The Experts below are selected from a list of 274017 Experts worldwide ranked by ideXlab platform
Brian Tomlin - One of the best experts on this subject based on the ideXlab platform.
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Production Chain Disruptions: Inventory, Preparedness, and Insurance
Production and Operations Management, 2018Co-Authors: Lingxiu Dong, Sammi Y. Tang, Brian TomlinAbstract:Firms use inventory and interruption insurance to manage disruption risk in their Production Chains. They also take preparedness actions to reduce the expected length of disruptions. We analytically explore these three measures in a two-stage Production Chain. We find that inventory and preparedness differ in their responses to insurance and to Production-Chain cost and risk characteristics. We prove that, for any fixed level of preparedness, insurance reduces both the total inventory and the downstream inventory but it can increase the upstream inventory. The total inventory, the upstream inventory, and the Production-Chain profit all increase (decrease) as cost (risk) shifts downstream in the Production Chain. Downstream inventory moves in the opposite direction. If the firm adopts the preparedness measure but not inventory, we prove that insurance has no impact on the relative levels of upstream/downstream preparedness. Relative preparedness is also unaffected by the distribution of processing cost in the Production Chain. However, when the firm can adopt both operational measures – inventory and preparedness – the relative preparedness is affected by insurance and by the distribution of processing cost across the Production Chain. We numerically observe that the Production Chain profit increases
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Production Chain Disruptions: Inventory, Preparedness, and Insurance
SSRN Electronic Journal, 2016Co-Authors: Lingxiu Dong, Sammi Y. Tang, Brian TomlinAbstract:Disruptions that temporarily interrupt Production pose a significant risk for manufacturing firms. To manage this risk firms can purchase interruption insurance and/or deploy operational measures such as storing inventory or taking preparedness actions that reduce the expected interruption length. In this paper we explore inventory, preparedness, and insurance in a two-stage Production Chain that can experience disruptions at either the upstream or downstream stage. We analytically characterize an inventory-only model and a preparedness-only model in which the firm uses either inventory or preparedness effort to manage disruption risk, and a joint model in which the firm deploys both operational measures. We identify the relationships between the two operational measures within a stage and across the two stages. We also examine how insurance affects a firm's optimal deployment of and preference between the two operational measures. In addition to providing insights into the interaction of these three risk management measures, our results provide insights into Production-Chain design. For example, the firm can reduce its disruption risk management cost by allocating more Production activity downstream (when possible) and this risk management benefit can, at times, outweigh the possible Production cost increase associated with allocating more Production downstream.
K. D. C. Stärk - One of the best experts on this subject based on the ideXlab platform.
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Evaluation of the safety assurance level for Salmonella spp. throughout the food Production Chain in Switzerland.
Journal of food protection, 2003Co-Authors: I. Sauli, J. Danuser, C. Wenk, K. D. C. StärkAbstract:In Switzerland, the safeguarding of food is the responsibility of industry, organizations, and governmental authorities. The dispersion of the tasks and the diversity of implemented safety measures among involved stakeholders do not allow a general overview of the national safety assurance level provided. A comprehensive evaluation of the level of safety assurance provided for foodborne pathogens such as Salmonella spp. is therefore lacking, and the prevalence of Salmonella spp. at various points in the food Production Chain is not known. The objectives of this study were to (i) collect data on safety measures implemented throughout the food Production Chain in Switzerland regarding Salmonella spp.; (ii) evaluate the safety assurance level for Salmonella spp. at each step of the Production Chain for chicken meat, pork, beef, and milk and dairy products (bovine origin); and (iii) gather data on the prevalence of the pathogen at each step. Data on implemented safety assurance measures for Salmonella spp. we...
Lingxiu Dong - One of the best experts on this subject based on the ideXlab platform.
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Production Chain Disruptions: Inventory, Preparedness, and Insurance
Production and Operations Management, 2018Co-Authors: Lingxiu Dong, Sammi Y. Tang, Brian TomlinAbstract:Firms use inventory and interruption insurance to manage disruption risk in their Production Chains. They also take preparedness actions to reduce the expected length of disruptions. We analytically explore these three measures in a two-stage Production Chain. We find that inventory and preparedness differ in their responses to insurance and to Production-Chain cost and risk characteristics. We prove that, for any fixed level of preparedness, insurance reduces both the total inventory and the downstream inventory but it can increase the upstream inventory. The total inventory, the upstream inventory, and the Production-Chain profit all increase (decrease) as cost (risk) shifts downstream in the Production Chain. Downstream inventory moves in the opposite direction. If the firm adopts the preparedness measure but not inventory, we prove that insurance has no impact on the relative levels of upstream/downstream preparedness. Relative preparedness is also unaffected by the distribution of processing cost in the Production Chain. However, when the firm can adopt both operational measures – inventory and preparedness – the relative preparedness is affected by insurance and by the distribution of processing cost across the Production Chain. We numerically observe that the Production Chain profit increases
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Production Chain Disruptions: Inventory, Preparedness, and Insurance
SSRN Electronic Journal, 2016Co-Authors: Lingxiu Dong, Sammi Y. Tang, Brian TomlinAbstract:Disruptions that temporarily interrupt Production pose a significant risk for manufacturing firms. To manage this risk firms can purchase interruption insurance and/or deploy operational measures such as storing inventory or taking preparedness actions that reduce the expected interruption length. In this paper we explore inventory, preparedness, and insurance in a two-stage Production Chain that can experience disruptions at either the upstream or downstream stage. We analytically characterize an inventory-only model and a preparedness-only model in which the firm uses either inventory or preparedness effort to manage disruption risk, and a joint model in which the firm deploys both operational measures. We identify the relationships between the two operational measures within a stage and across the two stages. We also examine how insurance affects a firm's optimal deployment of and preference between the two operational measures. In addition to providing insights into the interaction of these three risk management measures, our results provide insights into Production-Chain design. For example, the firm can reduce its disruption risk management cost by allocating more Production activity downstream (when possible) and this risk management benefit can, at times, outweigh the possible Production cost increase associated with allocating more Production downstream.
I. Sauli - One of the best experts on this subject based on the ideXlab platform.
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Evaluation of the safety assurance level for Salmonella spp. throughout the food Production Chain in Switzerland.
Journal of food protection, 2003Co-Authors: I. Sauli, J. Danuser, C. Wenk, K. D. C. StärkAbstract:In Switzerland, the safeguarding of food is the responsibility of industry, organizations, and governmental authorities. The dispersion of the tasks and the diversity of implemented safety measures among involved stakeholders do not allow a general overview of the national safety assurance level provided. A comprehensive evaluation of the level of safety assurance provided for foodborne pathogens such as Salmonella spp. is therefore lacking, and the prevalence of Salmonella spp. at various points in the food Production Chain is not known. The objectives of this study were to (i) collect data on safety measures implemented throughout the food Production Chain in Switzerland regarding Salmonella spp.; (ii) evaluate the safety assurance level for Salmonella spp. at each step of the Production Chain for chicken meat, pork, beef, and milk and dairy products (bovine origin); and (iii) gather data on the prevalence of the pathogen at each step. Data on implemented safety assurance measures for Salmonella spp. we...
Sammi Y. Tang - One of the best experts on this subject based on the ideXlab platform.
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Production Chain Disruptions: Inventory, Preparedness, and Insurance
Production and Operations Management, 2018Co-Authors: Lingxiu Dong, Sammi Y. Tang, Brian TomlinAbstract:Firms use inventory and interruption insurance to manage disruption risk in their Production Chains. They also take preparedness actions to reduce the expected length of disruptions. We analytically explore these three measures in a two-stage Production Chain. We find that inventory and preparedness differ in their responses to insurance and to Production-Chain cost and risk characteristics. We prove that, for any fixed level of preparedness, insurance reduces both the total inventory and the downstream inventory but it can increase the upstream inventory. The total inventory, the upstream inventory, and the Production-Chain profit all increase (decrease) as cost (risk) shifts downstream in the Production Chain. Downstream inventory moves in the opposite direction. If the firm adopts the preparedness measure but not inventory, we prove that insurance has no impact on the relative levels of upstream/downstream preparedness. Relative preparedness is also unaffected by the distribution of processing cost in the Production Chain. However, when the firm can adopt both operational measures – inventory and preparedness – the relative preparedness is affected by insurance and by the distribution of processing cost across the Production Chain. We numerically observe that the Production Chain profit increases
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Production Chain Disruptions: Inventory, Preparedness, and Insurance
SSRN Electronic Journal, 2016Co-Authors: Lingxiu Dong, Sammi Y. Tang, Brian TomlinAbstract:Disruptions that temporarily interrupt Production pose a significant risk for manufacturing firms. To manage this risk firms can purchase interruption insurance and/or deploy operational measures such as storing inventory or taking preparedness actions that reduce the expected interruption length. In this paper we explore inventory, preparedness, and insurance in a two-stage Production Chain that can experience disruptions at either the upstream or downstream stage. We analytically characterize an inventory-only model and a preparedness-only model in which the firm uses either inventory or preparedness effort to manage disruption risk, and a joint model in which the firm deploys both operational measures. We identify the relationships between the two operational measures within a stage and across the two stages. We also examine how insurance affects a firm's optimal deployment of and preference between the two operational measures. In addition to providing insights into the interaction of these three risk management measures, our results provide insights into Production-Chain design. For example, the firm can reduce its disruption risk management cost by allocating more Production activity downstream (when possible) and this risk management benefit can, at times, outweigh the possible Production cost increase associated with allocating more Production downstream.
