University of Minnesota – Digital Technology Center December 2002 Intelligent e-Supply Chain Decision Support Norman M. Sadeh Norman M. Sadeh e e - - Supply Chain Management Laboratory Supply Chain Management Laboratory School of Computer Science School of Computer Science Carnegie Mellon University Carnegie Mellon University Copyright © 2002 Norman Sadeh Outline   Supply Chain Management: New Context Supply Chain Management: New Context   Agent Agent - - Based Collaborative Decision Support Based Collaborative Decision Support   Mascot Mascot   Available Available - - To To - - Promise/Capacity Promise/Capacity - - To To - - Promise Promise Functionality Functionality   Empirical Results Empirical Results   Dynamic Supply Chain Management Practices Dynamic Supply Chain Management Practices   Early Results Early Results   TAC TAC ’ ’ 03: A Supply Chain Trading Competition 03: A Supply Chain Trading Competition   Summary and Concluding Remarks Summary and Concluding Remarks Copyright © 2002 Norman Sadeh Supply Chain Management   Planning and coordinating procurement, production and Planning and coordinating procurement, production and distribution activities distribution activities   From raw material suppliers to manufacturers From raw material suppliers to manufacturers … … to to distribution centers distribution centers … … to retailers and consumers to retailers and consumers   Trillions of dollars annually Trillions of dollars annually   Good practices directly impact the competitiveness of Good practices directly impact the competitiveness of companies companies   Timely and cost Timely and cost - - effective delivery of products to effective delivery of products to customers customers   Extends to product design and configuration Extends to product design and configuration Copyright © 2002 Norman Sadeh Why is SCM Difficult?   Involves multiple organizations Involves multiple organizations   Each organization tries to satisfy multiple objectives Each organization tries to satisfy multiple objectives   Cost, timeliness, quality, market share, etc. Cost, timeliness, quality, market share, etc.   Each organization operates subject to: Each organization operates subject to:   Internal Considerations Internal Considerations : :   Finite capacity, existing inventory, etc. Finite capacity, existing inventory, etc.   External Considerations External Considerations   Available suppliers and their capacities, order Available suppliers and their capacities, order quantities and due dates, contractual quantities and due dates, contractual arrangements, transportation constraints, etc. arrangements, transportation constraints, etc.   Numerous sources of uncertainty Numerous sources of uncertainty   Capacity, supplies, demand, etc. Capacity, supplies, demand, etc. Copyright © 2002 Norman Sadeh Historical Perspective Purchasing Production Sales Distribution Materials Management Manufacturing Management Distribution Customers Suppliers Suppliers Internal Supply Chain Customers Buyers/ Sellers Buyers/ Sellers Buyers/ Sellers Buyers/ Sellers Inventory Control e-Commerce e-Markets/Exchanges e-Supply Chains Functional Silos Enterprise Integration Dynamic Internet-enabled Supply Chain Supply Chain Integration Copyright © 2002 Norman Sadeh Beyond the Early eMarket Hype   Dynamic business practices are mainly confined to Dynamic business practices are mainly confined to MRO MRO   Suppliers don Suppliers don ’ ’ t like being evaluated solely based on t like being evaluated solely based on price price   Covisint Covisint , E2open exchanges: more emphasis , E2open exchanges: more emphasis on supporting collaboration on supporting collaboration   Requires richer environments Requires richer environments • • Multiple attributes Multiple attributes – – not just price not just price   Lack of adequate standards Lack of adequate standards   Lack of adequate decision support tools Lack of adequate decision support tools   Evaluate a large number of options Evaluate a large number of options   Standardization efforts are taking time Standardization efforts are taking time Copyright © 2002 Norman Sadeh Some Open Research Issues   Long vs. Short term contracts Long vs. Short term contracts   Information exchange Information exchange   Collaborative decision support Collaborative decision support   Multi Multi - - attribute negotiation attribute negotiation   Peer Peer - - To To - - Peer/local view vs. more Peer/local view vs. more lobal lobal view view   P2P Challenge P2P Challenge : Coordinating negotiation across : Coordinating negotiation across multiple tiers multiple tiers   Challenge for the Global View Challenge for the Global View : :   Creating the right incentives for information sharing Creating the right incentives for information sharing   How global? How often do you clear? etc. How global? How often do you clear? etc. Copyright © 2002 Norman Sadeh MASCOT: Collaborative Decision Support   Decisions are evaluated in Decisions are evaluated in collaboration collaboration with with potential business partners potential business partners   Supply chains can be Supply chains can be dynamically dynamically set up in set up in response to changing market requirements response to changing market requirements   Emphasis on Mixed Initiative Decision Emphasis on Mixed Initiative Decision Support Support   Don Don ’ ’ t try to automate everything! t try to automate everything! Copyright © 2002 Norman Sadeh MASCOT Supply Chain Agent Bidding & Order Mgmt. Planning & Scheduling Procurement Business Entity Enterprise Level Mascot Agent Tier 1 Suppliers eMarket eMarket eMarket Site Level Mascot Agent Site Level Mascot Agent Prospective Customer Request for Quote eMarket Copyright © 2002 Norman Sadeh MASCOT: Overall Objectives   Leverage benefits of finite scheduling Leverage benefits of finite scheduling   Rapid and accurate evaluation of partner Rapid and accurate evaluation of partner - - dependent dependent decisions : decisions :   Bids & Requests for Quotes Bids & Requests for Quotes • • including real including real - - time ATP/CTP time ATP/CTP   Alternative product/subcomponent designs Alternative product/subcomponent designs   Make Make - - or or - - buy decisions buy decisions   Customizable mixed Customizable mixed - - initiative functionality initiative functionality   Collaborative solution development, Collaborative solution development, workflow management workflow management   Facilitate integration with legacy systems Facilitate integration with legacy systems [...]... Context Modified Copy of Context U/C: Modify Assumptions within Context (“What-if”) U/C: Select Unresolved Issue to Resolve Unresolved Issue Selected Unresolved Issue Selected Resolution Method Blackboard: Update Unresolved Issues Modified Context KS: Execute Resolution Method Activated Agenda Item U/C = User or Controller Copyright ©2002 Norman Sadeh U/C: Select Resolution Method Controller: Activate... policies and different order promising policies Copyright ©2002 Norman Sadeh Dynamic Supply Chain Coordination •orders •requests for bid •bid acceptance/rejection •order cancelation/modification Supply chain entity Supply chain entity Supply chain entity Copyright ©2002 Norman Sadeh Supply chain entity •products •bid submissions •revised delivery dates The Coordination Challenge    Generate robust yet... uncertainty at each tier due to resource breakdowns and variations in processing times  Stochastic order arrival  Finite capacity schedules regenerated daily    Micro-Boss scheduling system JIT objective: minimize sum of tardiness & inventory costs Execution priority in accordance with the latest released schedule Copyright ©2002 Norman Sadeh Evaluation Criteria  Number of bids refused or rejected... materials, in-process, finished goods), late delivery penalties, etc  Takes into account impact on prior commitments  e. g late delivery penalty when another order gets bumped  Bid only if overall profit increases  Other variations can be considered  e. g strategic customers, market share considerations Copyright ©2002 Norman Sadeh  Empirical Study: Multiple RFQ Processing Policies   Response:... Customer Main Architectural Features    Blackboard Contexts: “What-if”  Different assumptions (e. g demand, resources, suppliers) and different solutions  Unresolved issues Extensible set of Knowledge Sources (KSs)  Allows for modular & reusable KSs  Provides for easy integration with legacy systems Mixed Initiative Control  Customizable user profile Copyright ©2002 Norman Sadeh Unresolved Issues... Customizable Agent Wrapper Controller Control Profile Control KB Agenda GUI Bidding/Order Mgmt KS Current working context Blackboard BOM/Flow Config KS Demand Explosion KS Contexts Scheduling/CTP KS RFQ/Procurement KS Knowledge Sources Event Queue Communication KS Outgoing messages Enterprise System External Systems Incoming Events Copyright ©2002 Norman Sadeh eMarket Portal Potential Business Partner Potential... Resolution Method Status   Customized to support coordination between a machine shop and a tool shop at Raytheon  Over 150 machine centers & over 100 people  50% of incoming orders require new tools  alternative BOM & process planning options  Reduced tardiness by 23 percent  Integration of process planning & scheduling  Tighter coordination Used to study the benefits of different supply chain. .. Considerations     Net Demand: Inventory Allocation & Demand Explosion Scheduling  Available vs modified capacity  Schedule around prior commitments vs reoptimization  Schedule Reoptimization  Assess impact on prior commitments  Costs & Priorities: order priorities, late delivery penalties, inventory costs, etc  Other Tradeoff: Speed versus “optimality” Assess desirability & decide whether to... that date The manufacturer’s capacity is finite Each order requires a number of components for which suppliers have submitted bids  Supply bids include a price and delivery date Copyright ©2002 Norman Sadeh Supplier Bid Selection Supplier Bid Supplier Bid Supplier Bid Component 11 (Price, Delivery Date) Order 1 Supplier Bid Supplier Bid Supplier Bid Component 12 Supplier Bid Supplier Bid Supplier Bid... rejected  Number of tardy orders  Average utilization of the most utilized resource  Average supply chain leadtimes  Average due-date adjustment (as part of bid negotiation)  Profit (sales revenue minus costs)    Total in-system inventory costs (WIP and finished goods) Total tardiness costs Promise date accuracy Copyright ©2002 Norman Sadeh Basic Supply Chain Configuration Supply chain External . 1 Suppliers eMarket eMarket eMarket Site Level Mascot Agent Site Level Mascot Agent Prospective Customer Request for Quote eMarket Copyright © 2002 Norman Sadeh MASCOT: Overall Objectives   Leverage. University of Minnesota – Digital Technology Center December 2002 Intelligent e- Supply Chain Decision Support Norman M. Sadeh Norman M. Sadeh e e - - Supply Chain Management Laboratory Supply Chain. like being evaluated solely based on t like being evaluated solely based on price price   Covisint Covisint , E2 open exchanges: more emphasis , E2 open exchanges: more emphasis on supporting