Due Date Management Policies

Keskinocak, Pınar; Tayur, Sridhar

doi:10.1007/978-1-4020-7953-5_12

Cited by 87 publications

(41 citation statements)

References 96 publications

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“…Una manera ampliamente aceptada de clasificar los modelos que tratan de asignar ATP a pedidos de clientes se basa en el tipo de respuesta o modo de funcionamiento de dichos modelos (6)(7)(8). Desde este punto de vista, algunos modelos tratan de asignar el ATP en tiempo real ("on-line" o "realtime") para proporcionar una respuesta inmediata a cada propuesta de pedido, según ésta llega y el orden en que llega ("first come first served" ó FCFS) (9-11).…”

Section: Revisión De La Literaturaunclassified

La falta de homogeneidad del producto (FHP) en las empresas cerámicas y su impacto en la reasignación del inventario

Alarcón¹,

Alemany²,

Lario³

et al. 2011

Bol. Soc. Esp. Ceram. Vidr.

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La asignación del producto disponible a prometer (ATP) a pedidos en contextos de fabricación contra almacén (MTS) es de la máxima importancia ya que puede influir en la satisfacción del cliente y en los beneficios de la empresa. Sin embargo, una asignación inicial adecuada, puede pasar a ser inadecuada por diversas razones. En estos casos, es necesaria la reasignación del inventario, la cual será más compleja cuanto más ambiciosos sean los objetivos a alcanzar con ella y mayor el volumen de información a utilizar. En este sentido, cabe destacar que la falta de homogeneidad en el producto (FHP), presente en distintos sectores industriales, provoca la atomización del inventario y aumenta la complejidad de la reasignación, dificultando la obtención de soluciones óptimas. En el presente trabajo se describe la problemática de la FHP, primero de manera genérica, y luego, particularizada a empresas cerámicas MTS. Posteriormente, se identifican las situaciones en las que una determinada asignación de ATP puede dejar de ser adecuada en dicho contexto y se propone la reasignación como una forma de búsqueda de nuevas asignaciones válidas. Finalmente, mediante un caso de estudio de una empresa cerámica, se analiza el impacto de la FHP en cada una de las situaciones identificadas, observando que la FHP provoca alguna de éstas situaciones y complica, en todas ellas, la reasignación del inventario a pedidos. Palabras clave: Asignación de inventario, disponible a prometer (ATP), falta de homogeneidad en el producto (FHP), fabricación contra stock (MTS) The lack of homogeneity in the product (LHP) in the ceramic tile industry and its impact on the reallocation of inventoriesThe allocation of the product available-to-promise (ATP) in make-to-stock (MTS) contexts is of the utmost importance as it can influence customer satisfaction and profits of the company. However, a proper initial allocation may become inadequate for several reasons. In these case, it is necessary the reallocation of inventory, which will be more complex the more ambitious goals to achieve with it and increased the amount of information to use. In this regard, it is noteworthy that the lack of homogeneity in the product (LHP), present in different industrial sectors, causes the atomization of the inventory and increases the complexity of the reallocation, difficult to obtain optimal solutions. This paper describes the problems of the LHP, first under a generic perspective and then, particularized to MTS ceramic companies. Subsequently, situations in which a specific allocation of ATP can no longer be appropriate in this context are identified and the reassignment, as a way to search for new valid assignments, is proposed. Finally, through a case study of a ceramic company, the impact of the LHP in each of the situations identified is analyzed, noting that the LHP causes some of these situations and in all of them, complicates the reallocation of inventory to orders.

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Section: Revisión De La Literaturaunclassified

La falta de homogeneidad del producto (FHP) en las empresas cerámicas y su impacto en la reasignación del inventario

Alarcón¹,

Alemany²,

Lario³

et al. 2011

Bol. Soc. Esp. Ceram. Vidr.

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“…Surveys of due date scheduling problems, with hundreds of references, can be found [5] and [6]. As always with scheduling problems, there is a vast number of reasonable formulations that have been studied.…”

Section: Related Previous Workmentioning

confidence: 99%

“…Quoted Lead Time The standard quality of service measure for a job J i is the quoted lead time (QLT), which is defined to be d i − r i [5,6]. Probably the most natural related objective is to minimize the average, or equivalently total, quoted lead times of the jobs under the constraint that all jobs must be finished by their due date.…”

Section: Introductionmentioning

confidence: 99%

Competitive Algorithms for Due Date Scheduling

2009

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We consider several online scheduling problems that arise when customers request make-to-order products from a company. At the time of the order, the company must quote a due date to the customer. To satisfy the customer, the company must produce the good by the due date. The company must have an online algorithm with two components: The first component sets the due dates, and the second component schedules the resulting jobs with the goal of meeting the due dates.The most basic quality of service measure for a job is the quoted lead time, which is the difference between the due date and the release time. We first consider the basic problem of minimizing the average quoted lead time. We show that there is a (1 + )-speed O( log k )-competitive algorithm for this problem (here k is the ratio of the maximum work of a job to the minimum work of a job), and that this algorithm is essentially optimally competitive. This result extends to the case that each job has a weight and the objective is weighted quoted lead time.We then introduce the following general setting: there is a non-increasing profit function p i (t) associated with each job J i . If the customer for job J i is quoted a due date of d i , then the profit obtained from completing this job by its due date is p i (d i ). We consider the objective of maximizing profits. We show that if the company must finish each job by its due date, then there is no O(1)-speed poly-log-competitive algorithm. However, if the company can miss the due date of a job, at the cost of forgoing the profits from that job, then we show that there is a (1 + )-speed O(1 + 1/ )-competitive algorithm, and that this algorithm is essentially optimally competitive.

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“…Thus a problem that considers leadtime differentiation may combine pricing decisions with leadtime quotation and production scheduling, although few have considered all of these simultaneously. For a thorough review of papers in leadtime quotation (including some with a pricing decision), see [78] in this book.…”

Section: 13mentioning

confidence: 99%