ارائه درس مدیریت زنجیره تامین استاد راهنما :آقای دکتر هاشمی

2. ارائه درس مدیریت زنجیره تامیناستاد راهنما :آقای دکتر هاشمی • ارائه دهنده : • محمد امین نوری

3. Paper Title • Effects of Information Sharing on Supply Chain Performance in Electronic Commerce • Fu-ren Lin, Sheng-hsiu Hiang, Sheng-cheng Lin 3

4. Problem Description 4

5. Extranet • 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. 5

6. 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. 6

7. Literature Review 7

8. Sharing information in a supply 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 8

9. Information sharing level • order information exchanging • operation information sharing • strategic information sharing • strategic and competition information sharing 9

10. Transaction Costs to Explain the Supply 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 10

11. Buyer - Seller Relation • 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. 11

12. Hypotheses 12

13. Supply 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. 13

14. Swarm vs Supply Chain Network 14

15. Modeling Supply Chain with Swarm • 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 15

16. Decision Model of Governance Structure • 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. 16

17. Coordination Cost • 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. 17

18. 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 18

19. Cost Model 19

20. Methodology 20

21. Structure of Simulation System • 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. 21

22. Simulation Parameters • 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. 22

23. Supply Chain Structure in Experiment 23

24. Product Structure and Assembly Assignment 24

25. Initialed Parameter for the Simulation 25

26. Result 26

27. Experimental 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 27

28. Demand Pattern Determined by Different Order Generation Configuration 28

29. Factors to Determine Supply Chain Performance • 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 29

30. Experimental 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. 30

31. 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 31

32. 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. 32