Mitigating partial-disruption risk: A joint facility location and inventory model considering customers’ preferences and the role of substitute products and backorder offers
- Publisher:
- Elsevier BV
- Publication Type:
- Journal Article
- Citation:
- Computers & Operations Research, 2020, 117, pp. 1-26
- Issue Date:
- 2020-05
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1-s2.0-S0305054820300010-main.pdf | Published version | 3.65 MB |
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© 2020 This paper studies a joint facility location and inventory model from the viewpoint of partial-disruption risk—i.e., when manufacturing facilities meet the demands of third-party distribution centers with a portion of their capacity, free from any disruptions—while considering substitute products as a disruption risk mitigation strategy. We considered these third-party distribution centers as the customers of the manufacturing facilities. We used a multinomial logit model to rank-order the facilities according to customers’ preferences. Then, a non-linear integer programming model was developed which attempted to assign a sequence of facilities to each customer based on their preferences while at the same time, minimizing the total supply-chain cost. We also considered customers’ decisions for backorders while developing the model. Due to the NP-hard nature of the problem, we developed a particle swarm optimization-based metaheuristic algorithm to solve the model. The efficiency of the modified particle swarm optimization (MPSO) was illustrated through computational tests and systematic comparison with the exact method, a hybrid meta-heuristic algorithm including tabu search (TS) and variable neighborhood search (VNS) from the literature, and its modified form (Modified TS-VNS). A numerical example was used to show the applicability of the model. Finally, we gained useful insight into the role of substitute products and customers’ decisions for backorders through scenario-based analysis. We found that the total supply chain cost could increase in disruption scenarios when customers were more likely to refuse backorder offers. However, the cost-saving from producing a substitute for key products could be significant.
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