate how to solve large instances using Lagrangian relaxation and a subgradient optimization algorithm. Our results indicate that the bounds obtained are fairly tight and are superior to the bounds obtained from the solution of the LP relaxation.
B efore spreadsheets, modeling of business concerns required some competency in mathematics (algebra, calculus, statistics, and probability) and in computer programming, skills that are rather intimidating for the average business executive and management school student. However, the spreadsheet and the personal computer revolution challenged that paradigm. With its simple intuitive interface, direct interactivity, and universal presence, the humble spreadsheet has made business modeling much easier and has been considered by many analysts as the tool of choice for exploring business opportunities. Many university professors have already adopted spreadsheets as their computing platform in support of teaching business mathematics, statistics, and management science courses. Though some business modeling skills can be learned when spreadsheets are used in the courses, they are often secondary to the task of delivering the main subject content. Working out business challenges in the real world, however, requires good spreadsheet modeling skills, in particular that of using the spreadsheet for rapid understanding of ill-defined and unstructured situations. It has been argued that basic modeling skills should be taught prior to management science methods. We agree and further assert here that modeling skills should be taught in a separate full course on "exploratory" modeling of general business challenges rather than "computational" modeling of standard problems relevant to the application of management science methods. We have designed and successfully delivered to thousands of undergraduates over the past four years a course in business modeling with spreadsheets. In this paper, we will discuss the novelty of our course content and approach and will elaborate on the key pedagogical challenges.
Considered one of the deadliest incidents in the history of aviation crises and labelled a “continuing mystery,” the ongoing search for the missing Malaysia Airlines Flight 370 offers no closure. With endless media attention, and negative reactions of stakeholders to every decision made by the airline, this study investigates the types of emotions found in social media posted by publics to the MH370 search suspension announcement. It content analyzed 5,062 real-time tweet messages guided by the revised integrated crisis mapping model. Our findings indicated that, in addition to the four original emotions posited, there was a fifth emotion because of the long-drawn crisis and only two dominant emotions were similar to the model. A redrawn version to better encapsulate all the emotions is offered for one quadrant in the model. Implications for both crisis communication scholarship and the importance of social listening for organizations are discussed.
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OVERVIEWExcel spreadsheets have been used in many classrooms to teach modeling and analysis of real business problems. This can be done with relative ease but often the modeling approach may be inappropriate and the analysis results not easily implemented. In this article, we illustrate these difficulties with the modeling of the number of equipment required in future years, given demand (historical and projected) and the amount of equipment held. We show how the desired output can be, and needs to be related to the given input. For this purpose, we apply the TREND function to predict data into future years. The real learning of this article comes from deriving actionable implementation solutions from the modeling results. We discuss this in terms of converting future equipment numbers into an equipment acquisition plan. THE EXERCISEAlex Processing produces a line of food products that are used as key ingredients in mass-produced meals. The CEO, who recently hired you as his assistant, has requested you to prepare an equipment acquisition plan. After consulting the executive engineer, you are able to tabulate the number of each type of equipment held and the annual aggregate demand for the last 10 years and the expected annual aggregate demands for the next 10 years.
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