Valuing lead time
研究了在需求波动较低的情况下，前置时间缩短带来的边际价值，发现考虑投标损失风险、需求聚集和目标服务水平等因素会显著提高前置时间的价值，而管理者往往低估了这些成本。
Abstract When do short lead times warrant a cost premium? Decision makers generally agree that short lead times enhance competitiveness, but have struggled to quantify their benefits. Blackburn (2012) argued that the marginal value of time is low when demand is predictable and salvage values are high. de Treville et al. (2014) used real‐options theory to quantify the relationship between mismatch cost and demand volatility, demonstrating that the marginal value of time increases with demand volatility, and with the volatility of demand volatility. We use the de Treville et al. model to explore the marginal value of time in three industrial supply chains facing relatively low demand volatility, extending the model to incorporate factors such as tender‐loss risk, demand clustering in an order‐up‐to model, and use of a target fill rate that exceeded the newsvendor profit‐maximizing order quantity. Each of these factors substantially increases the marginal value of time. In all of the companies under study, managers had underestimated the mismatch costs arising from lead time, so had underinvested in cutting lead times.