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Centralized and Decentralized Warehouse Logistics Collaboration

机译:集中和分散的仓储物流协作

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Problem definition: We bound the value of collaboration in a decentralized multisupplier multiretailer setting, where several suppliers ship to several retailers throu a shared warehouse, and outbound trucks from the warehouse contain the products of multiple suppliers. Academicl practical relevance: In an emerging trend in the grocery dustry, multiple suppliers and retailers share a warehouse to facilitate horizontal collaboration, lower transportation costs, and increase delivery frequencies. Thus far, these called mixing and consolidation centers are operated in a decentralized manner, with little effort to coordinate shipments from multiple suppliers with shipments to multiple retailers. Facilitating collaboration in this setting would be challenging (both technically and in terms of the level of trust that would be necessary), so it is useful to understand the potential gains of collaboration. Methodology: We extend the classic one-warehouse multiretailer analysis to incorporate multiple suppliers and per-truck outbound transportation cost from the warehouse and develop a cost lower bound on centralized operation as benchmark. We then analyze decentralized versions of the system, in which each retailer and each supplier maximizes his or her own utility in a variety of settings, and we analytically bound the ratio of the cost of decentralized to centralized operation to bound the loss resulting from decentralization. Results: We find analytical bounds on the performance of several decentralized policies. The best, a decentralized zero-inventory ordering policy, has a cost ratio when compared with a lower bound on the centralized policy of no more than 3/2. In computational studies, we find that costs of decentralized policies are even closer to those of centralized policies. Managerial implications: Easy-to-implement decentralized policies are efficient and effective in this setting, suggesting that centralization (and thus a potentially complex and expensive coordination effort) is unlikely to result in significant benefits.
机译:问题定义:我们绑定了分散的多元化器多税制中协作的价值,其中几家供应商送到几个零售商的分享仓库,仓库出的出站卡车包含多个供应商的产品。学术实际相关性:在杂货店的新兴趋势中,多家供应商和零售商共享仓库,以促进水平协作,降低运输成本和增加交付频率。到目前为止,这些被称为混合和整合中心以分散的方式运营,几乎没有努力协调多个供应商的货物与多个零售商的货物。在这种环境中促进协作将具有挑战性(技术和必要的信任程度),了解合作潜在的潜在收益是有用的。方法论:我们扩展了经典的单仓式多销售商分析,从仓库中融入多个供应商和每卡车外向运输成本,并在集中运行中开发成本下限。然后,我们分析了系统的分散版本,其中每个零售商和每个供应商在各种环境中最大化他或她自己的实用性,并且我们分析了分散到集中操作的成本的比率,以使损失绑定由权力下放引起的损失。结果:我们发现分析界限有几项分散政策的表现。最佳,分散的零库存订购策略,与不超过3/2的集中策略的下限相比,具有成本比。在计算研究中,我们发现分散性政策的成本甚至更接近集中政策的费用。管理意义:易于实施的分散性政策在这种环境中是高效且有效的,这表明集中化(以及潜在的复杂和昂贵的协调工作)不太可能导致显着的益处。

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