Design of a knowledgebased logistics strategy system.docx
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Designofaknowledgebasedlogisticsstrategysystem
Designofaknowledge-basedlogisticsstrategysystem
HarryK.H.Chowa,K.L.Choya,*,W.B.Leea,FelixT.S.Chanb
aDepartmentofIndustrialandSystemsEngineering,TheHongKongPolytechnicUniversity,HongKong,China
bDepartmentofIndustrialandManufacturingSystemsEngineering,UniversityofHongKong,HongKong,China
Abstract
Traditionally,theformulationoflogisticsstrategiestoexecutevariouslogisticsservicesisdonebyhumanexperts.Inthispaper,aknowledge-basedlogisticsstrategysystem(KLSS)isdesignedinhelpingthemtosupportthelogisticsstrategydevelopmentstagebyretrievingandanalyzingusefulknowledgeandsolutionsinatimelyandcosteffectivemanner.Theproposedknowledge-basedsystem,whichissuitableforusageinHongKong/PearlRiverDeltaregion,enhancestheeffectivenessinformulatinglogisticsstrategiesbyintegratingtechniqueslikedatawarehouse,on-lineanalyticalprocessing,multi-dimensionaldatabasemanagementsystemandcase-based
reasoning.ThroughapplyingKLSSinEasternWorldwideCompany(EWW),resourceutilizationismaximizedandworkefficiencyisgreatlyreduced.
@2005ElsevierLtd.Allrightsreserved.
Keywords:
Logisticsstrategy;Knowledge-basedsystem;Datawarehouse;On-lineanalyticalprocessing;Case-basedreasoning
1.Introduction
Logisticsserviceprovidersareprofessionalsthatserveclientslikemanufacturers,rawmaterialsuppliers,distributors,retailers,andshipperswithinthesupplychain.Thepressureonlogisticsserviceprovidersinoperatingabusinessisgettingheavyduetothecontinuousincreaseindemandofclients.Itisthereforenecessaryforlogistics
serviceproviderstoformulatebusinessstrategiesfromtheknowledgeperspectiveinordertokeepdistinctivecompetitivenessadvantageinsuchachangingmarketenvironment(Davenport,Jarvenpa,&Beers,1996).Logisticsstrategyplanningisacomplexprocessthatrequiresanunderstandingofhowthedifferentelementsandactivitiesoflogisticsinteractintermsoftrade-offsandthetotalcosttotheorganization.Furthermore,itisalwaysachallengeforlogisticsstrategyplannerstodevelopaseriesoflogisticsstrategiesfordifferentclients,integratingmanpower,facilitiesandworkflowinthelogisticsstrategiestogethertocompromisewithotherclients’logisticsstrategies.Currently,logisticsstrategyplannersusuallyrelyonacollectionofknowledgewithintheorganizationtoformulateastrategy.Ingeneral,organizationalknowledgeisdividedintotwomaincategories:
namely,experimentalknowledgeandanalyticalknowledge(Kim,Yu,&Lee,2003).
AsillustratedinFig.1,basedondataandinformationsuchasthestockkeepingunit(SKU),thedimensionandweightofSKU,andthekindsoflogisticsservicesrequests,providedbyclients,thegoalordirectionoflogisticsstrategyisinitiallyconstructed.Next,thecontentoflogisticsstrategyisformulatedbystrategyplannerswhoseekappropriateknowledge,retrievesimilarpastcasesandmodifythemtofitthegivensituation.Infact,logisticsstrategyplannersalwaysmakebiasjudgmentsonlogisticsstrategyformulationbasedsolelyontheirexperience.Inaddition,itisdifficultforthemtoacquire,retrieveandmanipulatevarioustypesoforganizationalknowledgewithouthelpofdecisionsupportsystems.Hence,thereseemstobenosystematicapproachforlogisticsserviceproviderstocapturetherelevantknowledgeforlogisticsstrategyformulation.Manylogisticsstrategyplannersarenowusingdecisionsupportsystemstosupportlogisticsstrategiesformulation.However,mostofthemaredata-drivenratherthanknowledge-driven.Hence,thesetechniquesareincapableofretrievingknowledgeatstrategydesignstage.Insuchsense,thereisaneedofknowledge-basedsystems(KBS)thatcancollect,transformandstoretheorganizationalknowledgetosupportthestageof
Fig.1.Currentlogisticsstrategyplanningprocess.
formulatinglogisticsstrategyinasystematicway.AccordingtoWiig(1994),thedefinitionofKBSishumancentered,whichhighlightsthefactsthatKBShavetheirrootsinthefieldofartificialintelligence(AI)andthattheyattempttounderstandandinitiatehumanknowledgeinthecomputersystem.Liao(2003)categorizednumbersofKBSresearchesanditsapplications.AsshowninTable1,itisfoundthatthereisnoresearchrelatedtotheformulationof
logisticsstrategy.Inthispaper,aknowledge-basedlogisticsstrategysystem(KLSS)ispresented.Thisisahybridsystemtoexploreimportantattributesforcaseretrievalandmatchingprocessinacase-basedsystem.Theaimofthissystemistoeffectivelyretrieveusefulpriorcasestoassistlogisticsserviceprovidersinplanningacost-effectiveaswellasahigh-customersatisfactory-levellogisticsstrategyamong
theirclients.Inordertodevelopaflexibleandtimelydataaccessingframeworkforthesystem,thecombinationof
datawarehouse,multi-dimensionaldatabasemanagementsystem,onlineanalyticalprocessing(OLAP)andcasebasedreasoning(CBR)technologiesisproposed.WhilstthereareadequatepublicationsaboutthedataprocessingofCBRmodels,thereisonlyalittleliteraturerelatedtotheseamlessintegrationofthedatawarehouse,multi-dimensionaldatabasemanagementsystem,onlineanalyticalprocessing(OLAP)andcase-basedreasoning(CBR)modeltodevelopaneffectivesystemtoformulatelogisticsstrategies.
Thispaperisdividedintosixsections.Section2isadescriptionofthechangesinthecurrentlogisticsoperatingenvironment,andanexplanationoftheimportanceofmanagingrelevantdataandrelatedinformationintheprocessofformulatinglogisticsstrategies.DatamanagementtechniquesandCBRtechnologywillalsobediscussedandtheirsuitabilityintheformulationlogisticsstrategyillustrated.InSection3,theknowledge-basedlogisticsstrategysystem(KLSS)isexplained,whileacasestudyofimplementingthesysteminEasternWorldwideCompanyLimitedisdiscussedinSection4.TheresultsandadiscussiononthefindingsarelistedoutinSection5.Finally,theoverallconclusionabouttheuseofKLSSismadeinSection6.
2.Reviewofrelatedstudies
2.1.Currentlogisticsoperatingenvironment
Since1990s,theenvironmentoflogisticshaschangedgreatlybecauseofglobalintegrationandthegradual
shorteningoflifecyclesofproducts.Themodeofproductioninenterpriseshaschangedfromthetraditionalmassproductionmodeledbyproductsintothemasscustomizationproductionmodetofacilitateincreasing
globalmarketcompetition.Srinivasa(2001)pointedoutthreemainreasonsofsuchrevolution.
2.1.1.Changeofmanufacturingstrategy
Inthepast,logisticswasrecognizedasadistinctfunctionwiththeriseofmassproductionsystems.Since1990s,theJapanesephilosophyofdistributedmanufacturingandleanmanufacturinghasbecomethekeytechniquewhichiswidelyadoptedaroundtheworld.Consequently,thelogisticsoperationisforcedtochangeinordertofitsuchnewJapanesemanufacturingstrategy.Asawhole,logisticshasbecomeanextremelycomplicatedprocessinwhichexpertknowledgeisrequired.
2.1.2.Changeofcustomerdemand
Businessenvironmentasawholeisbecomingextremelyvolatile.Asproductlifecyclebecomesshorter,manufacturerscannolongerpushtheirproductsdownthesupplychaineasily.Onthecontrary,itistheconsumerwhopullstheproductsalongthissupplychain.Priceandqualityarenolongersufficienttothriveinthismarket.Asspeedtomarketandflexibilityofthesupplychainbecomethewinningcriteria,logisticsmanagementhasgrownmuchmorecomplexinordertosatisfytheseconditionssimultaneously.
2.1.3.Globalization
Asenterprisesexpandtheirmarketsbeyondnationalboundaries,theneedformoresophisticatedserviceslike
multi-modaltransportandinternationaltraderulescomplianceincreases.Hence,redesignoflogisticsoperationis
essentialinordertoachievegreaterefficiencyandeffectivenessontheseissues.
Theseissuesrevealedthecomplexityoflogisticsmanagementinthattraditionallogisticsoperationwhichincludeslargequantityofstockstorageanddistributioncannotfulfilltherealtime,flexibilitylogisticsservice
demandamongthesupplychainparties.Moreover,sincelogisticsnetworkhasbecamemorecomplex,ittakestimetomakecriticallydecisioninresourceallocationandworktaskarrangementaccurately.Insuchsenses,avarietyofresearchershaveexaminedtheusageofvariousdecisionsupportsystems(DSS)tosolveaspecificsetofrelatedlogisticsoperatingproblems.FungandRen(1994)defineddecisionsupportsystem(DSS)asaviablestrategicweaponthatcanhelptoshortensuchtimebyaidingtheplannertoformulatelogisticsstrategiesintheareaofplanningandmanagementofoperationtask.HokeyandSean(1994)proposedanintegrateddecisionsupportsystem(IDSS)thatlinksworldwidecommunicationanddistributionnetworksamongtheparentcompany,itsforeignbusinesspartners,andthird-partylogisticiansinordertocopewithglobalizationofbusinessactivitiesproblemincludesduplicateddata,communication,resourceallocationandtransactionallogisticoperation.Moreover,astrategicdecision-makingmodelbasedontheanalyticalnetworkprocess(ANP)toassist
managementindeterminingwithwhichthirdpartylogisticsprovidertopartnerinthereverselogisticsprocesshas
addressed(Meade&Sarkis,2002).Withregardtothepressureoffastdeliveryofsmallbatcheswithminimized
transportationcost,VannieuwenhuyseandPintelon(2003)presentedamulti-criteriadecisionmakingtool(MCDM)tosupportlogisticsdecisionmakersonthetransportationm
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