供應(yīng)鏈下的多級(jí)存貨管理

1、本科畢業(yè)論文設(shè)計(jì) 外 文 翻 譯 原文 Multi-echelon inventory management in supply chains Historically theechelons of the supply chain warehouse distributors retailers etc. have been managed independently buffered by large inventories. Increasing competitive pressures and market globalization are forcing firms to dev

2、elop supply chains that can quickly respond to customer needs. To remain competitive and decrease inventory these firms must use multi-echelon inventorymanagement interactively while reducing operating costs and improving customer service. Supply chain management SCM is an integrative approach for p

3、lanning and control of materials and information flows with suppliers and customers as well as between different functions within a company. This area has drawn considerable attention in recent years and is seen as a tool that provides competitive power .SCM is a set of approaches to integrate suppl

4、iers manufacturers warehouses and stores efficiently so that merchandise is produced and distributed at right quantities to the right locations and at the right time in order to minimize system-wide costs while satisfyingservice-level requirements .So the supply chain consists of various members or

5、stages. A supply chain is a dynamicstochastic and complex system that might involve hundreds ofparticipants. Inventory usually represents from 20 to 60 per cent of the total assets of manufacturing firms. Therefore inventory management policies prove critical in determining the profit of such firms.

6、 Inventory management is to a greater extent relevant when a whole supply chain SC namely a network ofprocurement transformation and delivering firms is considered. Inventory management is indeed a major issue in SCM i.e. an approach that addresses SC issues under an integrated perspective. Inventor

7、ies exist throughout the SC in various forms for various reasons. The lack of a coordinated inventory management throughout the SC often causes the bullwhip effect namely an amplification of demand variability moving towards the upstream stages. This causes excessive inventoryinvestments lost revenu

8、es misguided capacity plans ineffective transportation missed production schedules and poor customer service. Many scholars have studied these problems as well as emphasized the need of integration among SC stages to make the chain effectively and efficiently satisfy customer requests e.g. reference

9、. Beside the integration issue uncertainty has to be dealt with in order to define an effective SC inventory policy. In addition to the uncertainty on supply e.g. lead times and demand information delays associated with the manufacturing anddistribution processes characterize SCs. Inventory manageme

10、nt in multi-echelon SCs is an important issue because there are many elements that have to coordinate with each other. They must also arrange their inventories to coordinate. There are many factors that complicate successful inventory management e.g. uncertain demands lead times production times pro

11、duct prices costs etc. especially the uncertainty in demand and lead times where the inventory cannot be managed between echelons optimally. Most manufacturing enterprises are organized into networks of manufacturing and distribution sites that procure raw material process them into finished goods a

12、nd distribute the finish goods to customers. The terms 67multi-echelon 68 or 67multilevel 67production/distribution networks are also synonymous with such networks or SC when an item moves through more than one step before reaching the final customer. Inventories exist throughout the SC in various f

13、orms for various reasons. At any manufacturing point they may exist as raw materials work in progress or finished goods. They exist at the distribution warehouses and they exist in-transit or67in the pipeline68 on each path linking these facilities. Manufacturers procure raw material from suppliers

14、and process them into finished goods sell the finished goods to distributorsand then to retail and/or customers. When an item movesthrough more than one stage before reaching the final customer it forms a 67multi-echelon 68 inventory system. The echelon stock of a stock point equals all stock at thi

15、s stock point plus in-transit to or on-hand at any of its downstream stockpoints minus the backorders at its downstream stock points. The analysis of multi-echelon inventory systems that pervades the business world has a long history. Multi-echelon inventorysystems are widely employed to distribute

16、products to customers over extensive geographical areas. Given the importance of these systems many researchers have studied their operating characteristics under a variety of conditions and assumptions. Since the development of the economic order quantity EOQ formula by Harris 1913 researchers and

17、practitioners have been actively concerned with the analysis and modeling of inventory systems under different operating parameters and modeling assumptions .Research on multi-echelon inventory models has gained importance over the last decade mainly becauseintegrated control of SCs consisting of se

18、veral processing and distribution stages has become feasible through moderninformation technology. Clark and Scarf were the first to study the two-echelon inventory model. They proved the optimality ofa base-stock policy for the pure-serial inventory system and developed an efficient decomposing met

19、hod to compute the optimal base-stock ordering policy. Bessler and Veinottextended the Clark and Scarf model to include general arbores cent structures. The depot-warehouse problem described above was addressed by Eppen and Schrage who analyzed a model with a stockless central depot. They derived a

20、closed-form expression for the order-up-to-level under the equal fractile allocation assumption. Several authors have also considered this problem in various forms. Owing to the complexity andintractability of the multi-echelon problem Hadley and Whitin recommend the adoption of single-location sing

21、le-echelon models for the inventory systems. Sherbrooke considered an ordering policy of a two-echelon model for warehouse and retailer. It is assumed that stock outs at the retailers are completely backlogged. Also Sherbrooke constructed the METRIC multi-echelon technique for coverable item control

22、 model which identifies the stock levels that minimize theexpected number of backorders at the lower-echelon subject to a bud get constraint. This model is the first multi-echeloninventory model for managing the inventory of service parts. Thereafter a large set of models which generally seek to ide

23、ntifyoptimal lot sizes and safety stocks in a multi-echelon framework were produced by many researchers. In addition to analytical models simulation models have also been developed to capture the complex interaction of the multi-echelon inventory problems. So far literature has devoted major attenti

24、on to the forecasting of lumpy demand and to the development of stock policies for multi-echelon SCs Inventory control policy for multi-echelon system with stochastic demand has been a widely researched area. More recent papers have been covered by Silver and Pyke. The advantage of centralized plann

25、ing available in periodicreview policies can be obtained in continuous review policies by defining the reorder levels of different stages in terms of echelon stock rather than installation stock. Rau et al. Diks and de Kok Dong and Lee Mitra and Chatterjee Hariga Chen Axsater and Zhang Nozick and Tu

26、rnquist and So and Zheng use amathematic modeling technique in their studies to manage multi-echelon inventory in SCs. Diks and de Kok68s study considers a divergent multi-echelon inventory system such as a distribution system or a production system and assumes that the order arrives after a fixed l

27、ead time. Hariga presents a stochastic model for a single-period production system composed of several assembly/processing and storage facilities in series.Chen Axsater and Zhang and Nozick and Turnquist consider a two-stage inventory system in their papers. Axsater and Zhang and Nozickand Turnquist

28、 assume that the retailers face stationary and independent Poisson demand. Mitra and Chatterjee examine De Bodt and Graves68 model 1985 which they developed in their paper68 Continuous-review policies for a multi-echelon inventory problem with stochastic demand 68 for fast-moving items from the impl

29、ementation point of view. The proposed modification of the model can be extended to multi-stage serial and two -echelon assemblysystems. In Rau et al.68s model shortage is not allowed lead time is assumed to be negligible and demand rate andproduction rate is deterministic and constant. So and Zheng

30、 used an analytical model to analyze two important factors that can contribute to the high degree of order-quantity variability experienced by semiconductor manufacturers: supplier68s lead time and forecast demand updating. They assume that the external demands faced by there tailor are correlated b

31、etween two successive time periods and that the retailer uses the latest demand information to update its future demand forecasts. Furthermore they assume that the supplier68s delivery lead times are variable and are affected by the retailer68s orderquantities. Dong and Lee68s paper revisits the ser

32、ialmulti-echelon inventory system of Clark and Scarf and develops three key results. First they provide a simple lower-bound approximation to the optimal echelon inventory levels and an upper bound to the total system cost for the basic model of Clark and Scarf. Second they show that the structure o

33、f the optimal stocking policy of Clark and Scarf holds under time-correlated demand processing using a Martingale model of forecast evolution. Third they extend the approximation to thetime-correlated demand process and study in particular for an autoregressive demand model the impact of lead times

34、and autocorrelation on the performance of the serial inventory system. After reviewing the literature about multi-echelon inventory management in SCs using mathematic modeling technique it can be said that in summary these papers consider two three or N-echelon systems with stochastic or determinist

35、ic demand. They assume lead times to be fixed zero constant deterministic or negligible. They gain exact or approximate solutions. Dekker et al. analyses the effect of the break-quantity rule on the inventory costs. The break-quantity rule is to deliver large orders from the warehouse and small orde

36、rs from the nearest retailer where a so-called break quantity determineswhether an order is small or large. In mostl-warehouse N-retailers distribution systems it is assumed that all customer demand takes place at the retailers. However it was shown by Dekker et al. that delivering large orders from

37、 the warehouse can lead to a considerable reduction in theretailer 68s inventory costs. In Dekker et al. the results of Dekker et al. were extended by also including the inventory costs at the warehouse. The study by Mohebbi andPosner 68s contains a cost analysis in the context of acontinuous-review

38、 inventory system with replenishment orders and lost sales. The policy considered in the paper by Vander Heijden et al. is an echelon stock periodic review order-up-to policy under both stochastic demand and lead times. The main purpose of Iida68s paper is to show that near-myopicpolicies are accept

39、able for a multi-echelon inventory problem. It is assumed that lead times at each echelon are constant. Chen and Song68s objective is to minimize the long-run average costs in the system. In the system by Chen et al. each location employs a periodic-review or lot-size reorder point inventory policy.

40、 They show that each location68s inventory positions are stationary and the stationary distribution is uniform and independent of any other. In the study by Minner et al. theimpact of manufacturing flexibility on inventory investments in a distribution network consisting of a central depot and a num

41、ber of local stock points is investigated. Chiang andMonahan present a two-echelon dual-channel inventory model in which stocks are kept in both a manufacturer warehouseupper echelon and a retail store lower echelon and the product is available in two supply channels: a traditional retail store and

42、an internet-enabled direct channel. Johansen68s system is assumed to be controlled by a base-stock policy. The independent and stochastically dependent lead times arecompared. To sum up these papers consider two- or N-echelon inventory systems with generally stochastic demand except for one study th

43、at considers Markov-modulated demand. Theygenerally assume constant lead time but two of them accept it to be stochastic. They gain exact or approximate solutions. In multi-echelon inventory management there are some other research techniques used in literature such as heuristics vary-METRIC method

44、fuzzy sets model predictive control scenario analysis statistical analysis and GAs. These methods are used rarely and only by a few authors. A multi-product multi-stage and multi-period scheduling model is proposed by Chen and Lee to deal with multiple incommensurable goals for amulti-echelon SC net

45、work with uncertain market demands and product prices. The uncertain market demands are modeled as a number of discrete scenarios with known probabilities and the fuzzy sets are used for describing the sellers 8 and 6 buyers 8 incompatible preference on product prices. In the 6 current paper a detailed literature review conducted from an operational research point of view is presented addressing multi-echelon inventory management in supply chains from 1996 to 2005.Here the behavior of the papers