By Christian Alexander Ullrich
Christian A. Ullrich investigates the optimization power of built-in offer chain scheduling methods. contemplating a company-internal offer chain, the author´s first study query is whether or not the result of integrating computer scheduling and motor vehicle routing are much better than these of vintage decomposition methods which holiday down the final challenge and resolve the subproblems successively. The scope is then broadened to incorporate the desktop and transportation scheduling difficulties of 2 and extra businesses at consecutive offer chain phases. The final a part of this dissertation addresses provide chain contracting concerns.
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Extra info for Issues in Supply Chain Scheduling and Contracting
If they deliver late, suppliers may cause the above mentioned problems, damage their reputation, and incur contractual penalties. Hence, minimizing tardiness-based performance criteria such as the number of tardy jobs, maximum tardiness, and total (weighted) tardiness is frequently encountered in practice. Because of its widespread use (Koulamas, 1994), the objective criterion discussed in this chapter is the minimization of total tardiness. To reduce complexity, classic decomposition approaches break down the overall problem, solve the production and delivery subproblems successively, and merge the subsolutions to form a solution to the overall problem.
On the other hand, if the machine scheduling subproblem is solved ﬁrst, the completion times of the jobs impose release dates on the vehicle routing subproblem. According to Desrochers et al. (1990), this capacitated vehicle routing problem with time windows can be described by 1, s j , twhs j , Cj /V, cv , rˆv , mT// j Tj . A single depot, job-dependent service times, time windows with hard lower and soft upper bounds, and job release dates (1, s j , twhs j , Cj ) have to be accounted for. Furthermore, V vehicles, which may differ in their loading capacities and ready times, are each available for multiple tours (V, cv , rˆv , mT ).
2006; Herrmann, 2010). However, on closer inspection it becomes apparent that many of the problems that are now assigned to the research area of supply chain management were in fact identiﬁed much earlier. For example, the ﬁrst articles on the bullwhip effect1 were already written in the 1950s (Simon, 1952; Forrester, 1958). Nevertheless, it was not before the late 1990s that 1 The bullwhip effect describes an ampliﬁcation of demand variability further up the supply chain. A company exhibits this effect if it purchases materials and components more variably with regard to quantities and time intervals than it sells its products.