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Aus chinesischer Sicht

AbstractWe focus on the concave‐cost version of a production planning problem where a manufacturer can meet demand by either producing new items or by remanufacturing used items. Unprocessed used items are disposed. We show the NP‐hardness of the problem even when all the costs are stationary. Utilizing the special structure of the extreme‐point optimal solutions for the minimum concave‐cost problem with a network flow type feasible region, we develop a polynomial‐time heuristic for the problem. Our computational study indicates that the heuristic is a very efficient way to solve the problem as far as solution speed and quality are concerned. © 2005 Wiley Periodicals, Inc. Naval Research Logistics, 2005

AbstractWe study the problem of recovering a production plan after a disruption, where the disruption may be caused by incidents such as power failure, market change, machine breakdown, supply shortage, worker no‐show, and others. The new recovery plan we seek after has to not only suit the changed environment brought about by the disruption, but also be close to the initial plan so as not to cause too much customer unsatisfaction or inconvenience for current‐stage and downstream operations. For the general‐cost case, we propose a dynamic programming method for the problem. For the convex‐cost case, a general problem which involves both cost and demand disruptions can be solved by considering the cost disruption first and then the demand disruption. We find that a pure demand disruption is easy to handle; and for a pure cost disruption, we propose a greedy method which is provably efficient. Our computational studies also reveal insights that will be helpful to managing disruptions in production planning. © 2005 Wiley Periodicals, Inc. Naval Research Logistics, 2005.

AbstractWe consider how a merger between two naturally differentiated dealers affects their interactions with a common supplier and identify conditions under which the merger can increase or decrease the combined net worth of the two firms. Among other things, we find that the attractiveness of merging depends upon the extent to which end demand can be stimulated by either an upstream supplier or the dealers. Specifically, the greater the supplier's ability to invest in stimulating end demand, the more likely it is that the naturally differentiated firms will be better off operating independently than merging. On the other hand, if the greatest opportunities for stimulating demand are through the service that is provided by the dealers, then merging their operations will be more attractive. © 2006 Wiley Periodicals, Inc. Naval Research Logistics, 2007