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  • Produktbild: Distributed Decision Making

Distributed Decision Making

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

30.11.2010

Verlag

Springer Berlin

Seitenzahl

528

Maße (L/B/H)

23,5/15,5/3 cm

Gewicht

821 g

Auflage

Second Edition 2003

Sprache

Englisch

ISBN

978-3-642-07289-5

Beschreibung

Rezension

From the reviews of the second edition:



"The structure of the book is well chosen: Part I provides the basic concepts of distributed decision-making (DDM), Part II describes general applications, and Part III focuses on leadership and coordination processes. The main achievement is unification of several DDM problems … . The different DDM problems addressed are presented with great clarity and detail … . I think this book has great value as it shows how many different DDM problems share very similar mathematical structures." (F Coolen, Journal of the Operational Research Society, Vol. 55 (7), 2004)


"Distributed decision making (DDM) has become of increasing importance in quantitative decision analysis and in application areas such as supply chain management and service operations; it has led to a paradigm shift. This book provides a unified approach to such seemingly diverse fields as multi-level stochastic programming, hierarchical production planning, principal agent theory, negotiations or contract theory." (International Logistics Abstracts, Vol. 33 (5), 2003)


"This very interesting book deals with distributed decision making, which consists of a rapidly growing area of decision theory … . The book concludes with exercises with solutions, a detailed bibliography and an index." (Efstratios Rappos, Zentralblatt MATH, Vol. 1079, 2006)

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

30.11.2010

Verlag

Springer Berlin

Seitenzahl

528

Maße (L/B/H)

23,5/15,5/3 cm

Gewicht

821 g

Auflage

Second Edition 2003

Sprache

Englisch

ISBN

978-3-642-07289-5

Herstelleradresse

Springer-Verlag GmbH
Tiergartenstr. 17
69121 Heidelberg
DE

Email: ProductSafety@springernature.com

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  • Produktbild: Distributed Decision Making
  • Produktbild: Distributed Decision Making
  • 1: Introduction.- 1.1 Some Typical Examples of Distributed Decision Making Situations.- 1.2 Examples of DDM Systems.- 1.3 Some Important Properties of DDM Systems.- 1.4 Outline of the Treatise.- I: Basic Foundations.- 2: Basic Concepts.- 2.1 General Characterization of Hierarchical Planning Structures.- 2.2 Coupling Equations and Anticipation Function.- 2.3 Distinguishing DDM Systems by Their Team Character within Hierarchical Interactions.- 2.4 Classifying General Planning Hierarchies by Their Anticipation.- 2.5 Illustrative Examples.- 2.5.1 Example 1: Make-or-Buy Decisions.- 2.5.2 Example 2: A Working Time Planning Model.- 2.5.3 Example 3: Supply Contracts.- 2.5.4 Example 4: Stackelberg Duopoly.- 2.6 Some Remarks Concerning General Solution Properties.- 3: Constructional DDM Systems.- 3.1 Decomposition DDM Systems.- 3.1.1 A Capacity Adaptation Model.- 3.1.2 A Coordination DDM System of the Dantzig/Wolfe Type.- 3.2 Relaxation Systems.- 3.3 A Brief Remark on Bi-Level Programming.- 4: Organizational DDM Systems.- 4.1 Top-Down DDM Systems.- 4.1.1 A Hierarchical Planning Model for the Repair Shops of the Deutsche Lufthansa AG.- 4.2 Tactical-Operational DDM Systems.- 4.2.1 Capacity Adaptation Hierarchy.- 4.2.2 Investment-Production Hierarchies.- 4.2.3 Strategic-Tactical-Operational DDM System.- 4.3 Value of Information and Delegation.- 4.3.1 Value of Information.- 4.3.2 Value of Delegation.- 4.4 Some Brief Remarks on Stochastic Programming.- 4.4.1 An Example of a Two-Stage Linear Stochastic Programming.- 4.4.2 Some General Remarks on Solution Procedures.- 5: Principal Agent Theory.- 5.1 Information Situation in the Principal Agent Theory.- 5.2 The Standard Problem of Principal Agent Theory.- 5.3 An Illustrative Example with Risk-Neutral Antagonists.- 5.3.1 Problem Statement and Problem Formulation.- 5.3.2 Problem Solution.- 5.4 Some General Observations Concerning the Solution of the Principal Agent Coupling Equations.- 5.5 The LEN Model.- 5.6 Some Extensions of the Standard Situation.- 5.6.1 Self-Selection Illustrated with a Supply Chain Contract.- 5.6.2 Hidden Information and Truthful Communication.- II: General Applications.- 6: Hierarchical Production Planning.- 6.1 Standard Model of Hierarchical Production Planning.- 6.1.1 The Structure of the Model.- 6.1.2 Mathematical Formulation of the Decision Models for the Three Levels.- 6.1.3 General Discussion of Hierarchical Production Planning.- 6.2 Integrative Hierarchical Production Planning.- 6.2.1 A Model to Illustrate the Integrative Approach to HPP.- 6.2.2 Interpretation of the Integrative Model in Terms of a Tactical-Operational DDM System.- 6.2.3 General Discussion of Aggregation Procedures and the Integrative HPP.- 6.3 Process Production.- 6.3.1 A Dynamic Programming Formulation for Medium-Term and Short-Term Process Production.- 6.3.2 Integrative Hierarchical Production Planning for Process Production.- 6.4 General Discussion.- 7: Organizational Design.- 7.1 Designing the Organizational Structure as a DDM Problem.- 7.2 Process Design: The Design of a Flexibility Potential.- 7.2.1 Some Prelimary Remarks.- 7.2.2 Elementary Components of a Flexibility Measure.- 7.2.3 A General Measure of Flexibility.- 7.2.4 Numerical Specification of Flexibility.- 7.2.5 Planning and Implementation Ability as Further Components of Flexibility.- 7.2.6 The Design of Flexibility as a Hierarchical Planning Problem.- 8: Implementation.- 8.1 Planning and Implementation as a Two-Stage Decision Problem.- 8.2 Implementation as a Three-Stage Hierarchy.- 8.2.1 A General Model.- 8.2.2 The Solution Hierarchy.- 8.3 Formal Description of the Planning and Implementation Problem.- 8.3.1 The Coupling Equations.- 8.4 Working Time Contract.- 8.5 Implementation of Lotsizes.- 8.5.1 The Planning Level: Determination of Target Lotsizes.- 8.5.2 The Implementation Level: Adaptation of Target Lots.- 8.5.3 Anticipation.- 8.5.4 Description within the Framework of Hierarchical Planning.- 9: Supply Chain Management.- 9.1 The Design of Supply Chain Contracts to Coordinate Operational Interdependencies.- 9.1.1 Type of Contracts and Their Operational Impact.- 9.1.2 A Formal Description of the Operational Level.- 9.1.3 The Contract Level.- 9.1.4 Numerical Analysis.- 9.1.5 Summarizing Remarks.- 9.2 Process Coordination in a Supply Chain — a Continuous One-Period Model.- 9.2.1 Problem Description.- 9.2.2 Main Features of the Producer’s and Supplier’s Model.- 9.2.3 Coordination Schemes.- 9.2.4 Analytic Investigation.- 9.2.5 An Illustrative Numerical Example.- 9.3 A Multi-Period Model with Private Information.- 9.3.1 General Characteristics of the Multi-Period Model.- 9.3.2 Formal Description of the Supply Link.- 9.3.3 The Interrelation of the Producer’s and the Supplier’s Model.- 9.3.4 Types of Anticipation and Coordination.- 9.3.5 Numerical Analysis.- 9.3.6 General Discussion.- 9.4 Distributed Decision Making in Supply Chain Management.- 9.4.1 The Nature of DDM Problems in Supply Chain Management.- 9.4.2 Proper DDM Problems in Supply Chain Management.- 9.5 The Contribution of Different Sciences to DDM in SCM.- 10: Service Operations.- 10.1 Characterization of Services.- 10.1.1 Specification of Service Operations.- 10.1.2 Phases of Service Production.- 10.2 Execution Phase of a Service Operation.- 10.3 The Agreement-Execution Relationship.- 10.4 Delegation of a Service Operation.- 10.4.1 Coupling Equations.- 10.4.2 Modeling the Relationship Between Manager and Agent.- 11: Managerial Accounting.- 11.1 General Considerations and the Cost Value Problem.- 11.1.1 Classification.- 11.1.2 The Cost Value Problem.- 11.2 Steering Costs.- 11.2.1 Description of the Concept of Steering Costs.- 11.2.2 A Numerical Example.- 11.3 Tactical-Operational Cost Evaluation.- 11.3.1 Investment-Oriented Depreciations — Preliminary Considerations.- 11.3.2 Description of the Investment and the Production Level.- 11.3.3 Defining Investment-Oriented Depreciations.- 11.3.4 An Illustrative Numerical Example and Some Further Numerical Insights.- 11.3.5 General Discussion.- 11.4 Decision-Oriented Assignment of Common Cost.- 11.4.1 The Cost Separation Problem.- 11.4.2 The Algorithmic Determination of Steering Costs.- 11.4.3 The Complete Cost Assignment Problem.- 11.5 Strategic Costs.- 11.6 Cost Parameters as Incentives.- 11.6.1 Incentives and Behavioral Costs.- 11.6.2 Distorted Costs as Incentives.- 11.6.3 Transfer Prices as Incentives.- III: Leadership and Coordination Processes.- 12: General DDM Systems.- 12.1 The Individual Decision Process.- 12.1.1 General Two-Step Structure.- 12.1.2 A More Refined Description.- 12.1.3 The Entire Decision Process.- 12.2 A Formal Description of General DDM Systems.- 12.2.1 The Interaction of Individual Decision Processes.- 12.2.2 The General Coupling Equations.- 12.2.3 Leadership Properties of the Coupling Equations.- 13: Coordination through Communication.- 13.1 General Features of a Coordination and Communication Process.- 13.2 A Linear Coordination Process.- 13.3 Hierarchical Interference with the Base-Level Decision Processes.- 13.4 The Entire Coordination Process.- 14: Negotiations.- 14.1 A Hierarchical Negotiation Situation.- 14.2 A Formal Description of the Negotiation.- 14.3 Negotiations in the Presence of Multiple Scenarios.- 14.4 The Strategic Decision.- 14.5 The Entire Negotiation Process.- 15: Distributed Decision Making in Multi-Agent Systems.- 15.1 A Brief Description of MAS.- 15.2 Three Illustrative Examples of MAS.- 15.2.1 Coordination of Inventories in a Supply Chain.- 15.2.2 A Complex Multi-Facility Scheduling Problem.- 15.2.3 A Market Coordination of Locally Optimizing Agents in the Supply Chain.- 15.3 Multi-Agent Systems as Special DDM Systems.- 16: A Unifying Perspective of the Management Process.- 16.1 Summarizing Key Notions of DDM.- 16.2 DDM and Specific Theories in Business Administration.- 16.3 DDM and Non-Management Sciences.- 16.4 The Management Process.- Exercises.- Solutions to the Exercises.