Narain Gupta

An optimization-based decision support system for strategic planning in a process industry: the case of aluminium company in India

We describe how a generic multi-period optimization-based decision support system (DSS) can be used for strategic planning in process industries. The DSS is built on five fundamental elements—materials, facilities, activities, storage areas, and time periods. It requires little direct knowledge of optimization techniques to be used effectively. Results based on real data from an aluminium company in India demonstrate significant potential for improvement in profits. We conclude with a comparison of similar studies in two other process industries.

An expanded database structure for a class of multi-period, stochastic mathematical programming models for process industries

We introduce a multiple scenario, multiple period, optimization-based decision support system (DSS) for strategic planning in a process industry. The DSS is based on a two stage stochastic linear program (SLP) with recourse for strategic planning. The model can be used with little or no knowledge of Management Sciences. The model maximizes the expected contribution (to profit), subject to constraints of material balance, facility capacity, facility input, facility output, inventory balance constraints, and additional constraints for non-anticipativity. We describe the database structure for a SLP based DSS in contrast to the deterministic linear programming (LP) based DSS. In the second part of this paper, we compare a completely relational database structure with a hierarchical one using multiple criteria. We demonstrate that by using completely relational databases, the efficiency of model generation can be improved by 60% compared to hierarchical databases. A generic DSS based on a stochastic linear programming (SLP)Compare data model of an SLP based DSS and deterministic LP based DSSDesign of a completely relational database structureDiscuss features of a multi scenario optimization based DSSDiscuss reporting of multi dimensional optimization data and results

An integrated decision support system for strategic supply chain optimisation in process industries: the case of a zinc company

We introduce a menu-driven user-friendly decision support system (DSS) for supply chain planning based on optimisation. The DSS is based on a multi-source (supplier), multi-destination (warehouse) network having multiple manufacturing facilities, with multiple materials and multiple storage areas. This integrated supply chain model performs multiple period planning. The use of this DSS requires little knowledge of management sciences tools. We discuss the need for an integrated approach towards supply chain modelling for the process industry. We present the integrated model in the form of a database structure. We validate the model with the real data of a zinc company and demonstrate the impact of optimisation in terms of percentage improvement. The result shows that it is possible to improve unit contribution to profit from 1.89 to 4.66%.

An empirical investigation of the antecedents of value co-creation in B2B IT services outsourcing

– The purpose of this paper is to conduct empirical investigation of value co-creation phenomena in IT services outsourcing. This survey based research enabled to identify antecedents of value co-creation and their impact on value outcomes. , – This empirical study identifies 25 drivers of value co-creation in IT outsourcing services. These drivers were identified from reported literature and by studying IT project reports. The data were collected from client and supplier organizations followed by verification of the drivers (using PCA and CFA methodologies) that contribute significantly to value co-creation in the IT services outsourcing domain. Furthermore, using SEM and linear regression, the authors have verified the strength of their relationships with value co-creation. , – This research is subjected to exploratory factor analysis, which resulted in six antecedents of value co-creation in IT services outsourcing. These antecedents include alliance relationship, strategic intent, service actualization, intrapreneurship, collective capabilities, and resource management. The alliance relationship, strategic intent, service actualization, and intrapreneurship are found to be significant for value co-creation. While collective capabilities as a standalone was not significant, the relationship of collective capabilities to value co-creation has achieved significance under the influence of alliance relationship, strategic intent, and other antecedents – when tested and hypothesized through the SEM path model. , – The research has the following limitations. The antecedents identified are contextual. The potential illustrative, but not exhaustive reasons, for the change of the context may be due to contract duration, age of the project, relationship maturity, expected value outcome from both the parties, etc. The drivers identified in this research are applicable only to IT services (IT and ITES outsourcing). They cannot be generalized to other B2B outsourcing relationship. The authors propose the conducting of separate research to identify the priorities of these antecedents for different types of outsourcing as well different types of value outcomes. , – This study has added to the knowledge on value co-creation in IT services outsourcing relationships through empirical modeling. From the perspective practitioners of IT industry, this work brings rich information of what are the drivers to value co-creation and their significance on value outcomes in IT services outsourcing. It can provide guidelines to both clients and service providers of similar industry to assess their current practices for value co-creation and re-prioritize their activities and budgets based on the significance of value based benefits. Moreover, practitioners in the IT services industry can use these value drivers and understand the antecedents for value co-creation. As this work is from a dual perspective, both clients and suppliers can assess the applicability of these drivers and antecedents and adopt them to realize mutual value. , – In the past, researchers have focussed on value after it was created and shared among the respective relationship partners, and very few emphasized the need for proactive identification of the antecedents of value co-creation. Researchers have emphasized on the need for an empirical approach, because most of the published studies are theoretical and conceptual in nature. Hence, the significant contribution of this empirical study is to validate the value co-creation drivers identified from literature and qualitative study (case studies) with IT industry practitioners (no. 256) across the globe and the relevance of antecedents to B2B IT services outsourcing body of knowledge.

Drivers Enabling Value Co-creation: A Study of Select IT-services Outsourcing Firms (Client vis-a-vis Service Provider)

Abstract The phenomenon of value creation is witnessing a shift towards value co-creation, particularly in collaborative relationship. This study explores and prioritizes drivers enabling value co-creation from the perspectives of client and service provider in the context of IT-services outsourcing. An extensive literature review and subsequent pilot study suggest six probable value drivers that are further, statistically validated and prioritized. The unit of analysis is front-line professionals, working with either party. A web-based survey was administered to collect data from 256 respondents, drawn using judgemental sampling. Strategic Intent and Service Actualization are found to be significant and common value drivers for both parties (client and service provider), though with different priorities. The other significant value drivers are found to be Collective Capabilities for client and Intrapreneurship for service provider (these value drivers are not common to the client and service provider). This study reiterates and crystallizes the understanding of value co-creation process in the context of IT-services outsourcing. The identified drivers would enable practitioners to understand and to reconcile the drivers for client(s) and service provider(s) in order to realize the respective value outcome. The commonality of two value drivers; strategic intent and service actualization for both clients and service providers indicates the opportunity for co-creation of value.

Applications of Mathematical Programming Models for Product Mix Optimization in World Steel Industry: Challenges and Directions

The world steel demand by construction industry, mechanical engineering industry, and metal goods industry is more than 78 %. More than 46 % steel is supplied by China, while India’s steel supply share is approximately 5 %. The production of world crude steel increased from 851 megatons (Mt) in 2001 to 1,548 Mt in the year 2012. Also, world average steel use per capita has increased from 150 kg in 2001 to 215 kg in 2011.