| Summary: | 碩士 === 元智大學 === 工業工程與管理學系 === 94 === Traditional supply chain manufacturing strategies are often categorized as either push or pull strategies. In the last few years a number of multi-nation corporations, such as DELL and HP, have started to employ a hybrid approach, so called push-pull supply chain strategy. In a push-based supply chain, production decisions are based long-term forecast, while the decisions are based on true customer demand for a pull- based supply chain. In a push-pull strategy, some stages of the supply chain are operated in a push-based manner while the remaining stages employ a pull-based strategy.
Postponement, or delay product differentiation, is an example of a push-pull strategy. In postponement, the manufacturing process starts by producing a generic product up to that point in the process, which is differentiated to a specific end-product when order is received. In this research we focus on the manufacturing postponement which the first k operations are common operations to end-products. We call operation k as the last common operation, or push-pull boundary. In order to evaluate the implications of manufacturing postponement; i.e., deferring the last common operation k, we develop a simple expression for the total relevant cost based on a (s, Q) inventory control policy for the generic product. The total relevant cost for a given system that has operation k as the last common operation includes the processing costs, the inventory cost, and the stockout costs.
We apply this model to analyze different scenarios that focus on the two-product example. Our experimental analysis shows that coefficient of variation in order size, unit holding cost, and stockout cost are the major factors that affect the location of the push-pull boundary in the manufacturing system. In our future studies, we plan to analyze the investment cost and the process time variation in the manufacturing system.
|
|---|
