In the face of burgeoning data volumes, latency issues present a formidable challenge to cloud computing. This problem has been strategically tackled through the advent of fog computing, shifting computations from central cloud data centers to local fog devices. This process minimizes data transmission to distant servers, resulting in significant cost savings and instantaneous responses for users. Despite the urgency of many fog computing applications, existing research falls short in providing time-effective and tailored algorithms for fog computing task scheduling. To bridge this gap, we introduce a unique local search mechanism, Card Sorting Local Search (CSLS), that augments the non-dominated solutions found by the Bi-objective Simplified Swarm Optimization (BSSO). We further propose Fast Elite Selecting (FES), a ground-breaking one-front non-dominated sorting method that curtails the time complexity of non-dominated sorting processes. By integrating BSSO, CSLS, and FES, we are unveiling a novel algorithm, Elite Swarm Simplified Optimization (EliteSSO), specifically developed to conquer time-efficiency and non-dominated solution issues, predominantly in large-scale fog computing task scheduling conundrums. Computational evidence reveals that our proposed algorithm is both highly efficient in terms of time and exceedingly effective, outstripping other algorithms on a significant scale.

The present research explores the collective influence of quality assurance and postponement on a hybrid multiproduct replenishing-delivery decision-making. Assume the required multiproduct has a standard (common) component, and our replenishing-delivery model has incorporated a two-phase postponement strategy. The first phase makes all standard components and hires an external supplier to partially provide the required parts to cut short the needed uptime. In contrast, the second phase fabricates the finished multiproduct in sequence. To ensure the desired merchandise quality, we apply a quality-assurance action to the in-house processes to screen and remove scrap items and rework the repairable defects in both stages. Upon completing each merchandise, these products are transported to the customer in n fixed-quantity shipment in fixed-time intervals. We employ math modeling and formulating approaches to gain the overall supply-chain operating expenses comprising subcontracting, fabricating, stock holding, transportation, and customer holding costs. By minimizing system operating expenses, this research determines the optimal replenishing-delivery policy. Lastly, we give a numerical example to demonstrate our study’s applicability and usefulness/capability for facilitating managerial decision-making.

In this work, a probabilistic bid generation problem with the pricing of a bundle of lanes and carrier’s vehicle routing is considered as it is an importation in transportation service procurement. Depending on the network of the vehicle, there exist multiple lanes for traveling between two locations. To solve the bid generation problem efficiently, a two-phase method approach is presented. At the core of the procedure a feasible vehicle routing problem on a multidigraph is solved by an exhaustive search algorithm to enumerate all routes concerning routing constraints and treat each route as a decision variable in the set partitioning formulation. We examine our model both analytically and empirically using a simulation-based analysis.

Among the well-known scheduling problems, the customer order scheduling problem (COSP) has always been of great importance in manufacturing. To reflect the reality of COSPs as much as possible, this study considers that jobs from different orders are classified in various classes. This paper addresses a tri-criteria single-machine scheduling model with multiple job classes and customer orders on which the measurement minimizes a linear combination of the sum of the ranges of all orders, the tardiness of all orders, and the total completion times of all jobs. Due to the NP-hard complexity of the problem, a lower bound and a property are developed and utilized in a branch-and-bound for solving an exact solution. Afterward, four heuristics with three local improved searching methods each and a water wave optimality algorithm with four variants of wavelengths are proposed. The tested outputs report the performances of the proposed methods.

This study examines the joint impact of outsourcing, overtime, multi-delivery, rework, and postponement on a multiproduct fabrication problem. A growing/clear trend in today’s customer requirements turned into rapid response and desired quality of multi-merchandises and multiple fixed-amount deliveries in equal-interval time. To satisfy customers’ expectations, current manufacturing firms must effectively design/plan their multiproduct production scheme with minimum fabrication-inventory-shipping expenses and under confined capacity. Motivated by assisting manufacturing firms in making the right production decision, this study develops a decision-support delayed-differentiation model considering multi-shipment, rework, and dual uptime-reducing strategies (namely, overtime and outsourcing). Our delayed-differentiation model comprises stage one, which makes all common/standard parts of multi-end-merchandises, and stage two, which produces multiple end merchandise. For cutting making times, the study proposes subcontracting a portion of the common/standard part’s lot size and adopting overtime-making end merchandise in stage two. The screening and reworking tasks identify and repair faulty items to ensure customers’ desired quality. The finished lots of end merchandise are divided into a few equal-amount shipments and distributed to customers in equal-interval time. We employ mathematical derivation and optimization methodology to derive the annual expected fabrication- inventory-shipping expense and the cost-minimized production-shipping policy. A numerical demonstration is presented to exhibit our research scheme’s applicability and exposes the studied problem’s critical managerial insights, which help the management make beneficial decisions.

The present work intends to optimize a hybrid delayed differentiation multiproduct economic production quantity-EPQ model with the scrap and end-products multi-shipment policy. Since the requirements of multi-goods have a standard part in common, our fabrication planning adopts a two-phase delayed differentiation strategy to make the standard components first and produce the finished multi-goods in the second phase. Implementing a partial subcontracting option (with the additional expense) for the standard parts helps us to expedite the required uptime in the first phase. A screening process identifies the faulty items that need to be removed to ensure the in-house production quality. A multi-shipment plan delivers the finished lot of end-products to clients in fixed time intervals. This study optimizes the overall operating expenses of this intra-supply chain system, including fabrication, delivery, and client stock holding, through our proposed modeling, formulation, and optimization procedure. In addition, this study gives a numerical demonstration of the obtained results’ applicability and usefulness to managerial decision-making.

In today’s rapidly changing business environment, franchisees’ market responsiveness is a way to create a sustainable competitive advantage. Drawing on the resource-based view, dynamic capability perspective and relational view, this study examines the relationships between franchisor resources, relational capital, market responsiveness, and franchisee performance. Based on data collected from 152 franchisees in a convenience store chain in Taiwan, the analysis revealed that market responsiveness, franchisor resources and relational capital are all positively related to franchisee performance. Franchisor resources and relational capital positively affect franchisee performance both directly and indirectly through market responsiveness. Furthermore, relational capital has the strongest effect on franchisee performance.

Production management operating in recent competitive marketplaces must satisfy the client desired quality and shorter order lead-time and avoid internal fabricating disruption caused by inevitable defects and stochastic equipment failures. Achieving these operational tasks without undesirable quality goods, missing due dates, and fabrication interruption help the management minimize operating expenditures. Motivated by assisting manufacturing firms in the situations mentioned this study explores a manufacturing system that features quality reassurances through reworking or removal of defectives, correction of probabilistic failures, and partial overtime and outsourcing options for reducing uptime. This study finds the function of system operating expenditures through model building, mathematical formulations, optimization approaches, and algorithm proposition, shows its convexity, and derives the optimal batch time for the studied manufacturing model. Finally, this study offers numerical illustrations to confirm our work’s applicability and disclose its capability to provide various profound crucial system information that helps the management make strategic operating decisions.

This study examines the collective impact of postponement, scrap, and subcontracting standard components on the multiproduct replenishing decisions. Rapid response, desirable quality, and various goods guide the client’s demands in today’s competitive market. Therefore, many manufacturing firms search for alternative fabrication and outsourcing strategies during the production planning stage to satisfy the client’s expectations, minimize fabrication-inventory costs, and smoothen machine utilization. To effectively help producers meet today's client's needs and enhance their competitive advantage, we develop a two-stage multiproduct replenishing system incorporating scraps, standard parts subcontracting, commonality, and delayed differentiation. To reduce the production uptime, stage one has a hybrid fabrication process for the common components (i.e., a partial outsourcing strategy), and stage two manufactures the finished multiproduct. In-house fabrication processes in both stages are imperfect; a screening process detects and removes scraps to maintain the finished batch quality. We determine the cost-minimized operating cycle. The findings reveal the collective impact of postponement, scrap, and external suppliers on this multi-product replenishment problem and can be used to facilitate production planning and decision-making.

Internal supply chains exist in many global enterprises, where manufacturing tasks and sales jobs operate separately, but the management needs to integrate their financial performance reports. In addition, the fabrication planning must meet specific operational goals, such as meeting external clients’ requirements on quality and short order due dates, avoiding internal fabricating interruptions due to inevitable equipment breakdowns, and minimizing overall manufacturing and stock holding costs. Motivated by helping multinational corporations deal with the issues mentioned earlier, this study aims to optimize a finite production rate (FPR)-based supplier-retailer cooperative problem with multi-shipment, rework, subcontracting, probabilistic failure, and expedited rate. Wherein using an outsourcer and expedited-rate help shorten the needed batch producing time significantly; the rework of defects and corrective action on unanticipated breakdown assist in up-keeping the quality and avoiding fabricating delay. We develop an FPR-based model to cautiously represent the considered manufacturing features and activities involved in transporting end products and retailers’ stock holding. Model’s formulating and investigating assists us in gaining the function of operating costs. In addition, optimization procedures with a proposed algorithm help us verify its convexity and decide the model’s best fabricating runtime solution. Finally, we validate how this study works and what important information our model can disclose using a numerical example to facilitate management’s decision-making to end our work.