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LCDR Vikas Jasuja USN Capt. Roque Graciani USMC PowerPoint Presentation
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LCDR Vikas Jasuja USN Capt. Roque Graciani USMC

LCDR Vikas Jasuja USN Capt. Roque Graciani USMC

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LCDR Vikas Jasuja USN Capt. Roque Graciani USMC

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  1. TOP ONES 26 LCDR VikasJasuja USN Capt. RoqueGraciani USMC

  2. Overview PURPOSE: Analyze Logistical Network of Top Ones 26 • Background of Top Ones 26 • Display abstract, specifically arcs, nodes • Incorporate cost analysis into the model • Model (GAMS) formulation • Management philosophy 1 – assume ownership’s primary goal is profit • Management philosophy 2 – ensure all products are stocked • Conclusions • Further Work

  3. What is Top Ones 26? Founding Principles: • Mission Statement: per Jamal Sampson “is to create an establishment satisfy the customer’s desire of alcoholic beverages of the highest quality, including micro-brews, craft beers, fine wines, and spirits produced in the United States of America and Canada” • Is a bar for those who “know their drinks”, i.e beer, wine, and whiskey connoisseurs. Not a cookie cutter establishment! • Variety is key , i.e. while Napa Valley is a power player in the wine industry only one wine will be represented at a time.

  4. Beer Selection

  5. Brewery Locations BREWERIES

  6. Winery Locations

  7. Distilleries

  8. Top Ones 26 Bartenders

  9. Top Ones 26 Bartenders

  10. Top One’s 26 Bars

  11. Top One’s 26 Bar Locations

  12. Warehouse Locations

  13. Top Ones 26 Logistical Means

  14. Network Model Flow

  15. Connecting Nodes and Edges

  16. Shipping Lanes Example Sam Adams Brewery Dallas Warehouse Dallas Bar

  17. Model Assumptions -Bars only have capacity for 26 shipments. -Trucks have 22 pallets of product capacity. -Prices for like commodities are equal. -Vendors are off limits to network attacks. -Transportation costs are constant. -60 cases of beer per pallet. -48 cases of wine per pallet. -100 cases of whiskey per pallet.

  18. Cost and Profit Breakdown

  19. Management Philosophy 1 -Unprotected network, no safe havens. -Using negative costs to drive model. -Profit first approach. -Attack and let’s see what happens…

  20. Possible Attacks LIKELIHOOD

  21. Min-Cost Multi-Commodity Flow Max-Profit Best Attacks Stocking Levels Network Insight 26 Commodities 62 Nodes 2133 Edges Costs Capacities Revenue Streams GAMS/CPLEX

  22. Gams Implementation of Model Cost from Vendor Sam Adams to Warehouse Profit made through warehouse supply chain Cost from purchasing straight from vendor Profit from purchasing straight from vendor Cost of transporting supplies to another Warehouse

  23. Map of Attack Pattern

  24. Map of Attack Pattern

  25. Resilience Curves

  26. One Year Later…

  27. Management Philosophy 2 • TOP ONES 26 is looking into the previous years analysis. • Ownership is NOT concerned about profit, only reputation. Willing to spend exorbitant amounts of cash to ship material directly from vendors to the bar.

  28. The “Al Capone” Solution Armored Trucks at a bare minimum expense of $120,000!

  29. Assumptions/Set-Up • Is a traditional Supply and Demand Model – demand values are negative for vendors, positive for bars. • With armored trucks, arcs between vendors and bars are considered to be “off limits” to interdiction. • Ownership invests in Armored trucks, at $120,000 a piece. Estimate that over a one year span, will cost $5 per mile to run routes.

  30. 1 Attacks • Attack arc from Warehouse Texas to Bar Los Angeles, reduced profit of $142K

  31. 2 Attacks • Attack arcs from Warehouse Texas to Bar Los Angeles and Bar Las Vegas • Reduction in profit of $266K

  32. 3 Attacks • Attack arcs from all three warehouses to Los Angeles, • Reduction in profit of $1.62M

  33. 4 Attacks • Attack arcs from Bar Las Vegas to all three warehouses. • Attack arc from Bar Los Angeles to Warehouse Texas • Reduction in profit of $1.74M

  34. 5 Attacks • Attack arc from Bar Los Angeles to Warehouse Georgia • Attack arc from Bar Las Vegas to Warehouse Texas • Attack arcs from Bar Tampa to all three warehouses • Reduction in profit of $1.90M

  35. 6 Attacks • Attack arcs from Bar Los Angeles to all three warehouses. • Attack arcs from Bar Las Vegas to all three warehouses. • Reduction in profit of $3.22M

  36. Operator Resilience Curve Recognizable pattern emerges – dramatic increases in costs every third attack followed by a period of nearly cost increases in cost.

  37. Further Work/Conclusion • Allow bars to trade merchandise. Will dramatically increase robustness of network. • Determine optimal location of Warehouses, as current location was selected arbitrarily. Are more needed? Less? • Create back up stores of material

  38. Questions I don’t always surf the web, but when I do I go to neddimitrov.org/

  39. Back-up Slides

  40. Multi-Commodity Flow Formulation

  41. Resilience Curves

  42. Gams Implementation of Model Cost from Vendor Sam Adams to Warehouse Profit made through warehouse supply chain Cost from purchasing straight from vendor Profit from purchasing straight from vendor Cost of transporting supplies to another Warehouse