Headquarter-centered common sourcing management through order coordination and consolidation
Headquarter-centered common sourcing management through order coordination and consolidation
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通过订单协调和整合以总部为中心的共同采购管理
DOI：
10.1016/j.cor.2013.02.021
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发表时间：
2013-08
期刊：
影响因子：
--
通讯作者：
Qu,T.
中科院分区：
文献类型：
--
作者：
Zhang,T.;Huang,G.Q.;Qu,T.
集团公司的子公司通常使用相同类型的组件来生产类似的产品。不同的附属公司很可能向同一供应商采购这些部件。本文研究了两种采购管理模式。一种是子公司自主采购管理（SD-ASM），子公司相互独立地管理库存和下采购订单。另一种是以总部为中心的共同采购管理（HQ-CSM），通过某种总部协调集中处理子公司的采购订单。在SD-ASM模型中，每个子公司按照与其经济订货量（EOQ）相对应的时间间隔下补货订单。在HQ-CSM模型中，研究了两种采购订单管理策略。一种是订单协调策略，由总部提出共同的补货时期或时间段，并鼓励子公司根据共同的补货时期协调其订单的时间。另一种是订单合并策略，即子公司联合收割机将其订单数量合并，总部向供应商下联合订单。在订单协调策略中，采用经典的兰德启发式算法来寻找最佳的共同补货时期和各子公司的最佳补货时机。在订单合并策略中，通过建立数学模型来确定合并订单的最优订货量。然后根据比例分配规则将合并订单分配给子公司。一系列的数值研究进行了比较SD-ASM和HQ-CSM政策的成本。结果表明，HQ-CSM在成本和对需求不确定性的鲁棒性方面优于SD-ASM。这一成就在很大程度上归功于过程经济（协同订购过程）、规模经济（大订购量和价格折扣）和风险汇集效应（转运）。研究结果还表明，在全球市场需求不确定性大、服务水平高的情况下，联合订货的订单合并策略总是优于共同补货期的订单协调策略.
It is common for subsidiaries of a group company to use the same types of components for producing similar products. Different subsidiary companies may well procure such components from the same suppliers. This paper studies two sourcing management models. One is the Subsidiary-Autonomous Sourcing Management (SD-ASM) where subsidiaries manage their inventories and place purchasing orders independent of each other. The other is the Headquarter-centered Common Sourcing Management (HQ-CSM) where purchasing orders of subsidiaries are processed centrally through some kind of headquarter coordination. In the SD-ASM model, each subsidiary places replenishment orders at a time interval corresponding to their economic order quantity (EOQ). In the HQ-CSM model, two purchasing order management policies are examined. One is the Order Coordination policy in which common replenishment epochs or time periods are proposed by the headquarter and the subsidiaries are encouraged to coordinate the timing of their orders based on the common replenishment epochs. The other is the Order Consolidation policy in which the subsidiaries combine the quantity of their orders and the headquarter places a combined order with the supplier. In the Order Coordination policy, classic RAND heuristic is used to find the best common replenishment epoch and the best replenishment timing of each subsidiary. In the Order Consolidation policy, the optimal order quantity of the combined order is obtained from a mathematical model. The combined order is then allocated to the subsidiaries according to a proportional allocation rule. A series of numerical studies is conducted to compare the costs of the SD-ASM and HQ-CSM policies. The results show that HQ-CSM outperforms SD-ASM in terms of cost and robustness against demand uncertainties. This achievement is largely due to the economies of process (synergistic ordering process), the economies of scale (large order quantity with price discount) and risk pooling effect (transshipments). The results also reveal that the Order Consolidation policy with a combined order always performs better than the Order Coordination policy with common replenishment epochs especially in face of high demand uncertainties and high service level in the global market.
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DOI：
10.1504/ijsoi.2006.012164
发表时间：
2006
影响因子：
--
作者：
Po-Chung Yang;H. Wee
通讯作者：
Po-Chung Yang;H. Wee
影响因子：
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作者：
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Kropp, DH
DOI：
10.1016/s0377-2217(00)00225-3
发表时间：
2001-03
期刊：
Eur. J. Oper. Res.
影响因子：
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S. Viswanathan;R. Piplani
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S. Viswanathan;R. Piplani
DOI：
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发表时间：
2016
期刊：
--
影响因子：
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作者：
Felix Hueber-
通讯作者：
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DOI：
10.1002/nav.1025
发表时间：
2001-08
期刊：
Naval Research Logistics (NRL)
影响因子：
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通讯作者：
Y. Herer;M. Tzur