Abstract
Disruptions in supply chains occur routinely—both large ones, due to natural disasters, labor strikes, or terrorist attacks, and small ones, due to machine breakdowns, supplier stockouts, or quality problems (to name a few examples). Companies whose supply processes are affected by disruptions may experience delays in transportation and dysfunction in some of their facilities, which may result in inventory shortages. Although firms can take measures to prevent them, some disruptions are inevitable. Hence, in order to avoid the drastic impact of these disruptions, firms need to protect against them. There are multiple tactics that companies can choose from for managing the risk of disruptions. One of the most common tactics is to use inventory to buffer against the additional uncertainty. The main concern in inventory management problems is to find the optimal replenishment policy that tells when, from whom and how much to order.
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Notes
- 1.
These terms are common in the literature, as are others, such as off/on and down/up.
- 2.
More accurately, [31] uses \(\beta^{\prime} = r\lambda/(\lambda+\mu)\) for a constant r, but here we consider the special case of \(r=1\) since it is simpler and has a more natural interpretation.
- 3.
There are conditions under which a ZIO policy is actually optimal, even if there are uncertainties in the system. However, this requires a sufficiently efficient design [5].
- 4.
The analysis in this section is due to [23].
- 5.
The results presented below also hold for a more general disruption process in which the recovery probability depends on the current length of the disruption.
- 6.
The optimal stocking and allocation polices for distribution systems with random demand and disruption-free supply systems are unknown, as are the optimal policies for the system under consideration here.
- 7.
These results are due to [28].
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Atan, Z., Snyder, L.V. (2012). Inventory Strategies to Manage Supply Disruptions. In: Gurnani, H., Mehrotra, A., Ray, S. (eds) Supply Chain Disruptions. Springer, London. https://doi.org/10.1007/978-0-85729-778-5_5
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