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ارائه درس مدیریت ارائه درس مدیریت زنجیره تامینزنجیره تامین
استاد راهنما :آقای دکتر استاد راهنما :آقای دکتر هاشمیهاشمی
ارائه درس مدیریت ارائه درس مدیریت زنجیره تامینزنجیره تامین
استاد راهنما :آقای دکتر استاد راهنما :آقای دکتر هاشمیهاشمی
:: ارائه دهندهارائه دهندهمحمد امین نوریمحمد امین نوری
:: ارائه دهندهارائه دهندهمحمد امین نوریمحمد امین نوری
Paper TitlePaper TitlePaper TitlePaper Title
Effects of Information Sharing on Supply Chain Performance in Electronic Commerce
Fu-ren Lin, Sheng-hsiu Hiang, Sheng-cheng Lin
Effects of Information Sharing on Supply Chain Performance in Electronic Commerce
Fu-ren Lin, Sheng-hsiu Hiang, Sheng-cheng Lin
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Problem DescriptionProblem DescriptionProblem DescriptionProblem Description
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ExtranetExtranetExtranetExtranetExtends from intranet concept.
It is the medium for B2B electronic commerce.
Companies use it for:
exchange large volume of data.
share product catalog exclusively with wholesalers.
collaborate with other companies.
jointly develop training program with other companies.
provide or access services.
share news of common interest with partner companies.
Extends from intranet concept.
It is the medium for B2B electronic commerce.
Companies use it for:
exchange large volume of data.
share product catalog exclusively with wholesalers.
collaborate with other companies.
jointly develop training program with other companies.
provide or access services.
share news of common interest with partner companies.
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Cont.Cont.Cont.Cont.Information sharing levels:
order
inventory
demand
Effects:
Foster electronic marketplace by numerous business transaction between buyers and sellers.
by increasing the costs of switching to new trading partners, networks strengthen existing commercial relationships and lock in partners.
Information sharing levels:
order
inventory
demand
Effects:
Foster electronic marketplace by numerous business transaction between buyers and sellers.
by increasing the costs of switching to new trading partners, networks strengthen existing commercial relationships and lock in partners.
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Literature ReviewLiterature ReviewLiterature ReviewLiterature Review
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Sharing information in a Sharing information in a supply chainsupply chain
Sharing information in a Sharing information in a supply chainsupply chain
Internet
public network
general users
inconsistent format and diversified content and fragmented information
Intranet
private network
member of organization
information is proprietary
Extranet
semiprivate
accessible to specified firms
Internet
public network
general users
inconsistent format and diversified content and fragmented information
Intranet
private network
member of organization
information is proprietary
Extranet
semiprivate
accessible to specified firms8
Information sharing levelInformation sharing levelInformation sharing levelInformation sharing level
order information exchanging
operation information sharing
strategic information sharing
strategic and competition information sharing
order information exchanging
operation information sharing
strategic information sharing
strategic and competition information sharing
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Transaction Costs to Explain the Transaction Costs to Explain the Supply Chain StructureSupply Chain Structure
Transaction Costs to Explain the Transaction Costs to Explain the Supply Chain StructureSupply Chain Structure
Transaction cost economy (TCE) views the degree of outsourcing and governance structure selection within a dichotomy between markets and hierarchies.
transaction costs, such as locating a reliable supplier, establishing, monitoring and enforcing a contract, and coordinating with the supplier for the duration
Transaction cost economy (TCE) views the degree of outsourcing and governance structure selection within a dichotomy between markets and hierarchies.
transaction costs, such as locating a reliable supplier, establishing, monitoring and enforcing a contract, and coordinating with the supplier for the duration
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Buyer - Seller RelationBuyer - Seller RelationBuyer - Seller RelationBuyer - Seller Relationa firm benefits from increasing the number of its business partners, thereby broadening its choices.
number limitation:
cost of setting up a relation
search cost
transaction cost
tightly coupled operations supported by IT require increased investments by suppliers in noncontractible resources, such as quality, innovation, and information sharing.
a firm benefits from increasing the number of its business partners, thereby broadening its choices.
number limitation:
cost of setting up a relation
search cost
transaction cost
tightly coupled operations supported by IT require increased investments by suppliers in noncontractible resources, such as quality, innovation, and information sharing.
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HypothesesHypothesesHypothesesHypotheses
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Supply Chain StructureSupply Chain StructureSupply Chain StructureSupply Chain Structure
The deployment of Extranet due to the shifting paradigm toward outsourcing.
autonomous or semiautonomous business partner.
can be simulated in the multiagent system.
The deployment of Extranet due to the shifting paradigm toward outsourcing.
autonomous or semiautonomous business partner.
can be simulated in the multiagent system.
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Swarm vs Supply Chain Swarm vs Supply Chain NetworkNetwork
Swarm vs Supply Chain Swarm vs Supply Chain NetworkNetwork
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Modeling Supply Chain with Modeling Supply Chain with SwarmSwarm
Modeling Supply Chain with Modeling Supply Chain with SwarmSwarm
simulation technology is an emerging tool that helps firms model and evaluate supply chain management
Traditional simulation tools may be useful in simulating hierarchical production systems with centralized decision making.
multiagent systems are appropriate to model supply chains as they involve divisible processes with loosely coupled command and control
simulation technology is an emerging tool that helps firms model and evaluate supply chain management
Traditional simulation tools may be useful in simulating hierarchical production systems with centralized decision making.
multiagent systems are appropriate to model supply chains as they involve divisible processes with loosely coupled command and control
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Decision Model of Governance Decision Model of Governance StructureStructure
Decision Model of Governance Decision Model of Governance StructureStructure
information technology lowers coordination costs, which results in increased outsourcing activities
According to TCE, a firm’s outsourcing decision depends upon the total cost
Total cost Production cost Transaction cost
When considering transaction costs, coordination costs are considered.
information technology lowers coordination costs, which results in increased outsourcing activities
According to TCE, a firm’s outsourcing decision depends upon the total cost
Total cost Production cost Transaction cost
When considering transaction costs, coordination costs are considered.
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Coordination CostCoordination CostCoordination CostCoordination CostPerformance characteristics of IT obviously influence coordination costs.
Coordination costs include the cost of exchanging information on products and demand and change updates regarding delivery schedules of the product
Actions to reduce uncertainties or to mitigate their effects increase a firm’s coordination cost.
inventory and monitoring costs can be used as reasonable proxies for coordination costs.
inventory handling costs and stock-out costs can represent inventory cost
Stock-out costs may represent lost sales, the opportunity cost for idle capital equipment, goodwill losses due to customer dissatisfaction, or the cost of restarting a production process once it has ceased.
Performance characteristics of IT obviously influence coordination costs.
Coordination costs include the cost of exchanging information on products and demand and change updates regarding delivery schedules of the product
Actions to reduce uncertainties or to mitigate their effects increase a firm’s coordination cost.
inventory and monitoring costs can be used as reasonable proxies for coordination costs.
inventory handling costs and stock-out costs can represent inventory cost
Stock-out costs may represent lost sales, the opportunity cost for idle capital equipment, goodwill losses due to customer dissatisfaction, or the cost of restarting a production process once it has ceased.
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Cont.Cont.Cont.Cont.Monitoring costs can be modeled as the ability of the controlling process to respond to changes from the downstream process
Inventory turnover, overdue deliveries, and the extent of unacceptable items can be employed as indicators to measure the performance outcome of purchasing arrangements
The cost of maintaining inventory decreases as turnover increases: higher turnover implies superior inventory performance
overdue deliveries and unacceptable items can be employed to indicate purchasing costs
Monitoring costs can be modeled as the ability of the controlling process to respond to changes from the downstream process
Inventory turnover, overdue deliveries, and the extent of unacceptable items can be employed as indicators to measure the performance outcome of purchasing arrangements
The cost of maintaining inventory decreases as turnover increases: higher turnover implies superior inventory performance
overdue deliveries and unacceptable items can be employed to indicate purchasing costs
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Cost ModelCost ModelCost ModelCost Model
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MethodologyMethodologyMethodologyMethodology
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Structure of Simulation Structure of Simulation SystemSystem
Structure of Simulation Structure of Simulation SystemSystem
The implementation of the Swarm simulation system incorporates multiple agents with the decision model to, in turn, determine the relationship with their trading partners.
A trading partner contains several agents, including order management, inventory management, policy management, production, production planning, and purchasing.
The implementation of the Swarm simulation system incorporates multiple agents with the decision model to, in turn, determine the relationship with their trading partners.
A trading partner contains several agents, including order management, inventory management, policy management, production, production planning, and purchasing.
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Simulation ParametersSimulation ParametersSimulation ParametersSimulation ParametersThe manufacturing process is a typical divergent assembly process suitable for mass-customization.
The assembly-to-order (ATO) demand management policy is generally applied to its OFP.
several parameters, which may determine agents’ behaviors, must be specified prior to the simulation. These parameters include the initiated parameters of a supply chain, the information sharing levels between buyers and suppliers, the demand management policy of each entity in the supply chain, and the patterns of demand order variation.
Three levels of information sharing were implemented in our simulation to identify their respective effects.
Entities in the supply chain network have their own demand management policies, such as make-to-order (MTO), make-to- stock (MTS), and ATO.
The manufacturing process is a typical divergent assembly process suitable for mass-customization.
The assembly-to-order (ATO) demand management policy is generally applied to its OFP.
several parameters, which may determine agents’ behaviors, must be specified prior to the simulation. These parameters include the initiated parameters of a supply chain, the information sharing levels between buyers and suppliers, the demand management policy of each entity in the supply chain, and the patterns of demand order variation.
Three levels of information sharing were implemented in our simulation to identify their respective effects.
Entities in the supply chain network have their own demand management policies, such as make-to-order (MTO), make-to- stock (MTS), and ATO.
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Supply Chain Structure in Supply Chain Structure in ExperimentExperiment
Supply Chain Structure in Supply Chain Structure in ExperimentExperiment
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Product Structure and Assembly Product Structure and Assembly AssignmentAssignment
Product Structure and Assembly Product Structure and Assembly AssignmentAssignment
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Initialed Parameter for the Initialed Parameter for the SimulationSimulation
Initialed Parameter for the Initialed Parameter for the SimulationSimulation
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ResultResultResultResult
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Experimental DesignExperimental DesignExperimental DesignExperimental Design
Five sets of experiments were executed
In each experiment, four parameters—the average order arrival interval, interval variation, average quantity, and quantity variation of each order for a specific end product—were used to represent the average order quantity and order variation
Five sets of experiments were executed
In each experiment, four parameters—the average order arrival interval, interval variation, average quantity, and quantity variation of each order for a specific end product—were used to represent the average order quantity and order variation
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Demand Pattern Determined by Demand Pattern Determined by Different Order Generation Different Order Generation
ConfigurationConfiguration
Demand Pattern Determined by Demand Pattern Determined by Different Order Generation Different Order Generation
ConfigurationConfiguration
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Factors to Determine Supply Chain Factors to Determine Supply Chain PerformancePerformance
Factors to Determine Supply Chain Factors to Determine Supply Chain PerformancePerformance
in-time order fulfillment rate (iofr), calculated as m/n where m denotes the number of orders fulfilled by the promised date during one period and n denotes the total incoming orders during that same period.
Average order cycle time rate (aoctr), calculated as where m is the total number of orders, tai is the actual order cycle time of order i, and tei is the expected order cycle time of order i.
Transaction frequency, defined as the times and intervals that the buyer purchases components from its suppliers.
Total cost, calculated as coordination costs added to production cost, where the former include inventory cost, monitoring cost, and stock-out cost
in-time order fulfillment rate (iofr), calculated as m/n where m denotes the number of orders fulfilled by the promised date during one period and n denotes the total incoming orders during that same period.
Average order cycle time rate (aoctr), calculated as where m is the total number of orders, tai is the actual order cycle time of order i, and tei is the expected order cycle time of order i.
Transaction frequency, defined as the times and intervals that the buyer purchases components from its suppliers.
Total cost, calculated as coordination costs added to production cost, where the former include inventory cost, monitoring cost, and stock-out cost
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Experimental ResultExperimental ResultExperimental ResultExperimental Result
Experiment1(low average order quantity):
Information Sharing level 2: buyer can fulfill orders and reduce stock-out, monitoring, and production costs more effectively,a buyer tends to cooperate with a limited number of suppliers for a longer period of time.
Information Sharing level 3: a buyer can achieve the greatest total cost saving
Experiment2 (high average order quantity):
Information Sharing level 3: achieves the best total cost saving. A buyer also receives the highest order fulfillment rate and the shortest cycle time.
Notably, a buyer switches suppliers more frequently by sharing Level 1 or Level 3 information than that by Level 2 information.
Experiment1(low average order quantity):
Information Sharing level 2: buyer can fulfill orders and reduce stock-out, monitoring, and production costs more effectively,a buyer tends to cooperate with a limited number of suppliers for a longer period of time.
Information Sharing level 3: a buyer can achieve the greatest total cost saving
Experiment2 (high average order quantity):
Information Sharing level 3: achieves the best total cost saving. A buyer also receives the highest order fulfillment rate and the shortest cycle time.
Notably, a buyer switches suppliers more frequently by sharing Level 1 or Level 3 information than that by Level 2 information.
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Cont.Cont.Cont.Cont.
Experiment3 (High Order Quantity Variation):
Information Sharing Level1: The buyer remains with one supplier over a long period of time
Information Sharing level2: can obtain relatively lower production and coordination costs.
Information Sharing level3: can obtain relatively lower production and coordination costs, highest in-time fulfillment rate and cycle time rate.
Experiment4 (High Order Interval Variation):
Information Sharing level1: A buyer switches suppliers frequently
Information Sharing level2: reduces stock-out cost and thus results in higher in-time order fulfillment rate and cycle time rate
Information Sharing level3: A buyer switches suppliers frequently, The supply chain obtains the lowest total cost by sharing, reduces stock-out cost and thus results in higher in-time order fulfillment rate and cycle time rate
Experiment3 (High Order Quantity Variation):
Information Sharing Level1: The buyer remains with one supplier over a long period of time
Information Sharing level2: can obtain relatively lower production and coordination costs.
Information Sharing level3: can obtain relatively lower production and coordination costs, highest in-time fulfillment rate and cycle time rate.
Experiment4 (High Order Interval Variation):
Information Sharing level1: A buyer switches suppliers frequently
Information Sharing level2: reduces stock-out cost and thus results in higher in-time order fulfillment rate and cycle time rate
Information Sharing level3: A buyer switches suppliers frequently, The supply chain obtains the lowest total cost by sharing, reduces stock-out cost and thus results in higher in-time order fulfillment rate and cycle time rate
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Cont.Cont.Cont.Cont.
Experiment5 (High Order Interval and Quantity Variations):
Information Sharing level2: may require the highest inventory cost, The supplier switching frequency
Information Sharing level3: yields the lowest total costs. It also has the best fulfillment and cycle time rate performance.
Experiment5 (High Order Interval and Quantity Variations):
Information Sharing level2: may require the highest inventory cost, The supplier switching frequency
Information Sharing level3: yields the lowest total costs. It also has the best fulfillment and cycle time rate performance.
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