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PART ONE Introduction to Supply Chain Management1

1 Supply Chain Management, Integrated Planning, and Models3

1.1 Fundamentals of Supply Chain Management5

Supply Chain Networks6

Integrated Supply Chain Planning7

Objectives of Supply Chain Management8

1.2 Overview of Supply Chain Models and Modeling Systems10

1.3 Supply Chain Modeling Incorporates Concepts from Several Management Disciplines12

Strategy Formation and the Theory of the Firm13

Logistics, Production, and Inventory Management17

Management Accounting19

Demand Forecasting and Marketing Science20

Operations Research22

1.4 Innovations in Information Technology Require and Support Supply Chain Modeling23

1.5 Organizational Adaptation to Integrated Supply Chain Management and Modeling25

Notes26

References27

2 Information Technology29

2.1 Developments in Enterprise Resource Planning Systems and E-Commerce30

ERP Systems31

E-Commerce32

2.2 Comparison of Transactional IT and Analytical IT36

Time Frame Addressed37

Purpose37

Business Scope37

Nature of Databases38

Response Time for Queries39

2.3 Hierarchy of Supply Chain Systems40

Components of the Supply Chain System Hierarchy40

Implications for Business Process Redesign40

Frequency of Analysis, Cycle Times, and Run Times of Supply Chain Systems46

Communication Among Supply Chain Systems of Data and Decisions46

Balancing Centralized and Decentralized Decision Making53

2.4 Legacy Systems and Legacy Thinking53

2.5 Final Thoughts55

Exercises56

Notes57

References59

PART TWO Modeling and Solution Methods61

Practical Issues of Price Competition63

3 Fundamentals of Optimization Models: Linear Programming63

3.1 Linear Programming Modeling Examples64

Resource Allocation Model65

Infeasible and Unbounded Models69

Spreadsheet Optimization70

Multiperiod Resource Allocation Model72

Network Models78

3.2 Properties of Linear Programming Models84

Linearity85

Separability and Additivity89

Indivisibility and Continuity89

Single Objective Function90

Data Known with Certainty90

3.3 Interpreting an Optimal Linear Programming Solution91

Shadow Prices92

Reduced Cost Cefficients94

Dual Linear Programming Model96

Parametric and Sensitivity Analysis98

3.4 Multiple Objective Optimization101

3.5 Stochastic Programming104

Generalizations109

3.6 Final Thoughts109

Exercises110

Notes113

References114

Appendix 3A The Simplex Method of Linear Programming115

4 Fundamentals of Optimization Models: Mixed Integer Programming125

4.1 Mixed Integer Programming Modeling Vignettes126

Fixed Costs127

Economies of Scale130

Production Changeovers131

Multiple Choice and Other Nonnumeric Constraints132

4.2 Distribution Center Location Models133

DC Location Model134

Generalizations138

4.3 Supply Chain Network Optimization Models139

Strategic Planning at Ajax139

Generalizations151

4.4 Designing and Implementing Optimization Modeling Systems for Strategic and Tactical Planning151

System Design152

System Implementation154

4.5 Optimization Software158

Optimizers159

Algebraic Modeling Language Development Kits161

Spradsbeet Optimizers163

4.6 Final Thoughts163

Exercises164

Notes166

References167

Appendix 4A The Branch-and-Bound Method for Mixed Integer Programming169

5 Unified Optimization Methodology for Operational Planning Problems177

5.1 Heuristic Methods for Combinatorial Optimization Problems179

Local Delivery Heuristics180

5.2 Overview of the Unified Optimization Methodology188

Production Scheduling Example of Decomposition189

Unified Optimization Methodology193

5.3 Unified Optimization Methodology Applied to Vehicle Routing197

Statements of the Optimization Models198

Numerical Solution202

Generalizations205

5.4 Unified Optimization Methodology Applied to Production Scheduling207

Company Background and Numerical Data207

Unified Optimization Methodology Specialized to Goodstone s Production Scheduling Problem209

Production Scheduling Solution213

5.5 Final Thoughts218

Generalizations218

Exercises219

Notes222

References223

6 Supply Chain Decision Databases225

6.1 Data Aggregations228

Aggregating Products229

Aggregating Customers and Markets231

Recipes, Processes, Resources, and Costs232

Aggregating Suppliers232

6.2 Facility Data232

6.3 Transportation Network Data237

Transportation Network Submodels237

Transportation Costs and Capacities240

Modal Choice and Shipment Sizes241

Utilities for Generating Networks242

6.4 Supplier Data242

Vendor Costs and Constraints243

6.5 Role of Management Accounting245

Develop Causal Cost Relationships of Direct and Indirect Costs247

Activity-Based Costing248

Connection of ABC to Optimization Models and the Taxonomy of Costs250

Computation of Transfer Prices, Product and Customer Costs from an Optimal Solution to a Supply Chain Model250

6.6 Demand Forecasting257

Background257

Types of Forecasting Models258

Demand Data Specifications for Optimization Models260

Forecasting Software261

6.7 Global and Policy Data261

6.8 Model Output Data262

Management Reports of Output Data263

Shadow Prices and Reduced Costs264

Derived Output265

6.9 Connections Among Supply Chain Decision Databases266

Scenarios267

Multiperiod Decision Databases268

Hierarchies269

6.10 Graphical Displays of Data Inputs and Outputs270

6.11 Final Thoughts271

Exercises273

Notes274

References275

PART THREE APPLICATIONS277

7 Strategic and Tactical Supply Chain Planning: State-of-the-Art Modeling Applications279

Taxonomy of Resources281

7.1 Resources and the Resource-Based View of the Firm281

Summary of the Resource-Based View of the Firm282

Connections with Optimization Models283

7.2 Strategic Analysis of Logistics Supply Chains286

A Framework for Logistics Strategy Formation286

Constructing an Optimization Model for Strategic Logistics Planning289

7.3 Redesigning the Distribution Network of an Electronics Products Company292

7.4 Strategic Analysis of Manufacturing Supply Chains294

A Framework for Manufacturing Strategy Formation294

Constructing an Optimization Model for Strategic Manufacturing Planning298

7.5 Two Manufacturing Strategy Applications302

Worldwide Sourcing at Delta Industrial Chemicals303

Postmerger Consolidation of Consumer Paper Companies306

7.6 Tactical Planning310

7.7 Two Tactical Planning Applications312

Monthly Planning at an Industrial Gases Company312

Monthly Planning at a Beer Company315

7.8 Final Thoughts316

Exercises317

Notes319

References320

8 Strategic and Tactical Supply Chain Planning: Advanced Modeling Applications323

8.1 Integrating Supply Chain and Demand Management324

8.2 Price and Location Sensitive Revenue Curves326

8.3 Integrating Supply Chain and Marketing Models for Consumer Products330

Consumer Products Supply Chains331

Modeling the Effects of Marketing Decisions on Demand for Consumer Products333

Integrating Supply Chain and Marketing Models for Manufacturers of Consumer Products337

Illustrative Numerical Model340

8.4 Planning for New Product Introduction and Growth346

8.5 Optimization Models for Competitive Analysis349

Structural Analysis of Industries349

Theory of Industrial Organization351

A Model of Price Competition353

Illustrative Numerical Model355

8.6 Application of Competitive Analysis in the Forest Products Industry362

8.7 Decision Trees and Stochastic Programming364

Decision Trees366

An Inventory Example of Stochastic Programming370

8.8 Supply Chain Strategies for Managing Product Variety375

Exploit Component Commonality and Postponement of Product Differentiation376

Assemble Differentiated Products from Vanilla Boxes377

Implement Quick Response to Early Sales378

8.9 Scenario Planning382

Methodology382

8.10 Final Thoughts384

Connections to Optimization Modeling384

Exercises386

Notes387

References389

9 Integration of Financial and Physical Supply Chains391

9.1 Optimization Models for Corporate Financial Planning392

Modeling the Balance Sheet393

Numerical Example of an Optimization Model for Corporate Financial Planning395

Model and Methodological Extensions401

9.2 Financial Planning Issues Facing the Multinational Corporation402

9.3 A Network Illustration403

9.4 Financial Flows Model406

Statement of the Financial Flows Model408

Financial Flows Model Results412

9.5 Modeling Exchange Rate Risks415

9.6 Real Options for Hedging Risks in the Global Economy419

9.7 Final Thoughts421

Exercises422

Notes426

References427

10 Operational Supply Chain Planning429

10.1 Taxonomies of Operational Planning Problems430

Production Planning and Scheduling431

Vehicle Routing and Scheduling438

Human Resources Scheduling440

10.2 Modeling Systems for Operational Planning441

System Integration441

Steps to Follow in Using a System443

Real-Time Operational Planning446

Other Uses of a Modeling System447

Trajning，Learning，and System Evolution447

10.3 Vehicle Routing System for an E-Commerce Company448

Company Background449

Routing System Description and Use450

Driver Assignment455

10.4 Production Planning System for a Semiconductor Company455

Manufacturing and Marketing Background456

Planning and Modeling Approaches458

Implementation461

Results462

10.5 Simulation Models and Systems463

Deterministic Simulation463

Monte Carlo Simulation463

Simulation Software468

Simulation versus Optimization469

10.6 Final Thoughts470

Exercises471

Notes474

References475

11 Inventory Management477

11.1 Inventory Theory Models479

Deterministic Models479

Probabilistic Models481

ABC Classification485

11.2 Incorporating Inventory Management Decisions in Strategic and Tactical Supply Chain Models486

Incorporating Inventory Management Decisions in Strategic Supply Chain Models487

Incorporating Inventory Management Decisions in Tactical Supply Chain Models492

11.3 Inventory Management in Distribution Supply Chains495

Distribution Scheduling in a Reverse Logistics Company495

Multiechelon Spare Parts Distribution System at IBM500

11.4 Inventory Management in Manufacturing Supply Chains504

Optimizing Inventory across Hewlett-Packard s Printer Supply Chains504

Optimal Safety Stock Placement in Kodak s Manufacturing Supply Chains508

11.5 Final Thoughts512

Exercises514

Notes515

References516

PART FOUR The Future517

12 Organizational Adaptation to Optimization Modeling Systems519

12.1 How Organizations Make Decisions521

The Theory of Rational Choice versus the Reality of Organizational Behavior522

Uncertainty and Risk524

Rule-Based Decision Making524

Deriving Meaning from the Decision Environment525

Decision-Making Ecologies526

12.2 Contested Issues about Organizational Decision Making527

Choice-Based versus Rule-Based Decision Making528

Clear versus Ambiguous Decision Making530

Instrumental versus Interpretive Decision Making535

Supply Chain Management as an Interacting Ecology538

12.3 Information Technology as Competitive Advantage539

Recent History of IT as Competitive Advantage539

Resource-Based Analysis540

Attributes of IT as Possible Sources of Competitive Advantage541

Complementary Organizational Resources544

12.4 Exploitative versus Exploratory IT Developments547

Acquisition or Development of a Modeling System548

Use of a Modeling System549

Enhancement of a Modeling System550

12.5 Business Process Redesign and IT550

Modeling Systems Invoke Business Process Redesign553

12.6 Supply Chain Coordination Processes and Incentive Contracts557

Selecting Coordination Processes558

Principal-Agent Theories of Incentives559

12.7 No Gain without Pain562

Stages of a Strategic Supply Chain Study563

Summary566

12.8 Outlook for the Future of Modeling Systems and Their Applications567

Exercises572

Notes573

References575

Index577

Credits583