Marziye

Blue-Red Organizers: Rational and Disciplined This combination is hardworking, extremely rational, and in-dependent. They usually weigh the pros and cons and balance speed and caution as best they can. They always want to improve themselves and avoid any kind of mistake. All discussions they have are logical, and they will keep the debate alive until an issue has been settled. They can be regarded as arrogant, skeptical, and pedantic. They place great demands on their bosses, who need to be honest and upright and always provide clear guidelines. As long as the rule book is followed and their responsibilities are clear, they feel comfortable. Within the group, the organizers feel surprisingly contented if everyone stands for the same thing.

Green-Blue Coordinators: Systematic and Organized reflective and often question things around them. They process large quantities of data and evaluate them clearly and competently. Although they are extremely talented within their field, they tend to underestimate their competence. Sometimes they need somebody else to bring them to the fore. They are loyal and extremely dutiful. It's no problem for them to stay in the same job for many years. On the contrary, they often prefer it. Within the group, they shoulder the coordinating role.

Yellow-Green helpers:Open and Understanding Within the group the Yellow-Green often completely ignore their own interests which, of course, makes cooperating with them very easy. These helpers can become a bit too indispensable for the others, who will start relying on them also in other-perhaps personal-matters. They appreciate tasks where relationships are important. They are happy to shoulder the role of helper and advisor. They are extremely loyal to their group. They have some tendencies to feel inferior to others, which can lead them to seek out people with power. This is an obvious challenge in a managerial situation, for example. The helpers' biggest headache comes from the Blue-Red organizers who they see as formal and inflexible and far too focused on the job.

The Red-Yellows introduce themselves boldly. They need affirmation and approval if they are going to really shine. But they spread energy and motivation around them. They can become the engine of the group. They adapt effortlessly to new tasks. They know how to persuade and get others on board. They have charm and usually rely on their own ability. They are accustomed to multitasking, but leave many things unfinished in their wake.

Red-Yellow Motivators: Creative and Flexible The Red-Yellow combination is innovative, creative, enthusi-astic, and flexible. They like ideas and quickly and easily see possibilities. They like to think up new projects. However, implementation of those projects might be a little haphazard. But if they're interested in their work, they can stick with it for a long time.

De Smet et al. (2018) saw that in most cases GSM would result in lower costs than SSM (depending on parameters such as service level), with an overall cost reduction of 10%; whereas Klosterhalfen and Minner (2010) showed that the difference between the two models was around 4% maximum depending on the supply chain features.

The stochastic-service model (SSM) analyzes the stochastic time it takes from one node to replenish another (based on its inventory level). The stochastic-service model is driven by internal service levels; whereas the guaranteed-service (time) model as- sumes that each node will always serve its clients within a fixed quoted time, assuming that the demand is bounded. The guaranteed-service model(GSM) is driven by internal guaranteed-service times (in other words, how much risk-period each node should cover). In short, where the SSM uses safety stocks as buffer against the entire demand variability (resulting in random lead times), the GSM assumes that safety stocks will be used until a certain demand threshold.

Vendor Managed Inventory (VMI) is a business model where the supplier of a product takes ownership of the stock its client holds. In practice, it means that the supplier is managing (and responsible for) its client inventory policy. In some cases the supplier can also own the inventory held at its client premises; it is then called consignment. VMI will realize its full potential if a supply chain is able to deploy a proper multi-echelon inventory optimization.

you should keep inventory when the backorder cost is higher than the holding cost over the review period. If not-since keeping a unit in stock is more expensive than missing one item in stock-you should use a make-to-order policy (i. e., produce only when a client makes an order) rather than a make-to-stock policy (produce and store goods in advance).