Department of Mechanical engineering
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Item Decision framework for capacity decision in a supply chain(Inder Science, 2006-12) Routroy, SrikantaCapacity decision in the supply chain is a complex, multi-attribute decision problem that must be accomplished within a constrained resource environment. An Analytic Hierarchy Process (AHP) allows decision-makers to find the priority values of the potential facilities' location in the supply chain by considering the relevant attributes. These priority values have to be maximised, whereas the cost of facilities' locations, which depends upon the number of such locations and their capacity and the cost associated owing to transportation of raw materials between suppliers and facilities' locations and of finished products between markets and facilities locations, have to be minimised while making capacity decision in the supply chain. For this, a decision framework is developed which integrates the AHP with a 0–1 integer-programming model. A simulated annealing model is used for solving the capacity decision problem in the supply chain.Item Development of decision framework for warehouse decisions in supply chain network(Inder Science, 2008-01) Routroy, SrikantaWarehouse decisions are important and require close attention in supply chain network. It involves a number of important decisions, i.e. ownership decision; feasible locations for the warehouses; optimal number and capacity of the warehouses; size of the warehouses; and finally internal warehouse management. In supply chain network, number of warehouses and locations are considered as supply chain network design decisions and involved in major capital investments and has a long-term effect on the supply chain performance. In this paper, a decision framework is proposed for warehouse decisions in supply chain. In the proposed decision framework, the constant sum model is applied for determination of the priority value for feasible locations and 0?1 integer programming is developed for the determination of optimal number of warehouses and their required capacity in supply chain network.Item Multi-echelon Supply Chain Inventory Planning with demand and leadtime uncertainty(Inder Science, 2009-05) Routroy, SrikantaThe paper discusses a generic model for Multi-echelon Supply Chain Inventory Planning (MSCIP) with demand and leadtime uncertanity considering the Total Supply Chain (TSC) cost, which consists of Supply Chain Inventory Capital (SCIC), Supply Chain Ordering/set-up Cost (SCOC) and Supply Chain Stock-out Cost (SCSC) for a Maximum Allowable Supply Chain Inventory (MASCI). The Differential Evolution (DE/best/1/bin) strategy is used to solve MSCIP problem to determine ordering/production quantity and service level that should be maintained by each member of the supply chain. One case situation is elucidated to reinforce the salient features of the concept. A sensitivity analysis is carried out to know how the TSC is varying along MASCI in different environments.Item Promethee II for Selection of Carrier in Supply Chain(IUP, 2007-03) Routroy, SrikantaThe challenge for supply chain in the prevailing scenario is to attain competitive superiority in the long run. It can be achieved through manufacturing excellence, supply chain coordination and logistical competency. Therefore, logistics plays a significant role in every supply chain. The two major transportation decisions in the supply chain are: choice of the mode of transportation and carrier selection. While selecting the carrier in the supply chain for any logistics function both the qualitative and the quantitative factors has to be taken into consideration. Hence, there is need for a complete and structured methodology for selecting a carrier. This paper describes an efficient methodology ‘Promethee II’ for carrier selection in supply chain. In order to survive in the global competition and to sustain the long-term advantages, more and more enterprises have introduced Supply Chain Management (SCM) (Felix et al., 2003). From the beginning of this decade, this subject has been studied, practiced and reported in the literature. According to Mentzer et al. (2001), eventhough in its infancy still it is a very popular development area among companies. Literature on supply chain management recommends that firms should concentrate on their core competencies and outsource other activities (Handfield and Nichols, 1999). For most of the firms, logistics is not considered to be a core competency. Prahalad and Hamel (1990) define core competence as “the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies”. A manager responsible for making ‘logistics outsourcing’ decision must develop a true sense of what the core competence of the organization is and whether the product/activity/ service under consideration is an integral part of that core competence. A key service that is closely interrelated with the firms competence would more likely be reflected in a favorable ‘insourcing’ decision, rather than an ‘outsourcing’ decision. If a firm by mistake outsourcers a core competence, it may loose its competitive advantage. Therefore, a core competency is not just something a company does well but it is a combination of capabilities that is unique (a strong differentiator for your business), is durable (hard for your competitors to imitate), and is extensive (delivering significant value to your company). Most companies justify their choice to logistics outsourcing for more than one of the following primary reasons, i.e., focus on core business, improved capital utilization, supply chain cost reduction and improved customer service. Thus, transportation activities are often subject to outsourcing. It moves the raw materials, semi-finished products and finished products between the different members of the supply chain.Item Performance value analysis for selection of facilities location in competitive supply chain(Inder Science, 2006-08) Routroy, SrikantaThe facility location decisions are inherently strategic and long-term in nature and are also critical to the efficient and effective operation of a competitive supply chain. The transportation, inventory and information sharing decisions can be changed in response to changes in different potential parameters of the competitive supply chain, whereas the facility location decisions are often fixed and cannot be changed, even in the medium-term. Therefore, the successful execution of the decision, i.e. selection of facilities location in competitive supply chain, would give a cutting edge to the organisation. The present work describes a decision support system i.e. performance value analysis (PVA) for a selection of facilities location in a competitive supply chain.Item Inventory planning for a multi-echelon supply chain(Inder Science, 2007-03) Routroy, SrikantaInventory planning is the significant operational issue in supply chain management. In this paper, a mathematical model is developed for multi-echelon supply chain inventory planning to determine ordering/production quantity and reorder point while minimising the Total Supply Chain Cost (TSCC) (i.e., supply chain inventory capital, supply chain ordering/set-up cost and supply chain inventory stock out cost). Differential Evolution algorithm is used for multi-echelon supply chain inventory planning. One case situation is elucidated in order to reinforce the salient features of the concept. A sensitivity analysis is also carried out to show the effect of input parameters on the TSCC.Item Selection of Third Party Logistics Provider in supply chain(Inder Science, 2009) Routroy, SrikantaFor most of the manufacturing firms, logistics is not considered to be a core competency and it is often performed by Third Party Logistics Provider (TPLP). The present work describes an efficient decision framework for TPLP evaluation and selection in supply chain. The objective of this paper is to explain how an Analytic Hierarchy Process (AHP) and Performance Value Analysis (PVA) algorithm can be used to capture and analyse Significant Categories (SCs) and Performance Indicators (PIs) for ranking the TPLPs effectively. The application of decision framework for TPLP evaluation and selection has been demonstrated with a case situation.Item Decision framework for selection of facilities location in competitive supply chain(World Scientific, 2006) Routroy, SrikantaSupply chain management (SCM) is an area that has recently received a great deal of attention. In today's markets, no business can be successful without mastering the issues, problems and possibilities in managing competitive supply chains. In competitive supply chain network, facilities location includes location of manufacturing plant, which is considered as supply chain design decisions and involved in major capital investments and has a long-term effect on the supply chain performance. Therefore, the successful execution of this decision would give cutting edge to the organization. Selection of a facilities location is a complex task as it involves both qualitative and quantitative factors. The present work describes a framework for selection of facilities location in competitive supply chain.Item Differential evolution algorithm for supply chain inventory planning(Emerald, 2005) Routroy, SrikantaThis paper discusses the inventory planning of a supply chain, which consists of a manufacturer, distributor and retailer.Item Antecedents and drivers for green supply chain management implementation in manufacturing environment(IUP, 2009) Routroy, SrikantaGreen Supply Chain Management (GSCM) is, today, gaining much importance in manufacturing environment due to pressure from the government and environmental consciousness among the customers, to gain competitive advantage. In this paper, an attempt has been made to propose the antecedents and drivers of GSCM in a manufacturing environment, followed by a detailed discussion. While the antecedents of GSCM implementation are proposed as top management support and government's initiatives, the drivers of GSCM implementation are proposed as green sourcing, Green Design (GD), green manufacturing and re-manufacturing, green packaging, Reverse Logistics (RL), Environmental Management System (EMS), green innovation and customer awareness. These proposed antecedents and drivers for GSCM implementation in the manufacturing environment are highly conceptual in nature, which may be validated empirically by conducting a survey among various manufacturing supply chains, for complete acceptability.