The modern business arena framework is characterized by a multitude of organizations competing on price, cost, quality, flexibility and speed in a continuously changing context. Particularly, the products lifecycle reduction, the variability of customers’ demand and the progressive globalization of the market, have moved the competitiveness from single businesses to entire supply chains. Hence, the role of Supply Chain Management (SCM) has increased in relevance since it has the key mission of integrating supply chain members and fulfilling the final common goal that is the customer’s satisfaction. To do that, companies must combine efficiency with effectiveness. These apparently conflicting objectives can be managed by applying the lean management philosophy to eliminate wastes and plan production considering the downstream demand variability. The present study aims at analyzing the impact on inventory levels and service levels when two lean techniques (batch size and setup time reduction) are applied in combination with two inventory replenishment techniques, a Fixed (FB) and a Dynamic one (DB). To analyze it, a simulation model with two variants has been created using Arena software and a particular attention has been posed on final demand variability. The results achieved demonstrated that the FB policy is more suitable for stable environments while the DB performs better when demand variability increases. In fact, the percentage inventory increase registered by the FB at the increase of demand CV was +70/90%, while for the DB it was just +50/70%; in both cases this increase was absorbed by the downstream buffers. Moreover, looking the single player lever, highest average inventory reduction for the whole SC were registered when the manufacturer, at least, invested on lean implementation, revealing itself to be the key player of the SC. Going beyond the three-tier model built in the present study, it has been demonstrated that greater improvements are registered when lean investments are applied close to the final customers demand, since benefits are registered mainly from the point of application of a lean technique to upstream in the supply chain.
Il panorama di business moderno è caratterizzato da una moltitudine di aziende che competono su costo, prezzo, flessibilità e velocità in un contesto in continuo cambiamento. In particolare, la riduzione del ciclo di vita dei prodotti, la variabilità della domanda e la globalizzazione dei mercati, ha spostato la competizione dal singolo business all’intera supply chain. Conseguentemente, il ruolo del Supply Chain Management (SCM) ha acquisito maggiore rilevanza, avendo la missione chiave di integrare i membri della SC e soddisfare il cliente. Per fare ciò, le aziende devono combinare efficienza ed efficacia. Questi obiettivi apparentemente contrastanti possono essere gestiti attraverso l’implementazione del lean management che mira ad eliminare gli sprechi e pianificare la produzione considerando la variabilità della domanda. Il presente studio ha l’obiettivo di analizzare l’impatto sul livello di scorte e di servizio di due tecniche lean (riduzione della dimensione del lotto e del tempo di setup) quando queste sono applicate in combinazione con due tecniche di ripristino delle scorte, una a lotto fisso (FB) e una dinamico (DB). Per compiere questa analisi, è stato creato un modello di simulazione con due varianti usando il software Arena. I risultati ottenuti hanno dimostrato che la politica a lotto fisso è più adatta in ambienti stabili, mentre quella a lotto dinamico performa meglio all’aumento della variabilità della domanda. La percentuale di aumento di scorte registrata con il FB infatti è stata del +70/90%, mentre con il DB è stata del +50/70%; tale aumento è stato assorbito dai buffers a valle. Inoltre, dal punto di vista del singolo attore, la maggior riduzione media di scorte per la SC è stata registrata quando il Manufacturer, almeno, ha investito nell’implementazione di tecniche lean, rivelandosi l’attore chiave della SC in analisi. Guardando oltre il modello a tre stadi costruito per questa ricerca, è stato dimostrato che i miglioramenti più grandi si sono registrati quando la lean viene applicata in corrispondenza della domanda finale, dal momento che i benefici sono percepiti principalmente dal punto di applicazione della tecnica lean a monte.
Lean supply chain planning : comparative simulation study of a dynamic and fixed batch size under Kanban pull control system
MARCELLI, NICOLAS;ANGELONI, ELISA
2016/2017
Abstract
The modern business arena framework is characterized by a multitude of organizations competing on price, cost, quality, flexibility and speed in a continuously changing context. Particularly, the products lifecycle reduction, the variability of customers’ demand and the progressive globalization of the market, have moved the competitiveness from single businesses to entire supply chains. Hence, the role of Supply Chain Management (SCM) has increased in relevance since it has the key mission of integrating supply chain members and fulfilling the final common goal that is the customer’s satisfaction. To do that, companies must combine efficiency with effectiveness. These apparently conflicting objectives can be managed by applying the lean management philosophy to eliminate wastes and plan production considering the downstream demand variability. The present study aims at analyzing the impact on inventory levels and service levels when two lean techniques (batch size and setup time reduction) are applied in combination with two inventory replenishment techniques, a Fixed (FB) and a Dynamic one (DB). To analyze it, a simulation model with two variants has been created using Arena software and a particular attention has been posed on final demand variability. The results achieved demonstrated that the FB policy is more suitable for stable environments while the DB performs better when demand variability increases. In fact, the percentage inventory increase registered by the FB at the increase of demand CV was +70/90%, while for the DB it was just +50/70%; in both cases this increase was absorbed by the downstream buffers. Moreover, looking the single player lever, highest average inventory reduction for the whole SC were registered when the manufacturer, at least, invested on lean implementation, revealing itself to be the key player of the SC. Going beyond the three-tier model built in the present study, it has been demonstrated that greater improvements are registered when lean investments are applied close to the final customers demand, since benefits are registered mainly from the point of application of a lean technique to upstream in the supply chain.| File | Dimensione | Formato | |
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2017_12_Angeloni_Marcelli.pdf
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https://hdl.handle.net/10589/137142