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This chapter discusses a set of characteristics and benefits of a reconfigurable supply network that allows rapid adjustment of supply chain entities at all levels of enterprises within the network.
The proposed algorithm defines the location and capacities of the supply chain entities (factories, warehouses and distribution centers) chooses the technologies to be installed in each production facility and defines the inventory profiles and material flows during the planning time horizon.
In an integrated bioenergy and biofuels supply chain where biofuel producers are also users of the generated energy, the energy flows among co-located supply chain entities affect the environmental and economic objective functions and consequently the optimal design of the supply chain, therefore, the energy flows have to be considered in the optimization model.
The first step is establishing a digital supply network that integrates all supply chain entities into a single view to visualize and continually monitor performance and risk.
While calculating the distance between various supply chain entities (including facilities and demand points), it is necessary to take such obstacles into account to obtain better and more realistic results regarding location-allocation.
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To evaluate the scenarios designed, two performance measures were defined per supply chain entity, Lead Time Ratio and Total Cost.
The purpose of the study is to evaluate alternative supply chain scenarios for improving supply chain resilience to a disturbance and understanding how mitigation strategies affect each supply chain entity performance.
In the context of a supply chain, different entities will have different autonomy levels and objective functions as the environment changes, and the goal is to design a real-time control technique to maintain global consistency and optimality.
Corporate approaches to improve environmental performance cannot be undertaken in isolation, so a concerted effort along the supply chain (SC) entities is needed which poses another important challenge to managers.
In decentralized supply chain, each entity decides its own effective strategy without considering the impact on the other entities of the supply chain system (Lai 1996).
Cards could be issued by pharmaceutical benefit managers, insurance companies, drugstore chains and other entities.
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Justyna Jupowicz-Kozak
CEO of Professional Science Editing for Scientists @ prosciediting.com