Jörn Schönberger

Scheduling constraints in dial-a-ride problems with transfers: a metaheuristic approach incorporating a cross-route scheduling procedure with postponement opportunities

In a conventional dial-a-ride-system a passenger is moved by one vehicle between the specified pickup and the corresponding drop-off location. In a dial-a-ride-system with transfers, it is possible (or even necessary) that passengers change the vehicle once or several times during their ride from the specified pickup to the specified drop-off location. Transfer scheduling constraints (TSC) are imposed in order to ensure that the comfort of the transfer remains on an acceptable level by avoiding too short or too long vehicle changing times but also for limiting the total riding time between the initial pickup location to the final destination. In this contribution, we investigate the dial-a-ride-problem with transfer scheduling constraints as an example for routing scenarios with TSC. We provide initial insights into the consequences of introducing TSCs using computational experiments with a memetic algorithm metaheuristic. This search algorithm is enhanced by a schedule building procedure that postpones waiting times at selected locations if necessary in order to meet the TSCs.

Pricing and Revenue-Oriented Capacity Allocation

This chapter provides a structured introduction to important ideas and procedures of revenue management (RM) with a focus on price determination. The exploration of the opportunities as well as limitations of RM is guided by a comprehensive case study from the transportation sector. After you have successfully worked through this chapter you will be able to answer the following basic question of pricing: How can we determine adequate and customer-specific prices for the products we sell to our customers?

Supply Chain Risk Management and Resilience

This chapter is devoted to risk management in the supply chain. The chapter starts with fundamental definitions of uncertainty and risks. Subsequently, risk classifications are presented. Decisions in the scope of supply chain risk management are discussed. Reasons for different supply chain risks and the mitigation strategies are shown. The special focus is directed towards the disruption risks and the ripple effect in supply chains. Finally, supply chain resilience concept is presented.

Digital Supply Chain, Smart Operations and Industry 4.0

The supply chain is as good as the digital technology behind it. This chapter is devoted to the digitalization of supply chain and operations management (SCOM). The chapter starts with the concept of SCOM excellence and continues with fundamental definitions of digital supply chains and operations. Subsequently, digital technology classifications of SCOM are presented in terms of the SCOR model. Decision-making support improvements in the digital SCOM framework are discussed from qualitative and quantitative perspectives.

Revenue Management and Freight Rate Coordination in the Container Shipping Industry

Freight rates in the container shipping industry are quite volatile. They are published regularly based on certain indexes and make a daily rate bargaining impossible. Carriers as well as customers agree long term freight rates to achieve longer term planning security. However, customers have the market power to enforce a published rate if it is lower than the contracted rate. We report about an approach that supports the shipping company to determine contracted freight rates under the consideration of this “unfair” customer behavior using segmentation-based pricing methods from revenue management.

Facility Location Planning and Network Design

This chapter starts with an outline of a recent real-world location planning problem. It provides the analysis of different decision tasks in a typical location planning scenario and reveals the interactions between individual decision situations of the tasks. The generic decision task regarding which regions should be incorporated into a supply network is addressed. A further part is dedicated to the identification of explicit location proposals for those regions that contribute to supply chain cost efficiency. The multiple factor search for the right location for a facility in a region is addressed in the final section. The chapter is completed by the respective E-Supplement providing additional case studies, Excel templates, tasks and video streams.

Processes, Systems, and Models

This chapter starts with an introductory case-study from aerospace industry. In the first part, the interrelations between business processes, quantitative models, and information systems are discussed. Next, the role of business process management in operations and supply chains is considered. Subsequently, the effects of management information systems in supply chain and operations management are analysed. In particular, ERP, APS, WMS as well as RFID technologies are considered. In the second part, the terms “planning”, “problem”, and “decision” are clarified. The role of models and modelling in decision-making is discussed. Furthermore, this chapter analyses the crucial role of uncertainty, resilience, and risk management in decision-making. Finally, quantitative methods of decision-making are presented and discussed with regard to their applicability to supply chain and operations management. An E-Supplement provides additional case studies and video streams.

Examples from Different Industries, Services and Continents

This chapter provides up-to-date examples of supply chain and operations management in manufacturing, services, and e-operations. The case-studies include examples of operations and supply chains from different industries, services and continents. Particular focus is directed to e-operations and e-supply chains. With the help of the case-studies the readers obtain an overview of typical decisions and trade-offs in supply chain and operations management that will be addressed in detail in further chapters of the textbook. An E-Supplement containing additional case studies and video streams provides additional insights related to the content of this chapter.

Basics of Supply Chain and Operations Management

This chapter introduces global supply chain and operations management. Underlying issues related to the observed transformation process(es) and value creation are analysed. The definitions of operations, supply chains, operations management and supply chain management are provided. Subsequently, typical decisions in the scope of supply chain and operations management are systematically rolled out. Practically relevant objectives to measure supply chain and operations performance are discussed. The question of which qualifications should obtain a future supply chain and operations manager is addressed and, finally, possible career paths for supply chain and operations managers are discussed.

Operations and Supply Chain Strategy

This chapter discusses basic supply chain and operations strategies. It starts with an introductory case-study considering supply chain strategies in the apparel industry. In the first part, operations strategies as well as the “strategic fit” are discussed. Subsequently, efficient and responsive supply chain strategies are distinguished. In the second part, the bullwhip-effect in the supply chain and mitigating coordination strategies such as Vendor-managed Inventory (VMI) and Collaborative Planning, Forecasting, and Replenishment (CPFR) are presented. Finally, the issues of supply chain resilience and sustainability are discussed. Additional case studies, Excel templates, tasks and video streams as part of an E-supplement enrich this chapter.