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This paper utilizes the framework of midterm, multisite supply chain planning under demand uncertainty (Gupta and Maranas, 2000) to safeguard against inventory depletion at the production sites and excessive shortage at the customer. A chance constraint programming approach in conjunction with a two-stage stochastic programming methodology is utilized for capturing the trade-off between customer demand satisfaction (CDS) and production costs. In the proposed model, the production decisions are made before demand realization while the supply chain decisions are delayed. The challenge associated with obtaining the second stage recourse function is resolved by first obtaining a closed-form solution of the inner optimization problem using linear programming duality followed by expectation evaluation by analytical integration. In addition, analytical expressions for the mean and standard deviation of the inventory are derived and used for setting the appropriate CDS level in the supply chain. A three-site example supply chain is studied within the proposed framework for providing quantitative guidelines for setting customer satisfaction levels and uncovering effective inventory management options. Results indicate that significant improvement in guaranteed service levels can be obtained for a small increase in the total cost.3
This paper utilizes the framework of midterm, multisite supply chain planning under demand uncertainty (Gupta and Maranas, 2000) to safeguard against inventory depletion at the production sites and excessive shortage at the customer. A chance constraint programming approach in conjunction with a two-stage stochastic programming methodology is utilized for capturing the trade-off between customer demand satisfaction (CDS) and production costs. In the proposed model, the production decisions are made before demand realization while the supply chain decisions are delayed. The challenge associated with obtaining the second stage recourse function is resolved by first obtaining a closed-form solution of the inner optimization problem using linear programming duality followed by expectation evaluation by analytical integration. In addition, analytical expressions for the mean and standard deviation of the inventory are derived and used for setting the appropriate CDS level in the supply chain. A three-site example supply chain is studied within the proposed framework for providing quantitative guidelines for setting customer satisfaction levels and uncovering effective inventory management options. Results indicate that significant improvement in guaranteed service levels can be obtained for a small increase in the total cost.3
The article contains sections titled: 1. Introduction 1.1. The Planning/Scheduling Problem 1.1.1. Enterprise‐Wide Long‐Term or Strategic Planning 1.1.2. Short‐Term Production Scheduling 1.2. Current State of Integrated Management of Process Operations 1.2.1. Corporate Finances and International Issues 1.2.2. Product Development 1.2.3. Environmental Management 1.2.4. Sales and Marketing 1.2.5. Decision‐Making under Uncertainty 1.2.5.1. Reactive Approaches 1.2.5.2. Preventive Approaches 2. Process Planning and Scheduling 2.1. Resource Planning 2.1.1. Structure of the Production Facility 2.1.2. Mode of Operation 2.1.3. Inventory Policy 2.1.4. Resources Availability 2.1.5. Structure of Demand 2.1.6. Planning Horizon 2.1.7. Performance Index 2.2. Planning of New Product Development 2.3. Planning Problem Solution Approaches 2.3.1. Hierarchical Decomposition 2.3.2. Rolling Horizon Solution Strategy 2.3.3. Enumeration Procedures 2.4. Production Planning for Parallel Multiproduct Plants 2.4.1. Solution Strategy 2.4.2. Optimization Procedure 2.4.3. Industrial Applications 2.4.3.1. The Pigment Factory 2.4.3.2. Textile Production 2.5. Single‐Site Production Scheduling 2.5.1. Scheduling Requirements for Industrial Problems 2.5.2. Mathematical Models 2.6. Operation Under Uncertainty 2.6.1. Generation of Robust Schedules 2.6.2. Preventive Maintenance 2.6.3. Simultaneous Production and Maintenance Tasks Scheduling 2.6.4. Flexible Schedules 2.6.4.1. Mathematical Formulation 2.6.4.2. Processing Unit Allocation Constraints 2.6.4.3. Flexible Recipe Model 2.6.4.4. Recipe Flexibility Region 2.6.4.5. Associated Cost of Deviations from Nominal Conditions 2.6.4.6. Lower Bound on the Start Time of the Tasks 2.6.4.7. Duration of Tasks 2.6.4.8. Duration of the First Tasks 2.6.4.9. Sequencing Constraints 2.6.4.10. Tardiness and Earliness 2.6.4.11. Problem Objective Function 2.6.4.12. Illustrative Example 2.7. Heuristic/Stochastic Approaches 2.8. Software Support Tools 2.8.1. Planning 2.8.2. Scheduling 2.8.2.1. gBBS 2.8.2.2. Virtecs 2.8.2.3. BOLD 2.9. Benefits and Challenges of Scheduling/Planning Applications 2.10. Nomenclature 2.10.1. Scheduling 2.10.2. Flexible Schedules 3. Supply Chain Management 3.1. Supply Chain Modeling 3.1.1. Organizational Structure 3.1.2. Model Elements 3.1.2.1. SC Drivers 3.1.2.2. SC Decisions 3.1.2.3. SC Constraints 3.2. Supply Chain Operations Strategic and Tactical Issues 3.2.1. Operations Model 3.2.1.1. Traditional Design‐Planning of Supply Chain Networks 3.2.1.2. Flexible Design‐Planning of Supply Chain Networks 3.2.2. Economic Performance Indicator 3.2.3. Mapping Environmental Impacts within SCM 3.3. Treatment of Uncertainty 3.4. Detailed Scheduling Considerations in SC Design 3.5. Illustrative Example 3.5.1. The Design Problem 3.5.2. Testing Solutions Using the MPC Framework 3.5.3. Consideration of Failures 3.6. Supporting Software 3.7. Nomenclature 3.7.1. Traditional Design Planning of Supply Chain Networks 3.7.2. Flexible Design and Planning of Supply Chain Networks 3.7.3. Mapping Environmental (Additional Nomenclature) 3.7.4. Treatment of Uncertainty 3.7.5. Scheduling Consideration in SC Design 4. Conclusions and Future Directions 5. Acknowledgments
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