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The Value of Information Sharing in a Two-Level Supply Chainby Lee, So and Tang
Emrah Zarifoğlu97021730
Sharing Demand Information
Bullwhip effect (Lee et al) Demand information sharing,
summary of POS, between Wall Mart and Johnson and Johnson, Lever Brothers, (Gill and Abend)
VMI, CRP at Campbell Soup and Barilla (Clark), (Hammond)
Intent of the Paper Model of two-stage
supply chain –retailer and manufacturer
Benefit of information sharing to the chain
Very significant benefit to the manufacturer alone
numerical example –to show manufacturer’s great savings by
High demand correlation
High demand variance within each period
Long lead times Especially useful in
the high-tech industry
Quantifying the Value of Information Sharing Unsynchronized review period of
manufacturer with retailer causes order review time order replenishment decision by use of retailer’s inventory level (Bourland et al.)
Manufacturer’s benefit from inventory information sharing of retailers using batch order policy (Cachon and Fisher)
Manufacturer has limite capacity, etc... (Gavirneni et al.)
Aim of the Paper
This paper examines the impact of the auto correlation coefficient and the leadtime on the benefit of information sharing in a two-stage supply chain
Model Simple two-level supply chain –one
manufacturer and one retailer Autocorrelated AR(1) demand process Dt = d + ρDt-1 + εt
Dt: demand at retailer at period t ρ: correlation coefficient εt: iid ~ N(0, σ2)
Model (Cont’d) Periodic review –replenishment from
retailer to manufacturer each period Backlog allowed Order: Yt realization at t+l+1 Resupplying allowed, guaranteed
order by manufacturer Order-up-to policy by manufacturer
and retailer
Retailer’s Ordering:
Order at period t: Yt = Dt + (St – St-1)
Total demand over lead time:
Retailer’s Ordering (Cont’d)
Conditional expectation and conditional variance of total demand over lead time:
Retailer’s Ordering (Cont’d)
Order-up-to level:
Ordering quantity:
Yt ≥ 0 for ρ > 0
Manufacturer’s Ordering
Aware of retailer’s demand process Order at t realization at t + L +
1 Recursive equations for retailer’s
order:
Manufacturer’s Ordering (Cont’d) Total shipment quantity over manufacturer’s
lead time for any given value of retailer’s order at period t:
Manufacturer’s Ordering (Cont’d)
No Information Sharing: Total shipment quantity over
manufacturer’s lead time : Ft ~ N(Mt, Vσ2)
Optimal order-up-to level:
Manufacturer’s Ordering (Cont’d)
Information Sharing: Total shipment quantity over
manufacturer’s lead time : F`t ~ N(M`t, V`σ2)
Optimal order-up-to level:
Benefits of Information Sharing
Retailer’s cost not affected Benefit is high if
Demand autocorrelation is high Demand variability is high
Inventory Reduction
Approximation for average (on-hand) inventory:
Approximation for average (on-hand) inventory depending on parameters:
Inventory Reduction (Cont’d) Reduction in inventory:
Percentage inventory reduction:
Increasing in autocorrelation coefficient
Increasing in coefficient of variation of underlying demand
Increasing by K (shortage cost P is high relative to holding cost H)
Expected Cost Reduction Using a loss function and convexity
Expected cost with information sharing is less than expected cost with no information sharing
Impact of Demand Process Characteristics
Numerical example to analyze goodness of approximation of average inventory
Compared to a simulation
Impact of Demand Process Characteristics (Cont’d) Simulated results very close to
approximation (within 5%) Reduction in inventory by information
sharing ρ larger reduction in inventory larger
by information sharing Complex demand is suitable for these
results (high-tech industry, grocery industry)
Impact of Demand Process Characteristics (Cont’d) Give incentive to retailer to share its data Financial scheme to reduce retailer’s variable
cost Price reduction Better return policy Better payment terms etc...
Operational scheme to reduce retailer’s overhead, processing and inventory costs
VMI Reduce retailer’s leadtime
Impact of Lead Time Affects manufacturer’s logistic,
inventory holding and shortage costs
Benefit for both Reduce both inventory levels l larger reduction in
manufacturing inventory due to information sharing is larger
Numerical example
Impact of Lead Time (Cont’d) Decrease in retailer’s cost sharply Decrease in manufacturer’s cost slightly Information sharing offers additional
cost saving to manufacturer not much variable wrt l
No direct benefit to retailer by information sharing
Implementation of information sharing and leadtime reduction provides benefit for both
Impact of Lead Time (Cont’d)
L larger cost savings to the manufacturer larger (by information sharing)
Future Research Directions
Focus on multiple retailers instead of a single retailer
Comparison of benefits of information sharing with VMI programs