Supply chain optimisation for the process industries: Advances and opportunities

Papageorgiou, Lazaros G.

doi:10.1016/j.compchemeng.2009.06.014

“…But these studies do not define the modalities which allow the oilseeds to be available in quantity, in quality and on time at seed milling plant (Feedstock Conversion Unit (CU)). Yet, the good management of the feedstock supply chain is inherent in the competitiveness of all kinds of process industries (Papageorgiou, 2009). In this context, the work presented in this paper aims to determine the conditions of profitability of the SVO production systems in West Africa through an integrated approach that takes into account the production and the gathering of the seeds in the farms for the optimal supply of the CU.…”

Section: Methodsmentioning

confidence: 99%

Optimization of an oilseed-based biofuels upstream supply chain in West Africa

Bambara

¹

,

Sawadogo

²

,

Blin

³

et al. 2017

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Abstract:This study presents an optimization model of the upstream supply chain of an oilseed basedbiofuels production system. It has been developed considering West Africa rural context where family farming is mainly practiced. The model has been applied to a theoretical case of study on jatropha seeds supply chain. Four scenarios on farms surface area occupancy and on the transportation means used between farms and feedstock gathering points (GP) have been performed. Considering different farming systems, different seed yield, and different transportation mode, the results show that the most efficient option is the "intercropping" mode with the pre-processing operations located at the farms and with the transportation between farms and GP ensured by carts.

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“…This was justified by the fact that in process industries, the production costs tend to be dominated and so the decoupling between production and distribution could be a satisfactory option due to the existent solution difficulties faced when solving complex problems. This fact has however changed over the years and as detailed by Papageorgiou (2009) and more recently by Barbosa-Póvoa (2012) SCs design and planning problems when solved simultaneously result in higher benefits. Additionally, the solution of both problems treated independently could lead to infeasible implementation solutions or even more costly solutions.…”

Section: Supply Chain Network Design and Planningmentioning

confidence: 99%

“…Thus it has been for long recognized that accounting for uncertainty in the surrounding environment and associated data is important (Vidal and Goetschalckx (1997); Shah, 2005;Papageorgiou, 2009;Barbosa-Póvoa, 2012). This is even more important when knowing that today's SCs act globally and consequently are more exposed to uncertainty and risks.…”

Section: Design and Planning With Uncertainty And Riskmentioning

confidence: 99%

“…Within the process SCs, few works have been reported addressing such issues but the necessity to seriously explore them exists. On the one hand, because non-conform and/or end-of-life products are present in any chain and additionally process SCs are very sensitive when environmental and social concerns are at stake namely due to pollution and safety reasons (Papageorgiou, 2009;Barbosa-Póvoa, 2012;Nikolopoulou and Ierapetritou, 2012). As mentioned in Barbosa-Póvoa (2012), there are a number of forms to address sustainability into the SCs.…”

Section: Designing and Planning Sustainable Conscious Supply Chainsmentioning

confidence: 99%

“…Finally, addressing SC activities at the operational level results in important add-ons that enhance SC performance (Papageorgiou, 2009). Huang and Karimi (2006) Dondo et al (2011) studied the distribution problem considering vehicle routing and X-docking centers.…”

Section: As Represented Inmentioning

confidence: 99%

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Process Supply Chains Management â€“ Where are We? Where to Go Next?

2014

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Commonly process industries supply chains (SCs) deal with chemical process based networks involving suppliers, producers, warehouses, retailers, and distributors. More recently, reverse logistics activities started to be also considered as part of such networks, being these responsible for incorporating into the forward chains non-conforming/end-oflife products through recovering processes. This supports the exploration of the wasteto-value concept within the SCs while addressing important environmental issues. The result of such behavior has increased the already complex management of such systems challenging the development of decision supporting tools that can help the related decision process. In this paper, we address this need and analyze the more relevant published works that contribute to this goal while identifying the classes of problems that have been solved and which are the new trends in the area. We finalize this article by drawing some conclusions where we discuss advances performed and recognized challenges for the future.

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Process Systems Engineering, 8. Plant Operation, Integration, Planning, Scheduling, and Supply Chain

Puigjaner

¹

,

Laínez

²

,

Reklaitis

³

2013

Ullmann's Encyclopedia of Industrial Chemistry

1

0

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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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Supply chain optimisation for the process industries: Advances and opportunities

Cited by 291 publications

References 89 publications

Optimization of an oilseed-based biofuels upstream supply chain in West Africa

Optimization of an oilseed-based biofuels upstream supply chain in West Africa

Process Supply Chains Management â€“ Where are We? Where to Go Next?

Process Systems Engineering, 8. Plant Operation, Integration, Planning, Scheduling, and Supply Chain

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