Designing an Integrated Multi-objective Supply Chain Network Considering Volume Flexibility
Designing an Integrated Multi-objective Supply Chain Network Considering Volume Flexibility
复制标题
考虑批量灵活性的集成多目标供应链网络设计
DOI：
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发表时间：
2013
期刊：
影响因子：
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通讯作者：
A. Abareshi
中科院分区：
文献类型：
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作者：
S. Shahparvari;Payam Chiniforooshan;A. Abareshi
本文研究了供应链管理中支持战略决策层和战术决策层的集成化生产-分销系统的设计问题。这个问题的一个重要方面是考虑容量的灵活性，以增加系统的能力，改变总产量的水平。该问题是制定为一个混合整数线性规划。目标函数是最小化生产、配送中心选址、运输、库存和缺货的总成本，同时最大化柔性水平。由于所研究的问题是NP-难的，多目标差分进化（MOEM）框架被开发来解决这个问题。为了证明所提出的算法的效率和可靠性，从广泛的实验中得到的结果进行了比较，与著名的多目标遗传算法在文献中，即NSGA-II的基础上的一些比较指标。计算实验表明了MODE算法的优越性。链级，以全局优化为目标。战术决策是在较短的时间内做出的，也许是几个月。这些都是更本地化的决定，以保持该组织在战略层面上的轨道设置。运营决策类似于计划几天运营的日常决策。这些考虑到最有利可图的方式来开展日常活动，以满足即时需求。由于市场和资源、需求和供应之间的联系增加了供应链管理的战略相关性，在当今竞争激烈的世界中，保持高效灵活的供应链对每个企业都至关重要。为了保持和加强其在市场上的竞争优势，各组织需要协调和整合其所有业务活动，并考虑到可持续性。对供应链的关注是迈向更广泛采用和发展可持续性的一步，因为供应链考虑的是产品从原材料的初步加工到交付给客户。然而，可持续性还必须整合超出供应链管理核心的问题和流程（林顿等人（1）。供应链在某种程度上已作为一个整体或部分地或多或少地一体化。整合，如果有的话，主要是在整个供应链的补丁中完成的。在许多情况下，这更多地是出于生存和随机应变的需要，而不是出于改进和进一步发展的意愿。例如，供应商一直与制造商协调，实施质量保证计划，以满足日益严格的质量要求。这些质量标准主要是由市场条件驱动的，如果供应商的材料不符合这些标准，制造商就不允许接受，从而给供应商的业务带来风险。因此，必须努力整合供应商、制造商、分销商和客户，以便他们在整个网络中有效地相互协作。换句话说，为了满足客户的需求，组织、流程和系统必须得到适当的整合，不仅在它们之间，而且还必须与客户、竞争对手和联盟伙伴进行整合。在过去的几年里，已经有了重大的尝试，提供集成的供应链问题，其中包括供应商，制造商，分销商和零售商。集成供应链的主要目标是优化从将原材料转换为最终产品交付给最终用户的所有成本组成部分（Davis（2），Simchi-Levi等人（3），Bilgen和Ozkarahan（4））。这些传统方法通常考虑整体生产策略，库存策略和产品在单个时期内通过设施的流动，以使总成本最小化或利润最大化（Gen和Syarif（5））。在供应链管理中，生产和分销是两个关键的业务职能。为了在供应链中实现最佳的运营绩效，关键是要整合这两个功能，并以协调的方式联合调度它们。在大多数情况下，
This paper investigates the problem of designing an integrated production-distribution system which supports strategic and tactical decision levels in supply chain management. An important aspect of this problem is consideration of volume flexibility to increase the system ability to change the level of aggregated output. The problem is formulated as a mixed integer linear programming. The objective functions are to minimize the total cost of production, location of DCs, transportation, inventory holding and backorders while maximizing flexibility level simultaneously. Since the problem under study is NP-hard, a multi-objective differential evolution (MOEM) framework is developed to solve this problem. To prove the efficiency and reliability of the proposed algorithm, the results obtained from extensive experiments are compared with the well-known multi-objective genetic algorithms in the literature, i.e. NSGA-II based on some comparison metrics. Computational experiments indicate the superiority of the MODE compared to this algorithm. chain level with the aim for global optimization. Tactical decisions are taken over a shorter period of time, maybe a few months. These are more localized decisions taken to keep the organization on the track set at the strategic level. Operational decisions are similar to day-to-day decisions for planning a few days worth of operations. These take into consideration the most profitable way to carry out daily activities for satisfying immediate requirements. As the connection between markets and sources, demand and supply has increased the strategic relevance of SCM, in today's competitive world maintaining an efficient and flexible supply chain became critical for every enterprise. In order to retain and strengthen their competitive edge in the market, organizations need to coordinate and integrate all their business operations with sustainability considerations. A focus on supply chain is a step towards the broader adoption and development of sustainability, since the supply chain considers the product from initial processing of raw materials to delivery to the customer. However, sustainability also must integrate issues and flows that extend beyond the core of supply chain management (Linton et al. (1). Supply chains have been more or less integrated to some extent as a whole, or in parts. Integration, if done at all, has been mostly done in patches throughout the supply chain. In many cases, this has been driven more by the need to survive and improvise, than by the willingness to improve and advance further. For example, suppliers have been coordinating with manufacturers to implement quality assurance programs in order to meet the ever increasing stringent quality requirements. These quality standards are mostly driven by market conditions which would not allow the manufacturer to accept material from the supplier if it does not meet those standards, thus risking the supplier's business. Therefore, efforts must be made to integrate suppliers, manufacturers, distributors, and customers, so that they will collaborate effectively with each other in the entire network. In other words, to fulfil the demand of the customer, the organizations, processes, and systems must be properly consolidated, not only between themselves but they must also be integrated with customers, competitors, and alliance partners. During the past few years, there have been significant attempts for providing integrated supply chain problems, which includes suppliers, manufacturers, distributors and retailers. The primary objective of an integrated supply chain is to optimize all cost components from converting raw materials into final products delivered to end users (Davis (2), Simchi-Levi et al. (3), Bilgen and Ozkarahan(4)). These conventional methods generally consider an overall production strategy, inventory strategy and flow of products through a facility over a single period to minimize total costs or maximize profits (Gen and Syarif (5)). Production and distribution operations are two key business functions in SCM. To achieve optimal operational performance in a supply chain, it is critical to integrate these two functions and schedule them jointly in a coordinated manner. For the most part,
影响因子：
7.9
作者：
Gen, MS;Syarif, A
通讯作者：
Syarif, A