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www.elsevier.com/locate/bushor
KEYWORDS
Supply chain
management;
Analytics;
Optimization;
Forecasting
0007-6813/$ see front matter # 2014 Kelley School of Business, Indiana University. Published by Elsevier Inc. All rights reserved.
http://dx.doi.org/10.1016/j.bushor.2014.06.004
596
G.C. Souza
Table 1.
Make
Deliver
Return
Activities
Schedule and
manufacture, repair,
remanufacture, or
recycle materials
and products
Receive, schedule,
pick, pack, and
ship orders
Strategic
(time frame:
years)
Strategic
Location of plants
Product line mix
Location of
Location of return
Tactical
(time frame:
months)
Operational
(time frame:
days)
Materials
Plan
sourcing
Supply chain
mapping
at plants
operations planning
requirement
planning
and inventory
replenishment
orders
Workforce scheduling
Manufacturing, order
distribution centers
Fleet planning
Transportation and
distribution planning
Inventory policies
at locations
Vehicle routing
(for deliveries)
centers
Reverse distribution
plan
597
Deliver
Return
Analytics
Techniques
Source
Descriptive
Predictive
Prescriptive
dynamic
programming
598
Data mining has also been used for demand forecasting in conjunction with traditional forecasting
techniques (Rey, Kordon, & Wells, 2012). Usually,
the data-mining step precedes the use of causal
forecasting techniques by finding appropriate demand drivers (i.e., independent variables) for a
product that can be used in regression analysis.
For example, Dow Chemical uses a combination of
data mining and regression techniques to forecast
demand at the strategic and tactical levels (e.g.,
identifying demand trends), which is useful for its
pricing strategy and for configuring and designing its
supply chain to respond to these trends (Rey & Wells,
2013). Data-mining methods usually involve clustering techniques. So, if a retailer finds out, for example, that demand for cereal is strongly related to
milk sales, then the retailer may build a causal
forecasting model that predicts cereal sales with
milk sales as one of the predicting variables. Market
basket analysis is a specific data-mining technique
that provides an analysis of purchasing patterns at
the individual transaction level, so a retailer can
analyze the frequency with which two product categories (e.g., DVDs and baby products) are purchased together. Lift for a combination of items is
equal to the actual number of times the combination occurs in a given number of transactions divided
by the predicted number of times the combination
occurs if items in the combination were independent. Lift values above 1 indicate that items tend to
be purchased together. This kind of analysis can be
useful when building causal regression models for
demand forecasting. It can also aid in promotion
activities because the retailer can predict how much
sales of Product 1 would increase if there is a
promotion for Product 2 if the two products are
often purchased together.
3. Source
3.1. Source: Strategic decisions
Strategic sourcing is the process of evaluating and
selecting key suppliers. There is limited use of
analytics for strategic sourcing in practice even
though academics prescribe the use of sophisticated
multi-criteria decision-making techniques such as
analytic hierarchic process (AHP). AHP decomposes
a complex problem (e.g., selecting a supplier among
a diverse set) into more easily comprehended subproblems that can be analyzed separately. In the
supplier-selection problem, these sub-problems
might include distinct evaluations of factors like
cost, quality, delivery speed, delivery reliability,
volume flexibility, product mix flexibility, and sustainability. These evaluations are then weighed.
G.C. Souza
Firms are very familiar with their first-tier suppliers (i.e., those that directly supply them) and
perhaps their second-tier suppliers (i.e., those that
supply first-tier suppliers), but some of their lowertier suppliers may be unknown. A recent example is
the November 2012 fire at the Bangladesh factory
that killed more than 100 workers. An audit of the
factory by Walmart in 2011 ruled it out as a supplier.
However, one of Walmarts suppliers continued to
subcontract work to that factory (Tsikoudakis,
2013). The threat of disruptions like natural disasters, social and political unrest, and major strikes
makes it imperative for firms to map their supply
chains. For example, Cisco (2013) uses supply chain
mapping and enterprise social networking to identify its vulnerabilities to supply chain disruptions as
well as to collaborate with its suppliers and partners. The open source tool sourcemap.com, developed at the Massachusetts Institute of Technology,
allows one to visualize and map a supply chain; the
tool can also be used for purposes such as carbon
footprint estimation. An example is shown in
Figure 1.
599
Source: free.sourcemap.com/view/6585/
4. Make
4.1. Make: Strategic decisions
Network design determines the optimal location and
capacity of plants, distribution centers (DCs), and
retailers. The simplest form of the network design
600
as the allocation of plants to the DCs, the allocation
of DCs to retailers, and the capacity of each DC.
Variations of this simple MILP formulation include
multiple products, transportation capacities between
locations, multiple transportation modes between
locations, a multi-year planning horizon, multiple
echelons (i.e., tiers in the supply chain), demand
uncertainty, supply uncertainty, and reverse flows
(e.g., the collection of used products for recycling
and remanufacturing). When the problem incorporates multiple products, the analysis also provides the
product mix at each plant. When many of the variations above are incorporated and the problem is large
(e.g., thousands of retailers and potential DC and
plant locations), the problem may become too difficult to solve to optimality using off-the-shelf optimization software. Therefore, many researchers have
proposed well-performing heuristics, such as genetic
algorithms, that ensure goodand sometimes
optimalsolutions. Genetic algorithms use a divide
and conquer (the feasible region) approach to finding
a good solution to the MILP as opposed to optimal
branch and bound algorithms, which are combinatorial in nature.
Some of the data necessary to perform such
analysis requires a preliminary level of analysis so
it can be extracted, cleaned, and aggregated from
ERP systems. Network design, however, is only performed infrequently for each firm, including during
mergers and acquisitions. As a result, it is not part of
standard ERP software. Specialized software makes
it easy to input this data, specify the constraints,
perform the optimization, and visualize the results,
especially for large problems.
G.C. Souza
meets fluctuating demand by producing at a constant
rate and holding inventory to meet the peak demand.
Alternatively, the firm can use a chase strategy,
adjusting workforce levels monthly to meet fluctuating demand. Firms frequently use a hybrid strategy
between chase and level.
Product proliferation and mass customization have
been widely documented (e.g., Rungtusanatham &
Salvador, 2008). For product proliferation and mass
customization, the plant must adapt from a mass
production environmentdesigned for economies
of scale, with fewer products produced in dedicated
lines and setup costs spread over long production
runsto a flexible production environment. This
adaptation is made possible with the aid of flexible
manufacturing technology or changes in the product
and process design that support a postponement
strategy (Lee, 1996). In a postponement strategy,
the step in the manufacturing process in which product differentiation occursfrom gray boxes to
SKUsis located closer to the customer, which allows
the firm to carry inventory of gray boxes instead of
SKUs, and thus lessens differentiation time. Postponement mitigates the negative impacts of increased product proliferation, such as increased
forecasting uncertainty at the SKU level; increased
inventory costs; and complexity costs, such as research and development, testing, tooling, returns,
and obsolescence. Postponement requires changes in
product and process design, and it may not be feasible for products like automobiles, for which strict
quality guidelines in final assembly preclude significant customization at dealers. As an alternative,
firms may increase supply chain performance through
product rationalization using analytics, as shown in
Table 3.
601
Hewlett-Packard (HP) has developed optimization tools for product rationalization (Ward et al., 2010). One tool
requires proposed new product line extensions to meet minimum complexity return-on-investment (ROI)
thresholds. Complexity ROI is defined as the incremental margin minus variable complexity costs, divided by fixed
complexity costs. Variable complexity costs are largely driven by forecasting uncertainty and resulting increased
inventory costs, whereas fixed complexity costs are driven by criteria such as research and development, tooling,
and manufacturing setup costs. With another tool, HP uses a maximum flow algorithm on an existing product line to
perform product rationalization. The tool acknowledges that in firms with configurable product lines, some
products, such as power supplies, may generate little revenue on their own but are critical components for highrevenue orders and for overall order fulfillment. Order coverage is defined as the percentage of a given set of past
orders that can be met from the rationalized product portfolio. Similarly, revenue coverage is the smallest portfolio
of products that covers a given percentage of historical order revenue. This optimization tool revealed how HP can
offer only 20% of previously offered features in laptops and reach 80% revenue coverage. After implementing the
recommendations, HP realized significantly reduced inventory costs and increased gross margins.
602
Table 4.
G.C. Souza
Fleet planning for Coca-Cola Enterprises
Coca-Cola Enterprises (CCE) has started replacing some of its fleet of diesel delivery trucks with diesel-electric
hybrid vehicle (HEV) trucks. How the company chooses to invest those dollars depends on volatile fuel costs, usagebased deterioration, and seasonal demand. Wang, Ferguson, Hu, and Souza (2013) have provided a prescriptive
analytics model that takes into consideration CCEs historical maintenance costs, purchasing costs for both diesel
and HEV trucks, CCE demand data, and historical diesel price data to calibrate a stochastic model that simulates
diesel prices dynamically. Using dynamic programming, the optimal policy is obtained, at each period of a planning
horizon and for each realization of diesel prices, that determines how many trucks of each type (diesel and HEV)
CCE should acquire and/or divest. Wang et al. found that at the current outlook of diesel prices, CCE should include
both HEV (54%) and diesel trucks (46%) in its capacity portfolio. In this regard, CCE could use HEV trucks to meet its
average baseline demand and then deploy diesel trucks to supplement the delivery fleet during peak demand
seasons.
replenishment lead times are variable. Data requirements include historic demand and forecasting
data, replenishment lead times, the desired service
level (i.e., a desired fill rate or stock-out probability), holding cost, and the fixed cost of placing a
replenishment order. The inventory policy parametersreorder point and order quantitycan be
computed using exact algorithms or approximate
formulas, which are embedded in most supply chain
software, including in some ERP systems modules.
More often, the supply chain has multiple stocking
points for the same product. For example, a product
can be stocked at a DC and multiple different retailers
in different regions. Although one can set inventory
policies at each location that use only local demand
and replenishment lead-time information, this local
optimization approach is not optimal for the supply
chain. Due to risk pooling, it may be optimal to have
some level of inventory at the DC so that higher-thannormal demand in one retailer can be balanced against
lower-than-normal demand at another retailer. This
situation calls for an integrated inventory policy for
the entire supply chain; the theory that prescribes
these inventory policies is called multi-echelon inventory theory. The complication in multi-echelon inventory theory arises when the DC does not have sufficient
inventory to meet all incoming orders from retailers at
a given period. In that case, the optimal inventoryrationing policy is complex, and even more so if there
are more than two echelons. There are, however,
several well-performing heuristics that are computationally simple, such as the guaranteed service level
heuristic (Graves & Willems, 2000), which has been
implemented in software like Optiant. An example of
successful application is provided in Table 5.
603
Before 2000, P&G used only single-location inventory models, which optimize inventory levels locally given that
locations own replenishment lead time. However, starting in 20052006, P&G started implementing multi-echelon
inventory models based on the guaranteed service level heuristic in its more complex supply networks. At a
particular stage in the supply chain, inventory is set to meet a desired service level based on a guaranteed delivery
time to the customer (S), its own replenishment lead time when ordering from a preceding stage (SI), and its
processing time (T). Essentially, the method sets safety stock levels as if it was a single location with a
replenishment lead time of SI + T - S. Note that SI for a stage is equal to S for a preceding stage. Through dynamic
programming, the method finds the optimal S for each stage to minimize holding costs across the supply chain. The
multi-echelon supply chain approach to inventory management was implemented at 30% of P&Gs locations using
Optiant software and consequently saved the company $1.5 billion in inventory costs in 2009 compared to the
single-location models previously in place (Farasyn et al., 2011).
Table 6.
Waste Management, Inc. (WM) is a leading provider of solid waste collection and disposal services. It has a fleet of
more than 26,000 vehicles running nearly 20,000 routes. In 2003, the company implemented the WasteRoute
vehicle-routing software, which included GIS capabilities and navigational capabilities, and integrated it with a
relational database containing customer information. An origin-destination matrix was then developed that
considered constraints such as time and distance traveled between any two points, speed limits, and one-way
streets. By implementing the combined prescriptive and descriptive analytics software, the firm saved $44 million
in 2004.
Source: www.informs.org
604
G.C. Souza
analytics
7. Conclusion
Supply chain management is a fertile area for the
application of analytics techniques, which has historically been the case through the use of operations
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