Customer Information Driven After Sales Service ... - RePub

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2.3. Strategic Decisions for After Sales Service Management 2.3.2 Spare Parts Logistics Network Design In this task, the spare parts logistics manager has to decide on the positioning of the spare parts stocking facilities throughout the geographical network. Spare parts logistics network design problems can be considered as a special class of generic logistics network design problems. Similar to maintenance services management, the exact terms of warranty / service requirements and customer base characteristics in after sales service impact the design of the logistics network. Distribution Network - 1 CDC Suppliers DC / Depot Field Locations CDC Suppliers Field Locations DC DC DC Distribution Network - 3 Emergency Shipment Replenishment Source Distribution Network - 2 Suppliers DC / Depot Field Locations Suppliers Field Locations DC DC DC Distribution Network - 4 Figure 2.3: Spare Parts Logistics Network (Source: Cohen and Agrawal (1999)) Cohen et al. (1997); Cohen and Agrawal (1999); Cohen (2009) discuss the existing and emerging trends in spare parts logistics network design. Figure 2.3 depicts various types of logistics networks that are commonly observed in practice. A three echelon network consists of a central distribution center (CDC), one or many regional distribution centers (DCs) and multiple field stock locations (FSLs). A two echelon structure differs 29
2. After Sales Service such that either the DC or CDC echelon is not present. The role of CDC or DC is to support the FSLs for replenishment or emergency shipments. The choice of having a CDC echelon or DC echelon is often dependent on the consideration of savings by inventory pooling at CDC vs. the ability of DCs to support FSLs in a responsive manner. It is also observed that, in some instances, a designated DC is exclusively used to fulfill emergency shipments. Cohen and Agrawal (1999) also discuss the emerging trends in logistics network design. The authors highlight that there is a gradual shift from multiechelon structures to single echelon structures with direct shipments from supplier(s) to FSLs and lateral transshipments among FSLs. It is also observed that there are two approaches for spare parts stocking in the DC echelon vs. FSL echelon. The first approach is a forward parts deployment strategy with few DCs but more FSLs. The second approach is a delivery intensive centralized approach with a higher number of DCs and fewer FSLs. Tailored or hybrid networks are often observed in situations where the companies have mixed product lines, a geographically dispersed customer base with heterogeneous characteristics and variations in product/part cost. In the academic literature, the early work on network design or facility location is discussed by Magnanti and Wong (1985), Drezner (1995) and Ghiani et al. (2004). This work focusses on finding regional equilibrium points to place stocking facilities of appropriate size, while considering demand rates, fixed and variable facility operating costs and transportation costs. Related work in this area also studies service constrained, stochastic, or reliability based problems. In addition, there are studies that discuss the effects of taxes, exchange rates, transfer prices, market prices, supplier reliability, and lead time uncertainty in single echelon or multi echelon contexts (Bundschuh et al., 2003; Vidal and Goetschalckx, 2000). For details of the earlier work, we refer the reader to the aforementioned reviews. The primary limitation of the earlier studies is that aspects of inventory management policies and multiple service deadlines are not considered. As discussed by Candas (2007), neglecting these aspects results in considerable losses. Such aspects are very relevant in a spare parts logistics context. In this respect, Candas (2007) accommodates the aspects of a one-for-one inventory replenishment policy and time based service level constraints in a single echelon network design formulation. The author also provides a computationally efficient solution procedure that is based on Lagrangian relaxation. Recent reviews on facility location problems that accommodate these spare parts logistics characteristics are provided by Snyder (2006) and Candas 30
Page 1 and 2: MUHAMMAD NAIMAN JALIL Customer Info
Page 4 and 5: Customer Information Driven After S
Page 6 and 7: Contents Acknowledgments v 1 Introd
Page 8 and 9: CONTENTS 3.4.3 Data Quality in Info
Page 10 and 11: Acknowledgments It gives me a great
Page 12 and 13: Chapter 1 Introduction What are the
Page 14 and 15: 1.1. Business Trends in After Sales
Page 16 and 17: PARAMETER 1.2. Information Manageme
Page 18 and 19: 1.2. Information Management Trends
Page 20 and 21: 1.3. Scope, Research Contributions,
Page 22 and 23: 1.4. Organization of the Thesis ser
Page 24: 1.4. Organization of the Thesis we
Page 27 and 28: 2. After Sales Service 2.1.1 Warran
Page 29 and 30: 2. After Sales Service the failure
Page 31 and 32: 2. After Sales Service the sporadic
Page 33 and 34: 2. After Sales Service such mainten
Page 35 and 36: 2. After Sales Service tenance acti
Page 37 and 38: 2. After Sales Service 2.2.3 Spare
Page 39: 2. After Sales Service for each ser
Page 43 and 44: 2. After Sales Service second busin
Page 45 and 46: 2. After Sales Service rules have a
Page 47 and 48: 2. After Sales Service a decision n
Page 49 and 50: 2. After Sales Service on-hand inve
Page 51 and 52: 2. After Sales Service service dead
Page 53 and 54: 2. After Sales Service 2.6 Informat
Page 55 and 56: 2. After Sales Service Aberdeen gro
Page 57 and 58: 2. After Sales Service and Suanet (
Page 59 and 60: 2. After Sales Service critical vol
Page 61 and 62: 2. After Sales Service withdraw fro
Page 63 and 64: 2. After Sales Service ments. The r
Page 65 and 66: 2. After Sales Service policy to de
Page 67 and 68: 2. After Sales Service the expected
Page 69 and 70: 2. After Sales Service binations of
Page 71 and 72: 2. After Sales Service Table 2.7: R
Page 73 and 74: 2. After Sales Service locations fo
Page 75 and 76: 3. Inventory Planning & Information
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3. Inventory Planning & Information
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Chapter 4 Spare Parts Execution Man
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4.2. Literature Review and Chakrava
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typically observed in spare parts l
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4.3. Problem Formulation t = {1, 2,
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4.4. Structural Analysis and Heuris
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4.5. Numerical Experiments plexity
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4.5. Numerical Experiments customer
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4.5. Numerical Experiments Table 4.
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4.5. Numerical Experiments the glob
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4.5. Numerical Experiments (RMO and
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Customer Heterogeneity and Demand /
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4.5. Numerical Experiments of the l
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4.6. Conclusions location as a cand
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4.7. Limitations and Generalization
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Chapter 5 Returns Management in Spa
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5.2. Literature Review and disposit
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5.2. Literature Review various auth
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5.3. Problem Formulation rebalancin
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5.3. Problem Formulation and FSLs)
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5.4. Markov Decision Process Formul
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5.5. Heuristic Solutions for Return
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5.6. Conclusions decides to place t
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5.7. Limitations and Generalization
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Chapter 6 Conclusions Throughout th
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6.1. Research Contributions and Res
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6.2. Discussion heuristic that does
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6.3. Areas of Future Research manag
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6.3. Areas of Future Research in af
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Bibliography Acevedo, J., Pistikopo
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BIBLIOGRAPHY Bertrand, J. W. M., Fr
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BIBLIOGRAPHY Cohen, M. A., Pierskal
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BIBLIOGRAPHY Ferguson, M., Fleischm
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BIBLIOGRAPHY Hayes, N., 2005. Are y
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BIBLIOGRAPHY in Optimizing Route Pl
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BIBLIOGRAPHY Moinzadeh, K., 2002. A
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BIBLIOGRAPHY SAS, 2006. Service Par
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BIBLIOGRAPHY Tan, A. W. K., Yu, W.
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Xerox, 2010a. Xerox Service Agreeme
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Summary in English Over the years,
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Summary in English show that accoun
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Samenvatting (Summary in Dutch) ins
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About the author Muhammad Naiman Ja
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ERASMUS RESEARCH INSTITUTE OF MANAG
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ERIM Ph.D. Series Research in Manag
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Xu, Y., Empirical Essays on the Sto
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