中小企业利用运筹学选择和发展其总部所在地

IF 1.1 4区 管理学 Q4 MANAGEMENT
D. Kik, M. Wichmann, T. S. Spengler
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引用次数: 0

摘要

选址决策是战略性的,通常是多标准的。在决策时,公司需要预测潜在地点的未来发展。随着时间的推移,公司驱动和市政发展措施会改变区位条件。对于寻找选址的公司来说,市政措施的实现充满了不确定性。它们是由几个市政参与者规划的,其长期影响很难预测。因此,在面向未来的区位评估中,早期系统地考虑公司内部和外部发展措施对于决策者(DMs)至关重要。在本文中,我们开发了一个强大的决策支持框架,为公司解决区域设施选址和发展规划问题(RFLDP)。我们的框架包括基于已建立的运筹学(OR)优化模型的定量规划方法和结构化获取相关数据的实用指南。某中小企业的首席执行官(CEO) (DM)要求我们解决他的急性RFLDP。为此,我们提出了系统的工作流程,并配合中小企业的区域设施选址和发展规划。在这样做的过程中,我们有效地构建了首席执行官的决策过程,并为他的战略决策创造了一个客观透明的基础。我们工作的核心特点是包含了决策决策的人为因素,因为我们在CEO的决策过程中与他互动,逐步制定决策建议。因此,中小企业受益于信息更灵通和更透明的规划过程。我们推荐了一个在结构上优于其他选项的决策选项,该选项来自首席执行官的直觉和传统的设施选址问题解决方法。其他利益攸关方也从我们的工作成果中受益。历史:本文被审稿。经费:本研究由德国研究基金会(German Research Foundation, DFG)资助[Grant 439640382]。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Small- or Medium-Sized Enterprise Uses Operations Research to Select and Develop its Headquarters Location
Location decisions are strategic and usually multicriteria. In decision making, companies need to anticipate future developments at potential locations. Company-driven and municipal development measures change location conditions over time. For location-seeking companies, the realization of municipal measures is fraught with uncertainty. They are planned by several municipal actors, and their long-term implications are hard to predict. Thus, the early-systematic consideration of company-internal and -external development measures is vital for decision makers (DMs) in a future-oriented location assessment. In our paper, we develop a robust decision support framework for companies to solve the regional facility location and development planning problem (RFLDP). Our framework includes a quantitative planning approach based on established operations research (OR) optimization models and a practical guideline for a structured acquisition of relevant data. The chief executive officer (CEO) (or DM) of a small- or medium-sized enterprise (SME) asked us to solve his acute RFLDP. For this, we proposed a systematic workflow and accompanied the SME’s regional facility location and development planning. In doing so, we structured the CEO’s decision-making process effectively and created an objective-transparent basis for his strategic decisions. The core feature of our work is the inclusion of the human factor of DMs, as we interacted with the CEO along his decision-making process to gradually develop decision recommendations. As a result, the SME benefited from a better-informed and transparent planning process. We recommended a decision option that was structurally superior to other options, which emerged from the CEO’s intuition and conventional facility location problem solution approaches. Other stakeholders also benefited from the results of our work. History: This paper was refereed. Funding: This work was supported by the Deutsche Forschungsgemeinschaft (DFG, German Research Foundation) [Grant 439640382].
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来源期刊
自引率
21.40%
发文量
51
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