Multiplant MRP

Many manufacturing firms have multiple manufacturing plants, located in geographically diverse parts of the world. This situation is becoming more common, as firms establish new plants in foreign countries to take advantage of low labor cost. In such cases, it is not unusual for the firm to retain production capability of certain key parts in a backup plant, with the necessary equipment and trained workforce in place. High volume production could be obtained relatively quickly from the backup plant in case of an emergency at the main supplying plant. In such multiplant settings, the transportation costs are significant. Throughout this paper, we use the term “multisourced parts” to describe parts produced in more than one location.Material Requirements Planning (MRP) is the component of a total manufacturing control system that is designed to manage inventory and plan orders for parts and material with dependent demand (demand derived from the demand of other items). Most of the literature on MRP systems discusses MRP methodology in a single-plant environment. Most MRP software systems in use today are single-plant systems.Currently, it is common for firms with multiple plants treated as cost centers to use an independent single-plant MRP system for each and handle the transshipment problems manually. Because of lack of coordination of production schedules between supplying and demanding plants, those firms hold more inventory and experience longer lead times than necessary to compensate for uncertainties in schedules and supply policies.The purpose of this article is to enhance single-plant MRP systems for coping with multiplant situations in which: the plants are regarded as cost centers, there exist multisourced parts, and the transportation costs are significant. The multiplant MRP system should recognize that parts are produced in different plants, make offset calculations for in-transit lead times, and consider transportation costs when establishing production requirements and shipping routes for multisourced parts. The objective is, beginning with the corporate-determined master schedule for finished products, to communicate in one planning cycle time-phased planned order release schedules and shipping/delivery schedules to each manufacturing plant producing components for the finished products.We first present a simplified framework for the multiplant MRP system, where a transportation algorithm is incorporated into the MRP logic. Then we refine this simplified framework to handle more complex aspects of a multiplant network. These complexities include the treatment of requirements that are not shipped on time and the regeneration of new MRP schedules. We also observe that the solution to the transportation problem described above is affected by the lot-sizing rules employed. In addition, we discuss several important issues and decisions that confront a firm when implementing a multiplant MRP system.     

Defense and Welfare Under Rivalry

Two small countries facing a constant probability of war with each other import arms for consumption goods from the rest of the world. The defense good, produced by combining arms and army, is a public good. The reaction curve depicting the optimal supply of the defense good turns out to be backward-bending. Nevertheless, at least one of the reaction curves is positively sloped at the unique Nash equilibrium. Several comparative statics results are derived. For example, if one country's reaction curve is negatively sloped, military aid to the rival leads to a decline in its optimal supply of the defense good.     

Tariff elimination versus tax avoidance: free trade agreements and transfer pricing

International Tax and Public Finance - We explore the new roles of rules of origin (ROO) when multinational enterprises (MNEs) manipulate their transfer prices to avoid a high corporate tax. The...     

Japanese Bank Productivity, 2007–2012: A Dynamic Network Approach

We estimate a dynamic network (DN) directional output distance function for 100 Japanese banks operating during 2007–2012. Network production occurs in that deposits and other funds raised are produced as intermediate products in stage 1 and those intermediate products are used to generate a portfolio of assets in stage 2. The dynamic technology links production periods via nonperforming loans (NPL) and carryover assets, which take the form of excess reserves. Carryover assets expand the future production possibility set while NPL shrink future production possibilities. We extend previous DN methods to measure the performance of three types of Japanese commercial banks: city banks, regional banks and second regional banks. We test for and find differences in the three bank technologies relative to a common technology. Such differences are likely due to different institutional and regulatory structures. Unlike previous DN studies, we also allow for a non‐uniform abatement factor between previously‐produced NPL and other inputs in stage 1 and between performing loans and NPL in the current period. Measured productivity change is greater when each bank faces their own group technology rather than the pooled technology consisting of all bank types.     

Efficiency and Productivity Change of Non‐Life Insurance Companies in Japan

In a book published in 1994, Production Frontiers , Färe and colleagues developed an output‐based DEA (data envelopment analysis) technique to compute productivity change. The technique constructs the Malmquist index using Farrell measures of efficiency. The Farrell efficiency measures are derived from linear programming problems which allow slack in output constraints. The possible existence of output slack is less than desirable in the computation of efficiency. Therefore, the present paper constructs also the Russell and Zieschang measures of efficiency, which disallow output slack and compares them with the Farrell measures. The analysis uses data on Japanese non‐life insurance firms during the period 1983–94.     

The Changing Nature of Japanese Production Systems in the 1990s and Issues for Labour Studies

The authors discuss the changing character of production strategies and organizational arrangements at three leading Japanese automotive assemblers against a background of concern with the impact of work regimes upon employees. Innovations in production line organization are compared within and between the companies, and the argument advanced suggests that the attempt to ‘humanize’ work routines and procedures, by the leading company especially, has met with mixed results. Sornetimcs more ‘efficient’ technologies and forms of organization have been inhibited in the pursuit of ‘human-centred’ forms of work organization. Nevertheless, the article points up the considerable variations which exist both between and within Japanese companies and trade unions with respect to the understanding of the role played by labour.     

Optimal inflation target under uncertainty

We derive an optimal state-contingent inflation target in an economy under uncertainty. This inflation target can improve inefficiencies stemming from two sources: the lack of commitment to predetermined policies and the lack of coordination between the monetary and fiscal authorities. We then discuss the pros and cons of our proposal compared with the solution proposed by Beetsma and Bovenberg [Beetsma, R.M.W.J., Bovenberg, A.L., 2001. When does an inflation target yield the second best? Scandinavian Journal of Economics 103, 119–126], paying special attention to their practical feasibility. We will show that in some countries where there is a highly independent central bank, our proposal is more attractive.     

A directional slacks-based measure of technical inefficiency

Radial measures of efficiency estimated using linear programming (LP) methods can be biased since slack in the constraints defining the technology suggests that at least one input can be reduced, or one output can be expanded, even though a firm is deemed to be “technically efficient.” In this paper, we propose a directional slacks-based measure of technical inefficiency to account for the potential of slack in technological constraints. When no such slacks exist, directional slacks-based inefficiency collapses to the directional technology distance function. Our proposed measure helps to generalize some of the existing slacks-based measures of inefficiency. We examine the financial services provided by Japanese cooperative Shinkin banks, and estimate their inefficiency during the period 2002–2005. This inefficiency declined slightly during the period. We thus propose that slack is an important source of inefficiency which is often not captured by the directional technology distance function.     

Technical and scale efficiency of Japanese commerical banks: a non-parametric approach

Not only are the nature and extent and scale efficiency of Japanese commerical banks studied but a relationship between both organizational status and size efficiency is also announced. The efficiency measures are computed from a 1990 sample of cross-sectional data. For the estimation, we employ the non-parametric approach which has recently been gaining popularity for the studies of banking efficiency outside Japan.