<div>This study explores the vertical relationships in the supply chain at three different levels, namely, firm-consumer interface, supplier-buyer interface, and firm-government interface. We provide a brief description of the results obtained for the specific problems considered in this study.</div><div><br></div><div><div>The firm-consumer interface is examined in Chapter 2. We explore firms’ selling strategy when dynamically competing for a common stream of consumers. In the situation of pure price competition, a commonly studied case, it is known that the </div><div>seller with a higher stock level can compete more effectively by forcing the seller with a lower stock level to sell out first and enjoy a monopoly power afterward. We show that when the sellers are open to price bargaining as a way of attracting buyers, the </div><div>competition equilibrium can exhibit different outcomes. When the overall stock held by the sellers is limited, there is a good chance that both sellers deplete the inventories before the end of the selling season. In this case, an incoming buyer would prefer a</div><div>high inventory seller, with whom he can bargain down the price. Interestingly, such a phenomenon only appears when the length of selling season is long enough. Thus, our study highlights the unique role of bargaining in consumer markets, as well as the importance of time horizon in characterizing equilibrium for dynamic games.</div></div><div><br></div><div>The supplier-buyer interface is studied in Chapter 3. In recent years, an increasing number of studies have applied the Nash bargaining (NB) solution to study channel relationships. However, this solution concept builds on an unrealistic axiom of independence of irrelevant alternatives. We demonstrate that, indeed, the NB solution can produce unreasonable outcomes in vertical negotiations. For example, a supplier negotiating with a monopoly retailer can end up making a higher profit than the one negotiating with a retailer facing potential competitions. To address this issue, we examine the Kalai-Smorodinsky (KS) solution as an alternative. Our analysis suggests that in competing supply chains, the KS solution appropriately captures the negotiation power shift induced by the decision ownership, the negotiation sequence, the vertical relationship, the competition intensity, the contract contingency, and the contract type. This is the first time the KS solution concept is applied to supply chain negotiations.<br></div><div><br></div><div>The firm-government interface is explored in Chapter 4. From the policymakers’ perspective, incentives firms actions toward increasing the product consumption for the needy group or increasing social welfare has a major influence in many supply chains. For example, agricultural products are subsidized by many governments. In this study, we analyze the design of government subsidy programs to induce socially improved firm decisions. We show that subsidizing on production input can lead to a more balanced distribution of market shares and firm profits than subsidizing on production output. Moreover, firms with efficient production technology prefer output subsidy, while those with inefficient production technology favor input subsidy<br></div>

Today’s dynamic and increasingly competitive market had expanded complexities for global businesses pressuring companies to start leveraging on Big Data solutions in order to sustain the global competitions by becoming more data-driven in managing their supply chains.The main purpose of this study is twofold, 1) to explore the implications of applying analytics designing supply chain networks, 2) to investigate the link between operational and strategic management levels when making strategic decisions using Analytics.Qualitative methods have been applied for this study to gain a greater understanding of the Supply Chain Analytics phenomenon. An inductive approach in form of interviews, was performed in order to gain new empirical data. Fifteen semi-structured interviews were conducted with professional individuals who hold managerial roles such as project managers, consultants, and end-users within the fields of Supply Chain Management and Big Data Analytics. The received empirical information was later analyzed using the thematic analysis method.The main findings in this thesis relatively contradicts with previous studies and existing literature in terms of connotations, definitions and applications of the three main types of Analytics. Furthermore, the findings present new approaches and perspectives that advanced analytics apply on both strategic and operational management levels that are shaping supply chain network designs.

<div>This study explores the perceptions of critical stakeholders as to the viability of a fully remote apprenticeship delivery system (FRADS), as well as its ability to serve as a functionally equivalent path of inclusion for access-limited populations. One of the first recorded pedagogical models, apprenticeship was also one of the first to be regulated. The effectiveness of the method of training a novice to enter the adult world of work through apprenticeship is undisputed, when it is conducted in a manner approximate to that from which it derived: a process that occurs over time, with continuous interaction between novice and expert. Despite millennia of practice, and a few emerging programs called Virtual Apprenticeships, the critical real-time skills-based mentoring component (on the job instruction/training, or OJI/OJT) of the modern apprenticeship is still only carried out fully in face-to-face programs. With the move to work-from-home (WFH) resulting from the global COVID-19 pandemic of 2020, assessing the viability of a FRADS is timely. This qualitative exploratory study is a first step in the discussion. Bounded by the parameters of the U.S. Certified Apprenticeship Guidelines for Registered Apprenticeships and the constructs of viability and functional equivalence, participants of three critical stakeholder groups—policy makers, service managers, and front-line service workers—offer their pre-pandemic perceptions of the construct of a FRADS. Guided by the work of Jahoda, et al., (1957), Northrop (1949,1959), and Swedberg (2018), this qualitative exploratory methodology identified perceptual data points that are then compared against a framework of viability derived from IEG’s Service Delivery Evaluation Framework (Caceres, et al., 2016). And, because this represents a large systems change (LSC), I included aspects of Weiner’s (2009) Organizational Readiness for Change—valance and efficacy—as additional indicators of potential viability. Stakeholders examined key components of IEG’s evaluative criteria applied to a face-to-face apprenticeship as a functionally equivalent, technology-mediated apprenticeship delivery system. Additional stakeholder perceptions, mid-pandemic, along with a review of scholarly articles, media reports, and Department of Labor statistics concerning the impact of the WFH mandates foreground the gap a purposeful FRADS might fill. Analysis of some of the findings are represented in a preliminary process map. </div>

<div>Smart warehouses have become more popular in these days, with Automated Guided Vehicles (AGVs) being used for order pickups. They also allow efficient cost management with optimized storage and retrieval. Moreover, optimization of resources in these warehouses is essential to ensure maximum efficiency. In this thesis, we consider a three dimensional smart warehouse system equipped with heterogeneous AGVs (i.e., having different speeds). We propose scheduling and placement policies that jointly consider all the different design parameters including the scheduling decision probabilities and storage assignment locations. In order to provide differentiated service levels, we propose a prioritized probabilistic scheduling and placement policy to minimize a weighted sum of mean latency and latency tail probability (LTP). Towards this goal, we first derive closed-form expressions for the mean latency and LTP. Then, we formulate an optimization problem to jointly optimize a weighted sum of both the mean latency and LTP. The optimization problem is solved efficiently over the scheduling and decision variables. For a given placement of the products, scheduling decisions of customers’ orders are solved optimally and derived in closed forms. Evaluation results demonstrate a significant improvement of our policy (up to 32%) as compared to the state of other algorithms, such as the Least Work Left policy and Join the Shortest Queue policy, and other competitive baselines.</div>

<a>Global trends and factors, such as the increased level of globalization, climate change, resource scarcity, and awareness of social and environmental responsibilities, as well as fiercer competition and lower profit margins in all industries, force organizations to act to retain, regain, or sustain their competitive advantages for long-term survival. These trends and factors are historically known to bring about innovations that drive the evolution of industries. Sustainability is considered to be such an innovation to achieve fiscally sound, environmentally conscious, and socially progressive organizations and supply chains. Sustainable Development and Sustainability notions are among trending topics of 21st century. Elevated sustainability concerns of various stakeholders have been forcing members of all industries to evolve into their more environmentally and socially responsible versions. This study was initiated through a comprehensive literature review phase that reviewed 477 articles published in five major databases from 1990 to 2018. The purpose of this review was to assess the current state-of-the art on the subject of lean-driven sustainability. Based on descriptive and contextual analysis, synergies, divergences, and the extent of two-way permeability of lean and sustainability concepts from the perspective of intra- and inter-organizational operations were identified along with future research opportunities. Fundamental strengths and weaknesses of both concepts, existing strong synergies and untapped potential, along with their key contributors, the potential-use cases of lean tools to derive sustainable solutions are highlighted in this review. Next, based on the findings of systematic literature review, an innovative, holistic, versatile and scalable tool was developed to assess and benchmark sustainability performance of organizations and supply chains. The proposed framework was established upon trivet structure of Triple Bottom Line philosophy and fueled by Lean, Six-Sigma and Life Cycle Assessment (LCA) methodologies for accurate and effective measurement of sustainability performance. Completeness of the framework was ensured through development of first-generation Key Performance Indicator (KPI) pool with 33 indicators, a unique work environment assessment mechanism for safety and environmental protection issues in terms of 11 risk categories and by construction of an ownership structure for ease of framework deployment. Proposed framework is expected to help with true sustainability performance improvement and benchmarking objectives at a range of business levels from facility to sectoral operations. Upon completion of the development phase, the Sustainability Benchmarking Tool (SBT) Framework was validated at the facility level within the context of value-added wood products manufacturing. Strengths and weaknesses of the system were identified within the scope of Bronze Frontier maturity level of the framework and tackled through a six-step analytical and quantitative reasoning methodology. The secondary objective of the validation phase was to document how value-added wood products industries can take advantage of natural properties of wood to become frontiers of sustainability innovation. In the end, True Sustainability performance of the target facility was improved by 2.37 base points, while economic and environmental performance was increased from being a system weakness to achieving an acceptable index score benchmark of 8.41 and system strength level of 9.31, respectively. Social sustainability score increased by 2.02 base points as a function of better gender bias ratio. The financial performance of the system improved from a 33% loss to 46.23% profit in the post-improvement state. Reductions in CO₂ emissions (55.16%), energy consumption (50.31%), solid waste generation (72.03%), non-value-added-time (89.30%) and cost performance (64.77%) were other significant achievements of the study. In the end, SBT Framework was successfully validated at the facility level and target facility evolved into its leaner, cleaner and more responsible version of itself. Furthermore, manufacturing industries of all sorts are key stakeholders, which rely on universities to satisfy the demand for competent workforce. Society also expects universities to educate youth and contribute to their self-development by achieving both, scientific and intellectual knowledge saturation. To expand the contribution of the study to the body of knowledge in the fields of Sustainability and Modern Management techniques, an undergraduate level course curriculum that integrates modern management techniques and sustainability concepts with wood products industry dynamics was developed. Students’ pre- and post-education awareness of, and familiarity with sustainability, potential consequences of ignored sustainability issues, modern management techniques, global trends, innovation waves, and industry evolution were compared through a seventeen-question survey. Results showed that course content was successful at increasing sustainability awareness at both overall and individual sustainability pillar levels, At the end, 100% of students were able to develop complete understanding of various modern management techniques and stated that they felt confident to apply learnt skills to real life issues within their profession upon graduation. Overall, this study empirically documented how synergies between Lean, Sustainability, Six-Sigma and Life Cycle Assessment concepts outweigh their divergences, demonstrated viability of SBT Framework and presented a proven example of modern management techniques powered transdisciplinary sustainability curriculum.</a>

<p>Technology has become increasingly more prevalent in all aspects of society since the age of the computer. The United States Military has successfully integrated the powerful processing capabilities of computers to increase the proficiency and lethality of its Soldiers, Sailors, Marines, and Airmen. However, this increased lethality comes at risk due to the inherent vulnerabilities of computer systems to spyware, malware, and counterfeit components. Inspired by the ability of canines to seek out and find electronic devices, this research sought methods to characterize components by their “scent” using precise analytical tools. Using these tools, this thesis sought to develop and utilize non-invasive methods to show proof-of-concept for electronic device classification by volatile compounds unique to different types of components. The findings of this research proved that electronic components that vary by age, origin, type, or manufacturer emit different volatile compounds available for detection using modern two-dimensional gas chromatography and solid-phase microextraction technologies. If developed further, the methods used in this research have the potential for application in the United States Department of Defense to ensure that all electronic components installed in their systems are authentic, come from a trusted source, and can be relied upon in even the most stressful operating conditions.</p>

<p>Online retail sales and grocery/food orders have been breaking records every year. As a result, third-party delivery companies have found an opportunity to get their share from the growing transportation network. Electric vehicles (EVs) are becoming a preferable choice for such large delivery systems due to their environmental benefits. However, EVs have limited-service ranges; therefore, intra-route facilities are needed for EVs to stay operational. These facilities offer charging stations for EVs and storage areas for requests, e.g., food and packages. In this dissertation, we propose a novel <em>Pickup and Delivery Problem</em> (PDP) with EVs and transfers. There are requests to be picked up and delivered. EVs leave their origin depot, serve requests, and return to their destination depot. Unlike the generic PDP, intra-route facilities allow EVs to exchange requests. Thus, a request can be transported by more than one vehicle. In this dissertation, three new problems are introduced, and the following research questions are investigated: 1) "How valuable is to include intra-route facilities and allow transfers in a pickup and delivery network with EVs?", 2) "What is the cost of locating intra-route facilities randomly rather than finding the best locations while creating the routes for EVs?", and 3) "How much can drones improve the delivery speed in a pickup and delivery network with EVs and transfers?". A <em>Mixed-integer Linear Programming</em> (MILP) model and a <em>Simulated Annealing</em> (SA) algorithm are developed and compared with each other to answer the first question. For the second question, a MILP model is formulated; however, due to unreasonable computational runtimes, a SA algorithm and an <em>Adaptive Large Neighborhood Search</em> (ALNS) algorithm are proposed. Finally, a MILP model is developed for the hybrid-fleet problem. The overall results highlight that intra-route facilities shorten the total traveled distance in the PDP network by allowing exchanges and recharging.</p>

The bullwhip effect is defined as an upstream amplification of demand variability and has received interest within multinational companies for decades. As early as in the 1950’s, Forrester (1958) discussed what is today known as the bullwhip effect, which has a negative impact on the customer service, costs, and inventory investment in a supply chain (Lee et al., 1997). Even though the bullwhip effect has been noticed in various industries, the consequences, in form of decreased availability and increased costs the further up the supply chain the bullwhip goes, still remain. The employees at Volvo Group Service Market Logistics suspect that their supply chain has been affected by the bullwhip effect and want to know if it is correct and subsequently know why it has occurred. Therefore, this master’s thesis highlights the root causes of the bullwhip effect and presents strategies to mitigate it. To understand how the bullwhip effect affected the Volvo Group Service Market Logistics’ supply chain, the purpose was formulated as follow: The purpose of this study is to identify events in the Volvo Group Service Market Logistics’ supply chain where the bullwhip effect has occurred, its root causes, and how to reduce or eliminate the bullwhip effects.  The studied flow was from the Central Distribution Center (CDC) in Ghent, to the Regional Distribution Center (RDC) in Brazil, to the Dealers associated to the RDC in Brazil, and the customers. Data was collected from each node and events were studied to find bullwhip events. After sorting out the part numbers that passed the criteria for bullwhip events, the amount of data had to be reduced even more. A couple of different conditions were applied which resulted in four suitable bullwhip events. Thereafter, the authors conducted interviews with Logistics Managers at each node of the supply chain to find the root causes of the bullwhip effect in each studied event.  Among the several found root causes, lack of information transparency was the most frequent occurring root cause, found in three out of four studied bullwhip events. Insufficient communication and lack of information sharing cause bullwhip effects, and the authors found that improved communication both between and within the nodes will contribute to better planning, and consequently avoided bullwhip effects. Other root causes found were issues with the ordering system, lack of learning and experience, neglected lead times, fear of empty stock, price fluctuations, and phase-out of the spare part.  To reduce or eliminate the bullwhip effect, the focus was on mitigating the root causes since the root causes create opportunities for the bullwhip effect to occur. Four suggestions were given with suitable mitigation strategies found in the literature, where the four suggestions were sales campaigns, prepare for boosts, keep track of manually placed orders, and ordering system and Logistics Manager behavioural issues. The suggestions could then be connected to the different found root causes. The stated suggestions and mitigation strategies focused on mitigating the root causes in a long-term perspective and consequently the bullwhip effect itself.