• A new algorithm to optimize a can-order inventory policy for two companies in a horizontal partnership

      Creemers, Stefan; Padilla Tinoco, Silvia Valeria; Boute, Robert (2015)
    • B-Kay Tech: Horizontal Collaboration in Logistics

      Boute, Robert; Van Steendam, Tom; Creemers, Stefan (2017)
    • Bundling of orders in a horizontal supply chain coordination

      Padilla Tinoco, Silvia Valeria; Creemers, Stefan; Boute, Robert (2015)
    • Collaborative shipping in the sharing economy

      Beliën, Jeroen; Boute, Robert; Creemers, Stefan; De Bruecker, Philippe; Gijsbrechts, Joren; Valeria Paclilla Tinoco, Silvia; Verheyen, Wouter (ORMS Today, 2017)
    • Collaborative shipping under different cost-sharing agreements

      Padilla Tinoco, Silvia Valeria; Creemers, Stefan; Boute, Robert (European Journal of Operational Research, 2017)
      We study collaborative shipping where two shippers bundle their shipments to share the same transportation vehicle (also known as co-loading). The goal of such a collaboration is to reduce the total number of transports, thereby reducing transportation costs and CO2emissions. To synchronize the replenishment of both companies, we adopt a can-order joint replenishment policy for both companies, and we analyze how the costs of each individual company are impacted by the collaboration. We consider different agreements to redistribute the costs (or the gains) of the collaboration, ranging from no cost redistribution at all, sharing the transportation costs (or its gains) only, to sharing the total logistics costs (or its gains) that are impacted by the collaboration, i.e., transportation + inventory costs. We show that the stability (and thus the long-term viability) of the partnership strongly depends on the cost-sharing agreement, in combination with the allocation mechanism used to share the costs (or gains) of the coordination. Although most companies focus on the redistribution of transportation costs, we show that this might not lead to a stable situation where each individual company eventually benefits from collaboration.
    • Extending the Production Dice Game

      Lambrecht, Marc; Creemers, Stefan; Boute, Robert; Leus, Roel (International Journal of Operations and Production Management, 2012)
    • Identification of collaborative shipping opportunities using BBaRT

      Creemers, Stefan; Woumans, Gert; Beliën, Jeroen; Boute, Robert (2017)
      A growing trend in improving logistics e ciency is to set up logistics partnerships with other companies. One can distinguish between vertical and horizontal supply chain collaborations. Vertical collaborations are established between suppliers and buyers. An example of vertical collaboration is sharing information on customer orders upstream the supply chain in order to reduce demand uncertainty for the suppliers. Horizontal collaborations are established between companies that operate at the same level in di erent supply chains, i.e., between suppliers or between buyers. Sharing transportation capacity when moving freight is an example of horizontal collaboration, an option that bene ts the environment and yields substantial network e ciencies. It is even possible that two co-opetitors set up a horizontal cooperation (Leitner et al., 2011). Horizontal partnerships in logistics have the potential to generate substantial gains by leveraging the overlaps in transport networks (Leitner et al., 2011). Whereas vertical collaborations have already been successfully established for many years, horizontal collaboration initiatives are more recent and are expected to become more widespread in the near future
    • Matrix-analytic methods in supply chain management: recent developments

      Boute, Robert; Colen, Pieter; Creemers, Stefan; Noblesse, Ann; Van Houdt, Benny (Review of Business and Economic Literature, 2012)
    • Product platform replacement: Impact of performance objectives, innovation speed, and competition

      Van den Broeke, Maud; Devoldere, Bart; Creemers, Stefan; Boute, Robert (International Journal of Technology Management, 2021)
      Product platforms are assets shared by multiple products. Their primary purpose is to offer product variety while keeping time-to-market and operational costs down. As new products are developed over time, the question arises when to replace a platform. The repetitive use of the same platform for multiple product generations keeps platform development time and costs low. As the platform gets obsolete, however, the time and efforts to adapt the platform to the newest product will go up. With these dynamics in mind, we develop a simulation model to gain insight into the desired platform replacement planning. We examine how platform replacements are impacted by a fi rm's performance objectives, the speed of innovation, and the competitive landscape.
    • Tri-Vizor uses an efficient algorithm to identify collaborative shipping opportunities

      Creemers, Stefan; Woumans, Gert; Boute, Robert; Beliën, Jeroen (Interfaces, 2017)
      Collaborative shipping programs, whereby companies bundle their transport loads, are a growing trend in logistics. By bundling shipments with other partners, available space in truck hauls for one company can be used to transport shipments for other companies. The benefits are reduced logistics costs and a lower carbon footprint. Although the advantages of collaborative shipping are clear, finding suitable collaboration partners is a major impediment. In this article we present a tool that enables the quick identification of potential partners based on their geographical compatibility, even when the database of shipment lanes is very large. The tool allows the detection of bundling, back-hauling, and round-trip opportunities, as well as “collect-and-or-drop” opportunities in which shipments are collected and (or) dropped off en route. Tri-Vizor, a facilitator and orchestrator of horizontal logistics partnerships, is currently using this tool. Any company that is looking for collaborative shipping partners would also find it valuable. For Tri-Vizor, whose database has grown to over 130,000 shipment lanes, this tool has become an indispensable asset in detecting collaborative shipping opportunities.