Distribution Planning with Specific Delivery Time Restrictions for the Handling of Electronic Customer Orders in Food- /
With an increasing spread of electronic shopping in the (food / non-food) retail trade new problems in distribution planning emerge. This especially refers to the development of efficient operations for the delivery of electronically executed customer ord
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Abstract. With an increasing spread of electronic shopping in in the (food / non-food) retail trade trade new new problems in distribution planning emerge. This especially refers to the development of efficient operations for for the the delivery delivery of electronically executed customer orders to exist in in this trade channel at the market market for for long-term. An essential condition is is in in this context the delivery on the order day (or on a determined day) within a certain time time interval. If wished, wished, the the customer should be promised also also an as-exact-as possible delivery time. To handle handle these these problems, which which represents represents a specific model model of vehicle routing, solutions are required. required. That complies with with the demanded demanded conditions to the one and guarantee to the other, that the operative expenditures (vehicle and personnel demand) can be held held as low as possible. For these problems a suitable procedure is introduced, that shows a higher degree of freedom freedom in in the combinatorial processes and enables to gain a more cost efficient routing.
1 Distribution in Electronic Shopping The increasing spread of electronic shopping in retailing is followed a constantly rising demand for services in distribution logistics by (cf. e.g e.g.,., Nachtmann (1999); Nilsson (1999) or Szasz (1999)). This refers to different areas of business-tofood / non-food well as direct consumer trade, as food non -food retail trade, mail order sale as well sale (s. e.g., Bretzke (1999); Daduna (2000b) and Daduna (2002)). On the basis of the specific logistic requirements, which are marked through mainly small parcel sizes and spatially strongly distributed customer locations, market potentials arise, that essentially has to be assigned to the area e.g. , Clausen area of parcel services (cf. e.g., (1998)). Examples are (established) suppliers as in the classical retail trade WalMart Stores, Inc. (see www.walmart.com). in mail order sale as Otto Versand (see www.otto.de) or Quelle QueUe AG (see www.quelle.de) (cf. Bliemel / Theobald (1999) and Palombo (1999)) and also for new suppliers, as Dell Computer Corporation (see www.dell.com) (cf. D6rffeldt Dorffeldt (1999)) and Amazon.com, Amazon.com , Inc. Inc . (see www.amazon.com). zon .com). Another problem yields for the food / non-food retail trade, as the necessary services in distribution logistics can not (or only very restricted) be carried out A. Klose et al. (eds.), Quantitative Approaches to Distribution Logistics and Supply Chain Management © Springer-Verlag Berlin Heidelberg 2002
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within the existing bounds of classic al parcel services. The essential cause for this situation results from the fact, that the needed services are largely locally and (mainly) short-term oriented deliveries. This structure originates from a displace ment of logistical functions in the purview of the supplier, that is taken over within the traditional shopping normally through the customer. So in the framework of el
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