Modeling and decision tools for supply chain control
Identifieur interne : 003291 ( Hal/Corpus ); précédent : 003290; suivant : 003292Modeling and decision tools for supply chain control
Auteurs : Marie-Claude PortmannSource :
Abstract
Supply Chain Management implies a greater integration of model and decision tools. First transport models and production manufacturing models must be considered jointly and not separately. Second new Supply Chain structures, such as Extended Enterprises and Virtual Enterprises, induce negotiations concerning costs, delays and quality and exchange of knowledge and data, between various partners, who can have been in strong competition and want to keep some data quite secret while sharing other data with some partners of the Supply Chain. Some flow exchanges have been currently regulated by contracts with penalty systems; a more general control system needs to be designed. In consequence, new decision tools must be proposed at each level of the hierarchical decision structures: strategic, tactic and operational levels. In particular, new decision systems must be designed for the planning level including several partners of the Supply Chain and new scheduling tools generalizing classical scheduling models with new constraints and criteria linked to just-in-time strategies and to negotiation approaches.
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First transport models and production manufacturing models must be considered jointly and not separately. Second new Supply Chain structures, such as Extended Enterprises and Virtual Enterprises, induce negotiations concerning costs, delays and quality and exchange of knowledge and data, between various partners, who can have been in strong competition and want to keep some data quite secret while sharing other data with some partners of the Supply Chain. Some flow exchanges have been currently regulated by contracts with penalty systems; a more general control system needs to be designed. In consequence, new decision tools must be proposed at each level of the hierarchical decision structures: strategic, tactic and operational levels. 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First transport models and production manufacturing models must be considered jointly and not separately. Second new Supply Chain structures, such as Extended Enterprises and Virtual Enterprises, induce negotiations concerning costs, delays and quality and exchange of knowledge and data, between various partners, who can have been in strong competition and want to keep some data quite secret while sharing other data with some partners of the Supply Chain. Some flow exchanges have been currently regulated by contracts with penalty systems; a more general control system needs to be designed. In consequence, new decision tools must be proposed at each level of the hierarchical decision structures: strategic, tactic and operational levels. In particular, new decision systems must be designed for the planning level including several partners of the Supply Chain and new scheduling tools generalizing classical scheduling models with new constraints and criteria linked to just-in-time strategies and to negotiation approaches.</abstract></profileDesc></hal></record>Pour manipuler ce document sous Unix (Dilib)
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