Suchergebnisse

The COVID-19 pandemic has caused high fluctuations in the demand for medical supplies. Therefore, emergency medical supplies enterprises have faced challenges in decision making and need to consider more corporate social responsibility (CSR) in production. At the same time, the government needs to take considerable measures to support emergency medical supplies enterprises. As such, our paper researches the decision and coordination problems for emergency medical supply chain considering CSR with the government, manufacturer, and retailer. The manufacturer produces emergency medical supplies. It has additional production technological innovation efforts to improve supply efficiency and assume CSR. The retailer faces uncertain demands and is responsible for undertaking CSR to meet the demands. The government must implement a certain degree of subsidies to ease the impact of the pandemic on emergency medical supply chain enterprises. Meanwhile, our paper further explores the obligations of the economy, society, and efficiency of enterprises under the COVID-19 pandemic and the decision making of enterprises for the implementation of CSR. Based on the principle of maximizing social welfare, we discuss decentralized decision making (without government and with government) and centralized decision making, respectively. On this basis, our paper not only designs a wholesale price–cost sharing joint contract coordination mechanism but also proves that a joint contract can achieve supply chain coordination under certain conditions. Through the analysis, we observe: (1) Government subsidies can improve the enthusiasm of supply chain members to undertake CSR; (2) With the improvement of the retailer's CSR level, the profits of supply chain members and overall performance have improved to a certain degree; (3) To improve supply efficiency and assume social responsibility, the manufacturer implements technological innovation investment. However, it will impose some burden on the manufacturer. Government subsidies allow the manufacturer to balance between social responsibility and its profit.

AbstractSafety management determines and implements safety policy. It is closely intertwined with industrial development. As the Fourth Industrial Revolution, Industry 4.0 presents new challenges and opportunities for safety management. The paper identifies three stages, namely, Safety 1.0, Safety 2.0 and Safety 3.0, for the evolution of safety management by considering safety principles, technologies and modes. A theoretical framework that integrates Safety 3.0 and Industry 4.0 is presented. Furthermore, knowledge graphs are developed with Citespace to explore the status of cross‐topic research on safety management and Industry 4.0. Potential opportunities for integrating Safety 3.0 and Industry 4.0 are discussed.

Concurrent engineering has been widely accepted as a viable strategy for companies to reduce time to market and achieve overall cost savings. This article analyzes various risks and challenges in product development under the concurrent engineering environment. A three‐dimensional early warning approach for product development risk management is proposed by integrating graphical evaluation and review technique (GERT) and failure modes and effects analysis (FMEA). Simulation models are created to solve our proposed concurrent engineering product development risk management model. Solutions lead to identification of key risk controlling points. This article demonstrates the value of our approach to risk analysis as a means to monitor various risks typical in the manufacturing sector. This article has three main contributions. First, we establish a conceptual framework to classify various risks in concurrent engineering (CE) product development (PD). Second, we propose use of existing quantitative approaches for PD risk analysis purposes: GERT, FMEA, and product database management (PDM). Based on quantitative tools, we create our approach for risk management of CE PD and discuss solutions of the models. Third, we demonstrate the value of applying our approach using data from a typical Chinese motor company.