Vendor Managed Inventory (VMI) is a business practice in which vendors monitor their customers&rsquo / inventories, and decide when and how much inventory should be replenished. VMI has attracted a lot of attention due to its benefits. In this study, we analyze the benefits of VMI in a supply chain consisting of a single retailer and a single capacitated supplier under stochastic demand. We propose a VMI setting and compare the vendor managed system with the traditional system to quantify the benefits of VMI. In our proposed VMI system, the retailer shares the inventory level information with the supplier, which is not available in traditional system / and the supplier is responsible to keep the retailer&rsquo / s inventory level between the specified minimum and maximum values, called (z,Z) levels, set by a contract. We examine the benefits of such a VMI system for each member and for the overall chain / and analyze the effects of system parameters on these benefits. The performance of VMI in coordinating the overall chain is examined under different system parameters.

In this study, multicriteria sorting methods based on Data Envelopment Analysis (DEA) are developed to evaluate industrial Research and Development (R&amp / D) projects proposed to Technology and Innovation Grant Programmes Directorate (TEYDEB) of the Scientific and Technological Research Council of Turkey (T&Uuml / BITAK). Even though DEA is used extensively as a multicriteria decision making (MCDM) tool for ranking / to our knowledge, this study is the first attempt utilizing DEA for sorting purpose. A five level R&amp / D project selection criteria hierarchy and an assisting point allocation guide with a scale of ten-points are derived to measure and quantify the performance of the proposals. The interval pairwise comparison matrices determined from the judgments of TEYDEB managers are used to obtain weight intervals from Analytic Hierarchy Process (AHP) model. These weights are employed as assurance region constraints. Motivated from the fact that derived criteria constitute inputs and outputs of R&amp / D projects / DEA determining efficiencies based on inputs and outputs is utilized for sorting. Based on this approach, two threshold estimation models, PM1 and PM2, and five assignment models, APM1, APM2, APM3, APM4 and APM5, are proposed. The models are applied to a case study in which 60 projects are placed into four groups according to two reference sets composed of proposals from the year 2009. The well-known muticriteria sorting method, UTADIS, is also implemented for comparison. It is concluded that proposed methods are more stable than UTADIS and the integrated application of threshold estimation model PM2 and assignment model APM4 provides the best results.

In this thesis, we work on adisassembly lot-sizing problem for multiple products with parts commonality,i.e., general product structure. We assume that supply of discarded products is infinite. When a product (or a subassembly) is disassembled, all its immediate child items are obtained,i.e., complete disassembly case.Intermediate and leaf items obtained are demandedbyexternal suppliers or remanufacturers. The maximum possible salesfor each intermediate and leaf item are known.Sales of the intermediate and leaf items are the revenue sources. The discarded products are purchased ata unit purchasing cost. The disassembly operation incurs a fixed and a variable disassembly cost. Due to this cost structure, intermediate and leaf items can be stocked incurring an inventory holding cost. We develop an integer programming formulation to determine the time and quantity of the discarded products to be purchased / thetime and quantity of the discarded products and the intermediateitemsto be disassembled / and the time and quantity of intermediate and leaf items to be soldin order tomaximizethe total profit over a finite planning horizon. We state that ourproblem is NP-hard by refering the study of Kim et. al. (2009). We propose a heuristic solution approach that solves the problem in a reasonable computational time and generates near optimal solutions. The solution approach is based on the idea of sequentially solving a relaxed version of the problem and one-period integer programming models.In a computational study, the performance of the heuristic approach is assessed for a number ofrandomly generated problem instances.The results of the computational study show that the solutions of the heuristic approacharevery close to the optimal and the best feasible solutions obtained within the time limit.

In this study, we consider a resource investment problem with time/resource trade-offs in project environments. We assume each mode of an activity is characterized by its processing time and resource requirement and there is a single renewable resource. Our aim is to minimize the maximum resource usage, hence the total amount invested for the single resource. We formulate the problem as a mixed integer linear model and find optimal solutions for small sized problem instances. We propose several lower bounding procedures to find high quality estimates on the optimal resource investment cost. We use our lower bounds to evaluate the performance of our heuristic procedures. The results of our computational experiments have revealed the satisfactory performances of our lower bounds and heuristic procedures. Projects, Resource Investment Time/Resource Trade-off, Bounding Procedures

For the last two decades, demand for poultry meat has been soared, since it is healthier and less costly than its substitutes. In order to meet this increasing demand, integrated poultry organizations have been established all over the world. Usually, an integrated poultry organization has the divisions of breeder coops, incubation house, broiler coops, feed mill, slaughterhouse and marketing. This complex structure makes production planning activities more difficult for integrated poultry organizations. The aim of this study is to propose a production and financial planning model for &Ouml / nder Integrated Poultry Incorporation using mathematical modelling techniques and statistical methods.

The present study was undertaken to indicate the differences and similarities in color determination process and color selection criteria of leading automobile manufacturers of the world. A comperative study was conducted in the light of relevant literature, interviews and questionnaires. A total number of 6 automobile company were selected for case study / Ford, Honda, Hyundai, Volkswagen, Renault and Toyota. Total 19 respondents, the majority of whom were automobile designers and color specialists answered questions related with color design of automobiles and selection criteria. Later, a total of 18 representatives, including at least one Color and Trim designer, Product Engineer and Purchasing Manager from each company, completed the questionnaires. On the basis of findings, it can be said that each auto manufacturer has a particular color determination process. However, there are some similarities in color design process of Renault and Ford, Volkswagen and Toyota, Hyundai and Honda.

This thesis attempts to integrate the three supplier processes- supplier segmentation, supplier selection/evaluation and order allocation- based on a case study of a white goods manufacturer. These processes are dealt with in a hierarchical manner, where the decisions at an earlier stage (supplier segmentation) may affect on the results of later stages (supplier selection/evaluation and order allocation). Based on a wide set of variables gathered from the supplier segmentation literature and from the framework developed by the case company, a factor analysis is performed. The resulting eight factors (complexity and criticality, supply market dynamism, supplier&rsquo / s economic dependence, buyer&rsquo / s supplier dependence, uncertainty, supplier capabilities, supplier&rsquo / s specialization to white goods manufacturer and possibility of harm to user) are used for clustering analysis with the K-means method. Three different clustering schemes (4-clusters, 8-clusters, and 18-clusters) are analyzed to see the effect of number of clusters on the cluster means. A supplier selection model is constructed by the PROMETHEE method as was done in a former study at the same company. Two different scenarios are considered in the supplier selection phase: First, data from the former study are kept as they are. The second scenario considers a change of criteria weights. As a result, the qualified suppliers were found to be the same in both scenarios, but the rankings and net flows, which were inputs to the order allocation model, changed. The effects of these changes were discussed at a conceptual level, due to a lack of case data for the order allocation model.

Thesis (Ph. D.)(Technology Management)--University of Pretoria, 2004. / Title from opening screen (viewed March 14, 2005). English summary. Includes bibliographical references.

[ES] El "Balanced Scorecard" (BSC) como "Performance Management System" (PMS) se ha difundido por todo el mundo desde que Kaplan y Norton (1992) establecieron sus fundamentos teóricos. Kaplan (2009) afirmó que el uso del BSC y, especialmente, la conversión de estrategias en acciones era más un arte que una ciencia. La falta de evidencia de la existencia de relaciones de causa-efecto entre Key Performance Indicatiors (KPIs) de diferentes perspectivas y de métodos sólidos y científicos para su uso, eran algunas de las causas de sus problemas. Kaplan emplazó a la comunidad científica a confirmar los fundamentos del BSC y a desarrollar métodos científicos. Varios trabajos han intentado mejorar el uso del BSC. Algunos utilizan herramientas heurísticas, que tratan con variables cualitativas. Otros, métodos estadísticos y datos reales de KPI, pero aplicados a un período específico, que es una visión estática y que requiere muestras a largo plazo y recursos muy especializados cada vez que los ejecutivos necesitan evaluar el impacto de las estrategias. Esta tesis también aborda el retraso entre variables de "entrada" y de "salida", además de la falta de trabajos centrados en el entorno de fabricación, que constituye su objetivo principal. El primer objetivo de este trabajo es desarrollar una metodología para evaluar y seleccionar los principales KPI de salida, que explican el desempeño de toda la compañía. Usa las relaciones entre variables de diferentes dimensiones descritas por Kaplan. Este método también considera el retraso entre las variables. El resultado es un conjunto de KPI principales de salida, que resume todo el BSC, lo que reduce drásticamente su complejidad. El segundo objetivo es desarrollar una metodología gráfica que utilice ese conjunto de KPI principales de salida para evaluar la efectividad de las estrategias. Actualmente, los gráficos son comunes entre los profesionales, pero solo Breyfogle (2003) ha intentado distinguir entre un cambio real significativo y un cambio debido a la incertidumbre de usar muestras. Este trabajo desarrolla aún más el método de Breyfogle para abordar sus limitaciones. El tercer objetivo es desarrollar un método que, una vez demostrada gráficamente la efectividad de las estrategias, cuantifique su impacto en el conjunto de KPI principales de salida. 10 El cuarto y último método desarrollado se centra en el diagnóstico del sistema de gestión de la calidad para revelar cómo funciona en términos de las relaciones entre los KPI internos (dentro de la empresa) y externos (relacionados con el cliente) para mejorar la satisfacción del cliente. La aplicación de los cuatro métodos en la secuencia correcta constituye una metodología completa que se puede aplicar en cualquier empresa de fabricación para mejorar el uso del cuadro de mando integral como herramienta científica. Sin embargo, los profesionales pueden optar por aplicar solo uno de los cuatro métodos o una combinación de ellos, ya que la aplicación de cada uno de ellos es independiente y tiene sus propios objetivos y resultados. / [CAT] El "Balanced Scorecard" (BSC) com "Performance Management System" (PMS) s'ha difós per tot el món des que Kaplan i Norton (1992) van establir els seus fonaments teòrics. Kaplan (2009) va afirmar que l'ús del BSC i, especialment, la conversió d'estratègies en accions era més un art que una ciència. La manca d'evidència de l'existència de relacions de causa-efecte entre Key Performance Indicatiors (KPIs) de diferents perspectives i de mètodes sòlids i científics pel seu ús, eren algunes de les causes dels seus problemes. Kaplan va emplaçar a la comunitat científica a confirmar els fonaments del BSC i a desenvolupar mètodes científics. Diversos treballs han intentat millorar l'ús del BSC. Alguns utilitzen eines heurístiques, que tracten amb variables qualitatives. D'altres, mètodes estadístics i dades reals de KPI, però aplicats a un període específic, que és una visió estàtica i que requereix mostres a llarg termini i recursos molt especialitzats cada vegada que els executius necessiten avaluar l'impacte de les estratègies. Aquesta tesi també aborda el retard entre variables d ' "entrada" i de "eixida", a més de la manca de treballs centrats en l'entorn de fabricació, que és el seu objectiu principal. El primer objectiu d'aquest treball és desenvolupar una metodologia per avaluar i seleccionar els principals KPI d'eixida, que expliquen l'acompliment de tota la companyia. Es fa servir les relacions entre variables de diferents dimensions descrites per Kaplan. Aquest mètode també considera el retard entre les variables. El resultat és un conjunt de KPI principals d'eixida, que resumeix tot el BSC, i que redueix dràsticament la seua complexitat. El segon objectiu és desenvolupar una metodologia gràfica que utilitze aquest conjunt de KPI principals d'eixida per avaluar l'efectivitat de les estratègies. Actualment, els gràfics són comuns entre els professionals, però només Breyfogle (2003) ha intentat distingir entre un canvi real significatiu i un a causa de la incertesa d'utilitzar mostres. Aquest treball desenvolupa encara més el mètode de Breyfogle per abordar les seues limitacions. El tercer objectiu és desenvolupar un mètode que, una vegada demostrada gràficament l'efectivitat de les estratègies, quantifique el seu impacte en el conjunt de KPI principals d'exida. El quart i l'últim mètode es centra en el diagnòstic del sistema de gestió de la qualitat per a revelar com funcionen les relacions entre els KPI interns (dins de l'empresa) i externs (relacionats amb el client) per millorar la satisfacció del client. L'aplicació dels quatre mètodes en la seqüència correcta constitueix una metodologia completa que es pot aplicar en qualsevol empresa de fabricació per millorar l'ús del quadre de comandament integral com a eina científica. No obstant això, els professionals poden optar per aplicar només un dels quatre mètodes o una combinació d'ells, ja que l'aplicació de cada un d'ells és independent i té els seus propis objectius i resultats. / [EN] The Balanced Scorecard (BSC) as a Performance Management Method (PMS) has been spread worldwide since Kaplan and Norton (1992) established its theoretical foundations. Kaplan (2009) claimed that the use of the BSC and especially turning strategies into actions was more an art than a science. The lack of evidence of the existence of such cause and effect relationships between Key Performance Indicators (KPIs) from different perspectives and the lack of robust methods to use it as a scientific tool were some of the causes of its problems. Kaplan placed the scientific community to confirm the foundations of the BSC theory and to develop methods for its use as a scientific tool. Several works have attempted to enhance the use of the balanced scorecard. Some methods use heuristic tools, which deal with qualitative variables. Some others use statistical methods and actual KPIs data, but applied to a specific period, which is a static vision and needing long-term samples and expertise resources to apply advanced analytic methods each time executives need to assess the impact of strategies. This thesis also tackles the lag between "input" and "output" variables. Moreover, there is a lack of works focused on the manufacturing environment, which is its main objective. The first objective of this work is to develop a methodology to assess and select the main output KPIs, which explains the performance of the whole company. It is taking the advantage of the relationships between variables from different dimensions described by Kaplan. This method also considers the potential lag between variables. The result is a set of main output KPIs, which summarizes the whole BSC, thus dramatically reducing its complexity. The second objective is to develop a graphical methodology that uses that set of main output KPIs to assess the effectiveness of strategies. Currently, KPIs charts are common among practitioners, but only Breyfogle (2003) has attempted to distinguish between a significant actual change in the metrics and a change due to the uncertainty of using samples. This work further develops Breyfogle's method to tackle its limitations. The third objective is to develop a method that, once the effectiveness of those strategies and actions have been proved graphically, quantifies their impact on the set of main output KPIs. The ultimate goal was to develop a method that, using data analytics, will focus on the diagnosis of the quality management system to reveal how it works in terms of the relationships between internal (within the company) and external (costumer-related) KPIs to improve customer satisfaction. The application of the four methods in the right sequence makes up a comprehensive methodology that can be applied in any manufacturing company to enhance the use of the balanced scorecard as a scientific tool. However, professionals may choose to apply only one of the four methods or a combination of them, since the application of each of them is independent and has its own objectives and results. / Sánchez Márquez, R. (2019). Development of systemic methods to improve management techniques based on Balanced Scorecard in Manufacturing Environment [Tesis doctoral no publicada]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/134022 / TESIS

<p>Predmet istraživanja ove doktorske disertacije<br />jeste određivanje složenosti oprerativnih<br />projekata izgradnje u naftnoj industriji koji se<br />izvode pod ugovorima sa nadoknadom tro&scaron;kova<br />izvođaču za uslugu EPCm (Engineering,<br />Procurement and Construction management).<br />Istraživanje je usmereno na modelovanje procesa<br />upravljanja neizvesno&scaron;ću i rizikom takvih<br />projekata.<br />Nepotpunost usvojenih metoda u upravljanju<br />projektima ogleda se u svođenju projekata na<br />,,jednu veličinu za sve&ldquo;. Takav pristup ne<br />omogućuje povezivanje složenosti projekata sa<br />potencijalnim rizicima i ključnim faktorima<br />uspeha.<br />Tumačenje koliko su složenost projekta i<br />upravljanje neizvesno&scaron;ću važan aspekt pri<br />dono&scaron;enju odluka upućuje na potrebu razrade<br />teorije efikasnosti upravljanja rizikom. Osnovni<br />cilj istraživanja jeste pronalaženje &scaron;to efikasnijeg<br />modela identifikacije rizika projekata na osnovu<br />složenosti projekta.</p> / <p>This PhD thesis exploring the complexity of operational<br />construction projects in the oil industry, performed under<br />reimbursement contracts for the EPCm (Engineering,<br />Procurement and Construction Management) service. The<br />research is focused on the modeling of uncertainty and risk<br />management of such projects.<br />Incompleteness of applied methods in project management<br />lies in theory that all project are the same and that there is<br />,,one size for all&ldquo;. Such an approach does not have the<br />ability to connect project complexity with the potential<br />project risks and key success factors.<br />Interpretation of the importancy of project complexity and<br />the significance of the uncertainty management suggests<br />the need of the development of theory of risk management.<br />The main objective of the research is to find a more<br />efficient model for project risk identification based on the<br />project complexity.</p>