2020
DOI: 10.1080/00207543.2020.1740348
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Robust optimisation for ripple effect on reverse supply chain: an industrial case study

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Cited by 50 publications
(28 citation statements)
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“… Statistical analysis To identify mechanisms that can affect the correlation between sales levels and SC states; effects of risk propagation on production decisions, aggregation of orders from multiple customers in an SC, and aggregation of orders over time. N Özçelik, G., Ö. F. Yılmaz & F. B. Yeni (2020) Robust optimization for ripple effect on reverse supply chain: an industrial case study International Journal of Production Research Ripple effect in reverse SC Robust optimization Method to proactively increase SC design robustness against the ripple effect with consideration of reverse network P Pariazar, M., Root, S., Sir, M.Y. (2017).…”
Section: Theories Major Outcomes and Managerial Insightsmentioning
confidence: 99%
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“… Statistical analysis To identify mechanisms that can affect the correlation between sales levels and SC states; effects of risk propagation on production decisions, aggregation of orders from multiple customers in an SC, and aggregation of orders over time. N Özçelik, G., Ö. F. Yılmaz & F. B. Yeni (2020) Robust optimization for ripple effect on reverse supply chain: an industrial case study International Journal of Production Research Ripple effect in reverse SC Robust optimization Method to proactively increase SC design robustness against the ripple effect with consideration of reverse network P Pariazar, M., Root, S., Sir, M.Y. (2017).…”
Section: Theories Major Outcomes and Managerial Insightsmentioning
confidence: 99%
“…Although details differ across studies, most of them share a common set of outcomes and managerial insights, such as joint optimization of SC capacities and recovery capabilities for new and existing SCs; trade-offs between investments in increased recovery capability and redundant capacity provision; decision-making support on safety stock management, reconfiguration of production and inventory plans after disruptions, and recovery scheduling ( Ivanov et al, 2015 ; Sinha et al, 2020 ; Goldbeck et al, 2020). As the most desirable outcome, process level analysis seeks to identify and test resilient SC designs to sustain disruptions, which range from optimistic and pessimistic scenarios ( Ivanov et al, 2014a ), probability-based disruptions ( Pariazar et al, 2017 ) to worst-case scenarios in robust optimization ( Zhao and Freeman, 2019 ; Özçelik et al, 2020 ). In some settings, the authors solve inverse problems and search for the elements in SC structures that should be strengthened to withstand disruption propagation ( Liberatore et al, 2012 ; Pavlov et al, 2013).…”
Section: Theories Major Outcomes and Managerial Insightsmentioning
confidence: 99%
“…Because the main supplier in this study provides recycled materials, its disruption stems from the reverse part of the SC. There are few studies that have analysed disruptions in reverse SCs (Gianesello, Ivanov, and Battini 2017;Ivanov et al 2017b;Özçelik, Yılmaz, and Yeni 2020). Gianesello, Ivanov, and Battini (2017) investigated the effects of disruption characteristic on the choice of recovery polices, and Ivanov et al (2017b) explored the impact of different recovery polices on return flows upon disruptions.…”
Section: The Ripple Effect In Supply Chainsmentioning
confidence: 99%
“…Finally, our analyses provide some insights into the extent to which sustainable sourcing benefits a manufacturer by factoring in attitude towards risk, which has not been fully explored in earlier studies analysing disruptions in reverse supply chains (Gianesello, Ivanov, and Battini 2017;Ivanov et al 2017b;Özçelik, Yılmaz, and Yeni 2020) or those adopting contingent sourcing to mitigate supply disruptions (Qi 2013;Gupta, He, and Sethi 2015;Chakraborty, Chauhan, and Ouhimmou 2020). According to our analyses, the manufacturer's sourcing strategy is evident, regardless of his attitude towards risk, when the cost difference between virgin and recycled materials is relatively large or small: contingent sourcing if the cost difference is relatively large, or single-sourcing from the virgin materials supplier if the cost difference is relatively small.…”
Section: Managerial Insights and Implicationsmentioning
confidence: 99%
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