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Habilitation to conduct research (Habilitation à diriger des recherches) Supply chain management Models and implementati

Habilitation to conduct research (Habilitation à diriger des recherches) Supply chain management Models and implementation for tactical decision support . Caroline Thierry 25 Juin 2003. IUP NTIE Project mgt. IUP ergonomie PPC. DESS ISMAG SCM. DESS ISMAG Project management.

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Habilitation to conduct research (Habilitation à diriger des recherches) Supply chain management Models and implementati

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  1. Habilitation to conduct research(Habilitation à diriger des recherches)Supply chain managementModels and implementation for tactical decision support Caroline Thierry 25 Juin 2003

  2. IUP NTIE Project mgt IUP ergonomie PPC DESS ISMAG SCM DESS ISMAG Project management DESS ISMAG PPC N7 MAAI et IUP SI PPC Options UTM Computer science ENAC et IUP SI OR DESS Industrial pharmacy PPC CV EducationProduction planning and control, supply chain management, project management Coordinator of DESS Informatique Statistique, Mathématiques Appliquées à la Gestion de production (Computer science, statistics, mathematics applied to Manufacturing planning and control) Professor (Maître de conférence) Université Toulouse 2 Mathématiques et Informatique (Mathematics and computer science) Assistant Prof. UTM PhD ONERA 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 DEA PhD ENSAE

  3. Summary • Research context • Contributions in supply chain management • Internal approach • Supplier (subcontractor) point of view • Contractor/supplier (subcontractor) relationship point of view • Conclusion and Perspectives • Personal findings

  4. Research context • Research approach: • Practionners (industry) requirements driven • Close relationship with the aerospace industry (Airbus, Suppliers, Subcontractors, Astrium...) • With • Researchers • PHD students • Master students • Practionners ONERA/DCSD IRIT, CGI/EMAC, LAAS,...

  5. Supply Chain Information flow End consumers Suppliers and subcontractors Distribution assembly Product flow « network of organizations that are involved, through upstream and downstream linkages, in the different processes and activities that produce value in the form of products and services delivered to the ultimate consumer » [Christopher 1992]

  6. Supply Chain Management • Supply Chain Orientation • « recognition by an organization of the systemic, strategic implications of the tactical activities involved in managing the various flows in a supply chain.» • Supply Chain Management • « systemic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole. » • [Mentzer et al 2001]

  7. Supply chain management Local approaches End consumers Distribution Suppliers and subcontractors Assembly supply/production/distribution [Lee et al 1986], [Chen et al 1994]...

  8. Supply chain management :Internal approaches End consumers Distribution Suppliers and subcontractors Assembly multi-sites or multi-projects productions [Guinet 2001], [Sambasivan et al 2000], [Sauer et al 2000]...

  9. Supply Chain Management Integrated approach End consumers Distribution Suppliers and subcontractors Assembly Distribution and/or supply network [Lee et al 1995] , [Arntzen et al 95]...

  10. Supply Chain Management Collaborative approaches Suppliers and subcontractors Customers Supplier Contractor Partnership system, customer/supplier relationship [Lee et al 2000], [Raghunathan 2001], [Cachon et Larivière 2001]…

  11. Our research End consumers Distribution Suppliers and subcontractors Assembly Internal approach Multi-sites and multi-projects planning processes

  12. Our research Supplier’s suppliers and subcontractors customers Supplier Contractor Supplier point of view within several supply chains

  13. Our research Supplier’s suppliers and subcontractors Customers Supplier Contactor Supplier/contractor relationship point of view

  14. Supply Chain management • Configuration problems (strategic) • Control problems: planning, coordination of the flows (tactical level) • Tactical decision level (production planning)

  15. Solution The decision maker The decision maker The decision maker express the problem formulation analyse and analyse the compare Solution feasibility Generative approach evaluative approach Problem description Variables constraints, criterion Performance Indicators Problem description Decision to be evaluated Values of decision variables The decision maker Imagine a solution Decision support and supply chain management Solution generation Performance evaluation

  16. Models • Solution generation : planning • Models based on tasks (beginning dates of the tasks) • Lot sizing models (quantities to be produced) • Performance evaluation • Simulation + time incrementation « periodic step » • Simulation +time incrementation « following event »

  17. Summary • Research context • Contributions in supply chain management • Internal approach • Supplier (subcontractor) point of view • Contractor/supplier (subcontractor) relationship point of view • Conclusion and Perspectives • Personal findings

  18. Plan • Problem under study • Chosen approach and industrial applications • Results • Perspectives

  19. Summary • Research context • Contributions in supply chain management • Internal approach • Supplier (subcontractor) point of view • Contractor/supplier (subcontractor) relationship point of view • Conclusion and Perspectives

  20. Semi-distributed coordination system of the Production planning and control systems (MRP) Automotive components manufacturer : Magnetti Marelli (ESPRIT DISCO Project, Phd C. Thierry) Solution generation Constraint programming Multi-site planning (1/2) Products (BOM, possible affectations...) Production units (capacity) Forecast + demand multi-site planning Quantities of different items to be produced and transported in and between the different production units

  21. Multi-site planning (2/2) • Emergence of a new problem: multi-site planning • New approach (1990) : Constraint programming • Planning model with different bucket sizes and transportation between production units • Increasing interest from academics and practionners => APS • Necessity of taking into account the behaviours of : • contractors, • suppliers and subcontractors • in the planning process • Comparison between centralised/distributed approaches • Need for evaluative approaches

  22. Re-planning system of a project in a multi-projects context Spatial : Astrium (Assembly Integration and tests) (DIDOM Project, phD V. Galvagnon) Solution generation Constraint propagation (PERT with time windows) Inconsistency explanation Re-planning within a multi-project context(1/2) Précedence constraints Project activities Strategic resources (time windows) Re-planning Within a multi-project context Scheduling (beginning dates de début of the activities and time windows reservation) Inconsistency explanation

  23. Re-planification en contexte multi-projet (2/2) • An interactive re-planning system: no solution exists => redefinition of the problem • Inconsistency => explanation • Uncertainty on activities duration (fuzzy project scheduling with time windows) => possibility and necessity of due date violation Risk evaluation at a project level when scarce resources are considered Re-planning with rolling horizon and inconsistency explanation

  24. Summary • Research context • Contributions in supply chain management • Internal approach • Supplier (subcontractor) point of view • Contractor/supplier (subcontractor) relationship point of view • Conclusion and Perspectives • Personal findings

  25. Simulation prototype Aeronautics manufacturer Cauquil (Phd K. Rota) Performance evaluation (subcontractor behaviour within the SC) Simulation -Time incrementation: « periodic step » Solution generation (Planning behaviour of the subcontractor within the SC) Integer linear programming Subcontractor (Production planning) (1/2) Subcontractor behaviour Suppliers and subcontractors behaviours Due dates respect Customers behaviour Demand/forecast Production, supply and distribution plans Subcontractor performance evaluation

  26. Subcontractor (Production planning)(2/2) • Simulation model : time incrementation with periodic step » • Planning model with firm and forecast demand • Subcontractor, customers and suppliers behaviour models • Dynamics of the distributed planning process Other production control policies (kanban) Cooperation between the different actors of the supply chain; win-win policies

  27. Production plan Negotiation support system Collaboration H. Fargier (IRIT) Solution generation (subcontracting level) Possibilist approach Performance evaluation (Plan robustness) Possibilist approach Subcontractor (Production planning under uncertainty)(1/2) Production capacities Forecast (uncertainty) New order Fuzzy production plan Possibility/necessity of subcontracting And/or meeting due dates

  28. Subcontractor (Production planning under uncertainty)(2/2) • A system which • propose a delivery date (uncertainty on forecast) • Determine a subcontracting level • A fuzzy production plan which takes into account uncertainty on data Plan (crisp) robustness according to data uncertainty: to what extent is it possible/certain that a plan is satisfied A possibilistic approach to evaluate risks

  29. Summary • Research context • Contributions in supply chain management • Internal approach • Supplier (subcontractor) point of view • Contractor/supplier (subcontractor) relationship point of view • Conclusion and Perspectives • Personal findings

  30. Cooperation support system Airbus + supplier (Latécoère) (Phd O. Telle) Performance evaluation Discrete event simulation : macroscopic model (Information sharing, individual behaviours of the actors) Contractor/supplier relationship (assembly to order) (1/2) Behaviour of the supplier’s suppliers Due date respect Supply behaviour of the contractor Orders/forecast Supplier behaviour MRP or kanban Performance evaluation of the relationship

  31. Contractor/subcontractor relationship (aeronautics) (2/2) • Discrete event simulation • Planning process (dynamics) • Inventory management/ kanban • Macroscopic model • A prototype (logilink) • Decision support approach (data confidentiality) • Pedagogical approach • Extension of macroscopic models • Production • Make to order production (Project) • Mass production

  32. Contractor/Supplier Production planning Inventory management/kanban Discrete event simulation (macroscopic) Production multi-site Production planning CSP Subcontractor Production planning Simulation (periodic step) Subcontractor kanban MILP Subcontractor Production planning Possibilistic approach Multi-projet Planning Possibilisticapproach Multi-project Planning CSP (PERT) Synthesis

  33. Conclusion • Multiplication and thickening of relationships between entities od the supply chain => need for methods and tools • SC Planning: ERP, APS • How to manage uncertain or imprecise data? • How to help the decision maker to formulate his problem? • Communication improvement: EDI, e-business • Which information has to be exchanged/shared? • How to compute this information?

  34. Contractor/Supplier Production planning Inventory management/kanban Discrete event simulation (macroscopic) Production multi-site Production planning CSP Subcontractor Production planning Simulation (periodic step) Subcontractor kanban MILP Subcontractor Production planning Possibilistic approach Support to problem specification and formalisation Multi-projet Planning Possibilisticapproach Multi-project Planning CSP (PERT) Perspectives

  35. Contractor/Supplier Production planning Inventory management/kanban Discrete event simulation (macroscopic) Production multi-site Production planning CSP Subcontractor Production planning Simulation (periodic step) Subcontractor kanban MILP Subcontractor Production planning Possibilistic approach Multi-projet Planning Possibilisticapproach Multi-project Planning CSP (PERT) Perspectives Risk management

  36. Contractor/Supplier Production planning Inventory management/kanban Discrete event simulation (macroscopic) Production multi-site Production planning CSP Subcontractor Production planning Simulation (periodic step) Subcontractor kanban MILP Subcontractor Production planning Possibilistic approach Multi-projet Planning Possibilistic approach Multi-project Planning CSP (PERT) Perspectives Pedagogical approach

  37. Perspectives Support to problem specification • Difficulty in formulating of a problem with constraints +criterion • Methods and systems to support the decision maker (problem expression and formulation) • Interdisciplinary domain • Planning activity • Cooperation process

  38. Perspectives Uncertainty and risk management Performances management under uncertainty => Risks minimisation • Integration of the risk management into the planning process • Planning as a risk management tool

  39. Cooperation support system Projet SACSO ONERA (Phd N. Parrod) Process of time window reservation Cooperation policies Simulation -Time incrementation: « periodic step » Planning and risk management Contractor/subcontractor relationship Project/scarce resource

  40. Perspectives Pedagogical approach • Supply chain orientation (SCO) => cooperation, customer oriented • Pedagogical approach • Board games (cedac, takt time, TOC…) • Introduction of SC simulation • Computer games

  41. Summary • Research context • Contributions in supply chain management • Internal approach • Supplier (subcontractor) point of view • Contractor/supplier (subcontractor) relationship point of view • Conclusion and Perspectives • Personal finding

  42. Personal findings • Development of a project dynamics for • education • research • Collaboration oriented research • Research activity linked to education activity and enriched by industrial collaboration

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