基于收益管理的多产品定制系统共用产能分配策略研究

上海交通大学硕士学位论文基于收益管理的多产品定制系统共用产能分配策略研究姓名：程飞申请学位级别：硕士专业：企业管理指导教师：邵晓峰20090114IIIIIIIVRESEARCHOFCAPACITYALLOCATIONSTRATEGYOFMULTI-PRODUCTCUSTOMIZATIONSYSTEMBASEDONREVENUEMANAGEMENTABSTRACTWiththeeconomicdevelopmentandimprovementoflivingstandards,moreandmorecustomershavebeenfavoredwithproductsorservicesmeettheirownpersonaldemand.Forthemanufacturingenterprise,thetraditionalmassproductioncansimplyhelpthemtoreducecosts,butcannotwinacompetitiveadvantageforenterprises.Throughmasscustomization,enterpriseswillbeabletoofferthecustomerscustomizedproductsandservicewiththespeedandefficiencyofmassproductionandhighlyimprovecustomersatisfaction.Withrespecttothetraditionalmassproductiontechnology,masscustomizationgivestheenterprisenewopportunitiestowinthecommercialcompetition.Tothoseenterpriseprovidecustomerswithavarietyofcustomizedproducts,theordersneedtobemetinatimelymanner,withthecharacteristicsofperishable,whichmakesenterpriseswillnotbeabletorelyonasimpleinventorytomeetchangesindemandandthereforetheearningsdependonthecapacityutilization.Revenuemanagementisaadvancedconceptforthemanagementofperishableproductsorservices.VInternationally,revenuemanagementhasbeenwidelyusedintheairlineindustry,hotelsandrailtransportindustries.Therefore,introducerevenuemanagementintomasscustomizationhavepositivetheoreticalandpracticalsignificance.Basedontheconditionsoftheapplicationofrevenuemanagementtheory,combinedwiththecharacteristicsofmasscustomization,thearticlepointingoutthatitisfeasibletointroducetheconceptofrevenuemanagementintomasscustomization.Themulti-productcustomizationsystemprovidescustomerswithavarietyofdifferentproducts,intheproductionprocessofwhichwillsharepartoftheproductioncapacity.Howtodistributethecapacitytomeettheneedsofdifferentlevelsofproductstocarryoutabestincomeisthekeyissueinthemulti-productcustomizationsystem.Tosolvethisissue,thisarticlefoundtwokindsofmathematicalmodelstoverifythenatureandfeasibility.Incontent,thispaperincludesfivechapters.ChapterIIntroduction,introducedtheresearchbackground,indicatedtheissueofdistributionofsharedcapacity,brieflyintroducedtheresearchideasandresearchmethodsofthisarticle,andanalyzesthesignificanceofthestudy.ChapterIIissummaryofrevenuemanagement.Indicatethehistoryandresearchofrevenuemanagementstudy,focusingonananalysisoftheapplicationconditionsofrevenuemanagementtheory.ChapterIII,RevenueManagementinMassCustomization,introducedthetheoryofmasscustomizationsystemandtheenvironmentalcharacteristicsofmasscustomization,pointedoutthatitisfeasibletointroducerevenuemanagementintomasscustomization.ChapterIVofthemulti-productcustomizationsystemcapacityallocationmodelbasedonrevenuemanagement,whichisthecoreofthisarticle,foundtwokindsofmathematicalmodelstoverifythenatureandfeasibility.ChapterVSummaryandOutlook,thischaptersummarizestheresearchresultsachieved,andmakeprospectsforfutureVIresearchdirections.Theresultsofresearchinthisarticleboththeoreticalandpracticalsignificance.Fromthepointofviewoftheoreticalresearch,academicfieldislackofresearchontherevenuemanagementinmasscustomization,thesubjectofthisresearchisveryimportantandnecessarytofillvacanciesintheory,andpromotethedevelopmentoftheoreticalresearch;fromthepointofviewofrealityapplication,thesubjectofthisresearchwillprovideenterprisesofmasscustomizationwiththeintroductionoftheconceptofrevenuemanagementtoimprovethecompetitivenessofourmanufacturingsectorandprovidethetheoreticalbasisandpracticalguidancetobewidelyapplied.KEYWORDS:multi-productcustomizationsystem,masscustomization,revenuemanagement,sharedcapacityallocation11.11.1.12080T260877563300011743405031-2Levi-Strauss46T10195551964198021250MattelBarbie32070604[1]1.1.2121207020521.21.3.16121271.3.21-11-1Figure1-1:ResearchroadmapofthearticleLittlewood81.3123459302.12.1.1208019781978GDS70(RM)19851989-199210148.9250%DonaldBurr199619811985(Anon.1992Cross.1997)[2]Crandall19795[3]2.1.2Littlewood1972[4](RevenueManagement)1(Dr.WarrenLieberman)112(RobertG.Cross,Author)3(PaulDavis1994)4(Kimes,1989)2.212123()()()456()7132.32.3.12070202080Littlewood(1972)[4]Belobaba(1989)[5]SieburghRelihanNykielKimesRVPAR(revenueperavailableroom)RVPARLiebermanSchmidgall1995VallenSalomon14GriffinDonaghy,McmahonandMcDowellKimes[6]Rothstein(1974)[7]Orkin(1988),Kimes(1989)LibermanYechiali(1978)[8]Williams[9]BitranGilbert(1992)BitranMondschein(1995)[10]Badinelli[11][12]152.3.2(2002)[13](2003)[12](2002)[14](2002)[15](2004)[16]2.411959-19921419731990300%3%-5%202501631172()34182.512345196202.6[17]1Cancellationno-show2FengXiao21[18]BitranDhadwal[19]BitranDhadwal[20]3SoumisNagurney[21]Dana[22]NetessineRudi[23]422buy-upBelobaba[24]ijBelobabaWeatherford[25]Weatherford[26]TalluriVanRyzin[27]AlgersBesser[28]Andersson[29]SASBenAkivaLerman[30]232080(MassCustomizationMC)3.11970AlvinToilerFutureshock[31]1987StanleyDavisFutureperfect[32]20901993B.JosephPineMassCustomizationTheNewFrontierinBusinesscompetition()[33][34-35]243.1.1DavisPineDavis(one-of-a-kind)Pine[36][37-40][41][42][43]+[44](GT)[45]3.1.2GiovaniDaSilveira[47][39]25[48-49][