OVAP: A strategy to implement partial information sharing among supply chain retailers

Insights on Multi-Agent Systems Applications for Supply Chain Management

“…These works have significantly contributed to increase our knowledge of the OFP or the inventory management (see, e.g., [48,52,70,71,[76][77][78][79]82]), common processes in SCN management that have experienced an increased complexity due to the decentralization of SCNs. This methodology has also been very attractive for analyzing different coordination mechanisms, such as information sharing and collaborative production planning (see, e.g., [47,48,51,54,55,60,61,[76][77][78]80,81,84]). In fact, MAS has unique capabilities to analyze coordination mechanisms among autonomous entities, as it has been demonstrated in other fields of research, such as the coordination of robots, traffic management, emergency evacuations, or the coordination of multiple sources of energy (see, e.g., [111][112][113][114]).…”

“…Dominguez and Framinan proposed a two-layer framework based on the SCOR model, where an enterprise agent is made up of a set of functional agents depending on its role in the SCN [59]. They implemented this framework using Swarm, and developed a SCN simulator named SCOPE, which allows for modeling and simulating the dynamics of complex SCN structures (see, e.g., [38,60,61]). Recently, a novel multimethod approach was proposed (i.e., MAS combined with other methodologies) for analyzing behavioral aspects of SCNs [37].…”

Investigation of the Effect of e-Platform Information Security Breaches: A Small and Medium Enterprise Supply Chain Perspective

“…Therefore there has been some discussion about ways to incentivize members in the chain that participate in, but do not benefit from, an information-sharing partnership (Dominguez et al 2018b;Yao, Dong, & Dresner, 2010), while incentives are not offered for non-participating members. To our knowledge, the focus of past research into information-sharing benefits has been on one of the following three scenarios: i) a dyadic partnership in a two-stage supply chain setting (Cachon & Fisher, 2000;Huang et al, 2017;Khan, Hussain, & Saber, 2016;Kovtun et al, 2019;Lee, So, & Tang, 2000;Teunter et al 2018;Zhou & Benton Jr, 2007), ii) dyadic partnership in a multi-stage supply chain setting without any consideration for the other members in the supply chain (Dominguez et al 2018a), or iii) full partnership in a multi-stage supply chain setting (Dominguez et al, 2018b;Ganesh, Raghunathan, & Rajendran, 2014;Lau, Huang, & Mak, 2004). Studies of scenario i) are very limited in scope because the interaction is only between two players, which does not account for the complexities of supply chain interactions where processes in one part of the supply chain have a bearing on what goes on in other parts (Chatfield, 2013).…”

“…However, most of these studies utilize a single inventory replenishment policy which limits generalizability as different replenishment policies behave differently under specific conditions, leading to different outcomes or conclusions (Lau, Xie, & Zhao, 2008). For example, Dominguez et al (2018b), Ganesh et al (2014) and Lau et al (2004) found that some supply agents favor information sharing at certain points in the supply chain over other points, but they all utilized single replenishment policies in their studies. They all utilized Order-Up-To (OUT) policy, which is a parameter-based replenishment policy where the quantity ordered from the upstream agent is determined by the difference between two key parameters: the inventory position (IP) and the target inventory level (S).…”

The effects of quantity discounts on supply chain performance: Looking through the Bullwhip lens

“…This refers to the amplification of the variability of orders as they pass through the different echelons of a supply chain, which may also have negative implications in terms of the variability of inventories. On the whole, the Bullwhip Effect creates a climate of instability in production and distribution systems that significantly decreases their operational and financial performance ( Metters, 1997 , Disney and Lambrecht, 2008 , Dominguez et al, 2018 ). Given its practical importance, the Bullwhip phenomenon has become a fruitful area of research over the last two decades; see e.g.…”