Proceedings,16th IFAC Symposium on

Proceedings,16th IFAC
Proceedings,16th IFAC Symposium
Symposium on on
Information Control
Proceedings,16th Problems
IFAC in Manufacturing
Symposium on
Information
Information Control
Control Problems
Problems in
in Manufacturing
Manufacturing
Available online at www.sciencedirect.com
Bergamo, Italy,
Information June
Control 11-13,
Problems2018
in Manufacturing
Bergamo, Italy,
Bergamo, Italy,
Proceedings,16th June 11-13,
IFAC
June 2018
Symposium
11-13, 2018 on
Bergamo, Italy, June 11-13, 2018
Information Control Problems in Manufacturing
Bergamo, Italy, June 11-13, 2018 ScienceDirect
IFAC PapersOnLine 51-11 (2018) 1505–1510
Towards
Towards Decision
Decision Support
Support Automation
Automation for
for Supply
Supply Chain
Chain Risk
Risk Management
Management
Towards Decision among
SupportLogistics
Automation for
Network Supply Chain
Stakeholders Risk Management
Towards Decision among
SupportLogistics
among Logistics
Network
Automation Stakeholders
for Supply
Network Chain Risk Management
Stakeholders
among
,
Logistics Network Stakeholders
Raphaël
Raphaël Oger* Oger*,,**, **, Frédérick
Frédérick Bénaben*,
Bénaben*, Matthieu Matthieu Lauras*,
Lauras*, BenoitBenoit Montreuil**
Montreuil**
Raphaël Oger*,**, Frédérick Bénaben*, Matthieu Lauras*, Benoit Montreuil**
,
Raphaël*Oger* **, Frédérick Bénaben*, Matthieu Lauras*, Benoit Montreuil**
* Centre
Centre Génie Génie Industriel,
Industriel, Université
Université de de Toulouse,
Toulouse, IMT IMT Mines
Mines Albi,Albi,
Albi, Génie
* Centre 81000,Industriel,
France (e-mail: Universitéraphael.oger@mines-albi.fr)
de Toulouse, IMT Mines Albi,
Albi, 81000, France (e-mail: raphael.oger@mines-albi.fr)
**Physical Internet * Centre Center,
Albi, Génie
81000,Supply Chain
Industriel,
France & Logistics
Université
(e-mail: deInstitute,
Toulouse,Georgia
raphael.oger@mines-albi.fr)
IMT Mines Institute
Albi,of Technology,
**Physical Internet Center, Supply Chain & Logistics Institute, Georgia Institute of Technology,
**Physical InternetAlbi, Center, 81000,Supply Atlanta,
France Chain Ga& 30332-0205,
(e-mail: Logistics U.S.AGeorgia Institute of Technology,
Institute,
raphael.oger@mines-albi.fr)
Atlanta, Ga 30332-0205, U.S.A
**Physical Internet Center, Supply Atlanta,
ChainGa & 30332-0205, U.S.AGeorgia Institute of Technology,
Logistics Institute,
Atlanta, Ga 30332-0205, U.S.A
Abstract: This paper is one pillar of a research project aimed to design a decision support system
Abstract: This paper is one pillar of a research project aimed to design a decision support system
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Logistics Network,
strategic andSupply
Keywords: tactical Chain,
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Keywords: Business
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Keywords: Business
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introduces
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SCRM, and
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information
for designing a decision
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1. INTRODUCTION
There was a time 1.when businesses were designing their asupporting
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a decision logistics
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it introduces
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There was a time when INTRODUCTION
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supply
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algorithm to automatically deduce all supply chain
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portfolio,
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of aa logistics
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observed and analyzed over the past decades the evolution of network to produce a set of products. This proposal can be
how businesses
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how businesses are designing and challenging their supply options used either
enabledfor designing
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stakeholders of adecision-
logistics
chainsbusinesses
observed
how (Abadi and areDehghani,
and analyzed over the2009;
designing Mehmeti,
past challenging
and decades the2016;
evolution
their Rasool
supply of network
used to produce
either for designing products.
more complete proposal
SCRM can be
decision-
chains (Abadi and Dehghani, 2009; Mehmeti, 2016; Rasool network
et al.,businesses
how
chains 2009).
(Abadi Theand supply
areDehghani,
designing chain andenvironment
2009; challenging
Mehmeti, 2016; supply support
progressively
their Rasool used either system,
to produce or
ora untouched
for designing set aofmore to
to simply
products.
completeThis SCRM automatically
proposal can be
decision-
et al., 2009). The supply chain environment progressively support system, untouched simply automatically
evolved
chains from a
(Abadi The
et al., 2009). stable ecosystem
and Dehghani,
supply chain to
2009; a very dynamic,
Mehmeti, 2016;
environment Rasool discover all the possible supply chains made available by
complex
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for
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SCRM decision-
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evolved from a stable ecosystem to a very dynamic, complex support set of
discovermanufacturing
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possibleuntouched
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to
chains make
simply
made a set of products.
automatically
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and
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from
et al.,competitive
and a stable
2009). The supply ecosystem
ecosystem
ecosystem nowadays
to
chainnowadays a very
environment (Ballou,
dynamic, 2007;
complex
progressively
(Ballou, 2007; set of manufacturing stakeholders to make a set of products.
Christopher,
and
evolved from 2000).
competitive
a stable ecosystem
ecosystem nowadays
to a very (Ballou,
dynamic, 2007;
complex Finally,
discover
set the
all paper concludes
the possible
of manufacturing with chains
supply
stakeholders the
to proposal
makemade limitations
available
a set of products.anda
by
Christopher, 2000). Finally, the paper concludes with the proposal limitations and
and competitive
Christopher, 2000). ecosystem nowadays (Ballou, 2007; set avenues
Finally, for paper
the future concludes
of manufacturing research.
stakeholderswith the to proposal
make a set of products.
limitations and
For businesses, evolutions in their supply chain environment avenues for future research.
For businesses,
Christopher, evolutions in their supply chain environment Finally,
2000). avenues thefor paper
future concludes
research. with the proposal limitations and
(evolution
For of
businesses, stakeholders,
of evolutions in their services,
supply chain products, market
environment 2.
(evolution stakeholders, services, products, market avenues 2. SUPPLY
SUPPLY CHAIN
for future
CHAIN RISK
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demand,
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demand, policies, etc.) mean the potential appearance of new 2. SUPPLY CHAIN
REVIEW: RESEARCH AVENUES RISK MANAGEMENT FOR SUPPORTING
LITERATURE
SUPPORTING
risks and policies,
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appearance market
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SUPPLY
REVIEW: CHAIN
RESEARCH RISK SCRM
MANAGEMENT
AVENUES AMONG FOR LOGISTICS
LITERATURE
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risks and opportunities about their performance and ability to COLLABORATIVE SCRM AMONG LOGISTICS
reachand
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appearance oftrynew
and ability to REVIEW: NETWORK
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COLLABORATIVE STAKEHOLDERS
AVENUES
SCRM AMONG FOR SUPPORTING
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reach their objectives. To be competitive, businesses try to NETWORK STAKEHOLDERS
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2405-8963
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IFAC
research (International FederationSCRM,
collaborative of Automatic dynamicControl)
1543Hosting
Scholar bysearch
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Ltd. Allwithrightsthereserved.
request “allintitle: ("supply
Copyright © 2018 IFAC
Copyright
Peer review©under
2018 responsibility
IFAC 1543Control.
of International Federation of Automatic 1543
Copyright © 2018 IFAC 1543
10.1016/j.ifacol.2018.08.287
Copyright © 2018 IFAC 1543
IFAC INCOM 2018
Bergamo, Italy, June 11-13, 2018
1506 Raphaël Oger et al. / IFAC PapersOnLine 51-11 (2018) 1505–1510
chain risk management" OR SCRM) (review OR art)”.11
surveys were found using the Web of Science search engine
and database with the request “TITLE: (("supply chain risk
management" OR SCRM) (review OR art))”.
Over the past few years, several surveys have pointed out the
lack of research efforts about collaboration among supply
chain stakeholders for managing risks (Colicchia and Strozzi,
2012; Prakash et al., 2017; Vanany et al., 2009). Their
reviews clearly express the need for future research exploring
collaborative risk management among supply chain players.
Colicchia and Strozzi (2012) also insist on the importance of
dynamicity of risk management to always stay up-to-date
with the business context.
In addition of highlighting the need for collaboration and
dynamicity, some reviews insist on the need for the
prescription of practical information system solutions to be
implemented within the industry (Chen et al., 2013; Prakash
et al., 2017; Singhal et al., 2011). Singhal et al. (2011)
recommend that research be extended on more focused
prescriptive studies applicable to industry. Chen et al. (2013)
focused on the Agent-Based Modeling and Simulation
approach, they identified the development of decision support
systems for SCRM that sit on the top of ERPs as a promising
research directions. Prakash et al. (2017) found a lack of
research on information system implementation for managing
risks in supply chains.
These gaps identified within the SCRM literature correspond
to the origin of the research objective presented in this paper:
designing a decision support system supporting collaborative
Supply Chain Risk Management among logistics network
stakeholders.
3. A DECISION SUPPORT AUTOMATION
FRAMEWORK FOR SUPPLY CHAIN RISK
MANAGEMENT AMONG LOGISTICS NETWORK
STAKEHOLDERS
Previous research works have considered different options to
decompose SCRM into several activity domains (Chen et al.,
2013; Cruz and Ferreira, 2016; Ho et al., 2015). This paper
refers to the SCRM activity domains synthetized by Ho et al.
(2015) and named by the authors “SCRM processes”:
- Risk Identification, defined as the process to identify
risk types and factors.
- Risk Assessment, defined as the process to evaluate
probability of an event occurring and the
significance of the consequences.
- Risk Mitigation, defined as the process to mitigate
either the probability of an event occurring or the
significance of the consequences.
- Risk Monitoring, defined as the process to detect a
disruption occurrence.
- Risk Recovery, defined as the process to enable the
supply chain to quickly return to its original state
during the occurrence of a disruption.
1544
Ho et al. (2015) have shown that most SCRM frameworks
have been focusing on two of these SCRM processes, and say
that the next focus should be to integrate more than two
processes.
The following lines will introduce the framework suggested
to enable decision support automation for SCRM among
stakeholders of a logistics network. It describes the scope of
the framework ambitions and position the main components.
As the framework is not the main focus of this paper, only a
high-level description is presented.
3.1 Framework scope
The framework focuses on stakeholders of a logistics
network and their knowhows, including manufacturing,
transportation and distribution. The ambition of the decision
support system framework is to support strategic and tactical
business planning decisions.
According to the SCRM processes previously identified by
Ho et al. (2015), the ambition is to cover the 5 highlighted
SCRM processes, including the automation of the 4
following ones: “Risk Assessment”, “Risk Mitigation”, “Risk
Monitoring”, and “Risk Recovery”. The “Risk identification”
process would be part of the initial configuration of the
decision support system.
However, potential evolutions in the logistics network
environment imply the potential appearance of new risks that
SCRM approaches try to manage. But a change is not
necessarily negative and can also lead to opportunities
(Olsson, 2007). It is important to highlight the fact that these
potential evolutions also imply the potential appearance of
new opportunities. The framework also aims to cover the
opportunities in addition of the risks, so the processes
covered are renamed as following: “Risk and Opportunities
Assessment”, “Risk Mitigation and Opportunities Readying”,
“Risk and Opportunities Monitoring”, and “Risk Recovery
and Opportunities Exploitation”. The “Risk Identification”
process becomes “Risk and Opportunities Identification”,
part of the decision support system initial configuration.
These processes could extend the usual SCRM approach to a
Supply Chain Risk and Opportunities Management
(SCROM) approach integrating the five previously suggested
processes.
3.2 Framework processes
The suggested decision support system framework is
structured according to the suggested SCROM processes,
with an additional step for information system automation
purpose: “Data Gathering and Consolidation”.
The “Risk and Opportunities Identification” process would
take part during the configuration phase of the decision-
support system. Then, during the run-time, there is the “Data
Gathering and Consolidation” step that continuously feeds
the four SCROM processes (Figure 1) with information that
enable their automation.
 IFAC INCOM 2018
Bergamo, Italy, June 11-13, 2018 Raphaël Oger et al. / IFAC PapersOnLine 51-11 (2018) 1505–1510 1507
Figure 1: Processes of the framework suggested to enable
decision support automation for SCRM among stakeholders
of a logistics network
The next section of the paper focuses on this “Data Gathering
and Consolidation” step, so more details about it are given
hereinafter. This process is aimed to automatically collect
data from the logistics network stakeholders and their
environment, and transform and structure these data into
relevant information for the four SCROM processes it feeds.
It especially implies to have an interconnexion between
stakeholders’ information systems thought information
sharing infrastructure, policies and protocols.
This paper proposes a first contribution to the “Data
Gathering and Consolidation” step towards providing
information that enable the automation of the four SCROM
processes. The proposal corresponds to a methodology to
automatically deduce all the supply chain options enabled by
the logistics network to fulfil the demand, using the logistics
network stakeholders’ data. The deduction of these available
supply chains would be the starting point enabling to manage
risk and opportunities thought the four SCROM processes.
The next section of this paper focusses on this available
supply chains deduction step.
4. A PROPOSAL TO AUTOMATICALLY IDENTIFY ALL
SUPPLY CHAIN OPTIONS ENABLED BY
MANUFACTURING STAKEHOLDERS OF A LOGISTICS
NETWORK
This section presents a methodology to structure data
gathered from logistics network manufacturing stakeholders
so as to be able to use this structured data to deduce all the
supply chain options enabled by these manufacturing
stakeholders to fulfil the market demand. A supply chain
option corresponds to a possible supply chain configuration
among all possibilities. It is important to note that in this
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study, we only consider manufacturing stakeholders and not
the transportation and distribution ones.
To structure the data gathered from logistics network
manufacturing stakeholders, a metamodel has been
developed. A metamodel corresponds to a model describing
the structure and behavior of models, all models following a
metamodel will have to respect the structure defined by the
metamodel (Ramu and Prabhu, 2013; Wu et al., 2012). The
design of the metamodel is know-how oriented to make the
logistics network stakeholders’ know-hows the cornerstone
of this methodology. The metamodel is based on the CORE
metamodel created by Bénaben et al. (2016) to support
collaborative situations. To make the logistics network
metamodel as clear as possible, it has been simplified in
Figure 2 keeping only the relevant elements for this paper. It
originally contained packages specific for the logistics
network around the CORE metamodel, as described by
Bénaben et al. (2016) in the context of the crisis
management, but they are not presented in this paper.
As described by Figure 2, the metamodel contains concepts
and links between concepts that will both be used by the
deduction algorithm. The concepts are: “Collaborative
Network” that corresponds to the logistics network,
“Stakeholders” that corresponds to logistics network
stakeholders, “Know-How” that corresponds to the
manufacturing services provided by the logistics network
stakeholders, “Resource Category” that can correspond to
products or equipment, and “Objective” that corresponds to
the logistics network sales plan. The links between concepts
are described as the following: A collaborative network
“contains” stakeholders and “aims” to fulfil objectives, a
stakeholder “provides” know-hows, a know-how
“consumes”, “creates” and “requires” resource categories,
and an objective “consumes” resource categories.
Figure 2: A metamodel to structure the data gathered from
logistics network manufacturing stakeholders (showing only
the elements being relevant for supply chain
deduction)(inspired by Bénaben et al. (2016))
The data from the logistics network manufacturing
stakeholders are collected and consolidated within a model
that follows the structure of the previously presented
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metamodel. This model structure makes possible for the (“end event”, “activity”, or “AND Closing
deduction algorithm presented below to automatically deduce gateway”).
all the possible supply chains options enabled by the logistics
For each know-how able to create the resource
network to fulfil the objective (sales plan). To be more
category:
precise, the algorithm deduces the, defined right after,
Available Supply Chain Processes (ASCP) on the base of the [Line B] Create an “activity” being an instance of
model of the logistics network. For each product that the this know-how, and create a link oriented from
logistics network plans to sell to end consumers (i.e. each this “activity” to the “OR Closing Gateway”
“Resource Category” having at least one link “consumes” previously created.
from an “Objective”), we define the corresponding ASCP as
the succession of all possible activities, instances of the Find the resource categories consumed by this
logistics network stakeholders’ know-hows, which enable to “activity” (according to the know-how).
realize the product. In other words, it corresponds to a unique If there are at least two different resource
supply chain process containing all the possible ways (all the categories consumed by this “activity”, then:
supply chain options) making possible the considered product
production. An ASCP gives the vision, to the logistics Create a “AND Closing gateway” and create a
network stakeholders, of all the supply chain options, link oriented from this gateway to the last
however it doesn’t imply that all must be implemented. “activity” created (line B).
For each resource category consumed by this
The ASCP are represented using a process modeling know-how:
language inspired from the Business Process Model and
Notation (BPMN) (Object Management Group, 2011; White, Continue going back to “line A”
2004), with some specificities. The deduction algorithm uses considering this resource category and the
the following BPMN elements to represent the ASCPs: start “activity” which needs it.
event, end event, activity, parallel gateway (named in the If there is one resource category consumed by
algorithm “AND Opening gateway” or “AND Closing this “activity”, then:
gateway”), and inclusive OR gateway (named in the
algorithm “OR Opening gateway” or “OR Closing Continue going back to “line A”
gateway”). The distinction between opening and closing considering this resource category and the
gateway is one specificity of the process modeling language “activity” which needs it.
used to represent the ASCPs, it is an enabler of the deduction If there is no resource category indicated as
automation used within the deduction algorithm. consumed by this “activity”, then:

To make the ASCP deductions, we propose the following Following the created process, starting
algorithm taking advantage of the logistics network model to from the current considered “activity”, find
create ASCP models using the BPMN language. This the closest closing gateway (“OR Closing
algorithm has been initially designed to answer one of the gateway” or “AND Closing gateway”).
business needs identified during interviews with a If a closing gateway was found and does
pharmaceutical company: to automatically discover all not already has its corresponding opening
supply chain options enabled by a set of manufacturing gateway, then:
stakeholders to fulfil a sales objective.
Create the corresponding opening
gateway (“OR Opening gateway” or
Algorithm to deduce Available Supply Chain Processes: “AND Opening gateway”) and create a
link oriented from this gateway to the
Find all objectives within the logistics network model.
considered “activity”.
Find all resource categories concerned by the objective.
[Line C] Following the created process,
For each resource category concerned by at least one starting from the current considered
objective, create an ASCP model: closing gateway, find the next closest
closing gateway (“OR Closing
Create the "end event" of the ASCP model (according to gateway” or “AND Closing gateway”).
the BPMN language).
If a closing gateway was found and does
[Line A] Find all know-hows able to create the resource not already has its corresponding
category. opening gateway, then:
If there are two or more know-hows able to create the Create the corresponding opening
resource category, then: gateway (“OR Opening gateway” or
Create an “OR Closing Gateway” and create a link “AND Opening gateway”) and
oriented from this gateway to the last created element create a link oriented from this

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gateway to the previously

considered opening gateway.
Continue going back to line C
considering this new closing and
opening gateways.
If no closing gateway was found, then:
Create the “start event” and a link
oriented from this “start event” to
the lastly created opening gateway.
If a closing gateway was found and already has
its corresponding opening gateway, then:
Create a link oriented from this gateway to
the considered “activity”.
If no closing gateway was found, then:
Create the “start event” and a link oriented
from this “start event” to the current
considered “activity”.
If there is only one know-how able to create the resource
category, then:
Continue going to line B considering this know-how.
A software has been developed to demonstrate the proper
functioning of the deduction algorithm. From modeling the
logistics network to visualizing all the supply chain options
made possible by the logistics network manufacturing
stakeholders. The main technologies used are the
programming language Java and the databases MongoDB and Figure 3: Web-based user interfaces to manually model the
GraphDB. It is composed of the following 3 major elements: logistics network information according to the metamodel
- Web-based user interfaces (“Stakeholders & Know- presented in Figure 2
hows”, “Resource Categories”, and “Objectives”)
to manually model the logistics network (step
needed because the data gathering automation isn’t
part of the scientific contribution of this paper)
(Figure 3).
- The implementation of the deduction algorithm to
automatically deduce the ASCPs from the logistics
network modeled by the user.
- A graphical interface to visualize the ASCPs and so
all the supply chain options (Figure 4).
The effectiveness of the algorithm has been confirmed
checking the validity of the deduced ASCPs in one real and
one fictive use cases. The real case has been done considering
a network of existing and potential suppliers of a
pharmaceutical company according to one of their product
category. The fictive case has been realized considering a
network of manufacturing stakeholders enabling the
production of bread (Figure 3 and Figure 4). So, a business
can use this approach to automatically deduce all possible Figure 4: Graphical interface to visualize ASCPs: An
supply chain options (ASCPs), enabled by a set of example of a deduced ASCP enabling to visualize all the
manufacturing stakeholders, to fulfil a production or sales supply chain options enabled by the set of manufacturing
objective. It must be noted that the efficiency, in terms of stakeholders to fulfil the production objective (modelled in
speed performance, of the algorithm has not been a point of Figure 3)
interest in this research work.

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5. CONCLUSION, LIMITATIONS AND AVENUES FOR
FUTURE RESEARCH
In this paper, a methodology has been suggested to
automatically deduce all the supply chain options enabled by
manufacturing stakeholders of a logistics network to fulfil the
demand. This methodology has been introduced as part of a
decision support automation framework for Supply Chain
Risk and Opportunity Management (SCROM) among
logistics network stakeholders. And more precisely as a
proposal for the consolidation part of the suggested “Data
gathering and consolidation” step, towards providing
information that enable the automation of the SCROM
processes. The methodology includes a metamodel and a
deduction algorithm proposal that only consider
manufacturing stakeholders, so, future research work will
have to extend it to transportation and distribution. In
addition, the framework needs to be consolidated with more
details about its practical implementation. From another
perspective, risks and opportunities regarding human factors
and data integrity have not been considered in this paper, so it
would be relevant to supplement these results with additional
research on these aspects. Finally, from an information
system perspective, the five considered SCROM processes
still need to be designed and developed to really provide
businesses with a complete and practical decision-support
system.
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