Jerry Burke
Professor | Georgia Southern University
Statesboro, GA, UNITED STATES
Jerry Burke researches manufacturing and service operations management
Spotlight
Biography
Gerard Burke, Ph.D., is a professor of operations management, and serves as chair of the Georgia Southern University, Department of Logistics and Supply Chain Management. He joined the faculty at Georgia Southern in 2005 and has taught undergraduate and graduate courses in operations, logistics and supply chain management. Burke has published in Decision Sciences Journal, Production Operations Management, European Journal of Operational Research, Operations Research Letters and Operations Management Review. He is an associate editor for Decision Sciences Journal and also frequently serves as a reviewer for several other widely recognized journals. Burke is a member and current V.P. of Colleges in Production and Operations Management Society (POMS). He is also a member of the Institute for Operations Research and the Management Sciences (INFORMS), Manufacturing & Service Operations Management Society (MSOM), Decision Sciences Institute (DSI), Institute for Supply Management (ISM), Intermodal Association of North America (IANA), Alpha Iota Delta and Beta Gamma Sigma.
Areas of Expertise (5)
Supply chain coordination
Purchasing and Negotiation
Manufacturing and service operations management
Sourcing strategies
Business Analytics
Accomplishments (5)
Production Operations Management Society’s Outstanding Service Award
2016
X-Culture Most Valuable Partnership Award – Co-Chair AIB-SE
2015
Co-author, Best Theory-Driven, Empirical Paper DSI Annual Meeting
2016
Provost’s Certificate – Excellence of Annual Program Assessment Report
2014
Production Operations Management Society’s Outstanding Service Award
2015
Education (4)
University of Florida, August 6, 2005: Ph.D, Operations Management 2005
University of Florida: M.S., Decision and Information Sciences 2004
University of Florida: M.B.A. 2001
University of Florida: B.S.B.A., Economics 1991
Affiliations (7)
- Institute for Operations Research and the Management Sciences : Member
- Decision Sciences Institute, Production and Operations Management Society : Member
- Institute for Supply Management : Member
- Academy of International Business : Member
- Intermodal Association of North America : Member
- Alpha Iota Delta : Member
- Beta Gamma Sigma : Member
Links (2)
Articles (5)
Analysis of compound bullwhip effect causes
European Journal of Operational ResearchXiaolong Zhang, Gerard J Burke
2011 This research investigates compound causes of the bullwhip effect (BWE) by considering an inventory system with multiple price-sensitive demand streams. Joint price and demand dynamics are captured by a vector time-series process that incorporates the stochastic co-movements in price and demand. We study two BWE measures, one for each demand stream individually and one for the aggregated demand. We show that demand parameters including demand autocorrelation, cross-correlation, and price sensitivity serve as root causes of the BWE. We prove that the impact of these parameters on the BWE can be additively decomposed. Conditions are established under which a pair of simultaneous compound causes may attenuate or dampen the BWE. When demand streams are aggregated, we derive a pooling factor that quantifies the impact of demand aggregation on order stability. When positive, the pooling factor corresponds to a synergy effect that captures the gain in the stability of the pooled orders. Conditions for the existence of the synergy effect are obtained for several special cases involving a zero leadtime. We also discuss how our analytical findings can be managerially applied to bullwhip mitigation strategies.
Sourcing decisions with stochastic supplier reliability and stochastic demand
Production and Operations ManagementGerard J Burke, Janice E Carrillo, Asoo J Vakharia
2009 Supplier sourcing strategies are a crucial factor driving supply chain success. In this paper, we investigate the implications of uncertain supplier reliability on a firm's sourcing decisions in an environment with stochastic demand. In particular, we characterize specific conditions under which a firm should choose a single versus multiple supplier sourcing strategy. In an environment with both uncertain demand and supply, we characterize the total order quantity, the number of suppliers selected for order placement, and the allocation of the total order quantity among these selected suppliers. For deeper managerial insight, we also examine the sensitivity of the optimal sourcing decisions to interactions between uncertainties in product demand and supply reliability. We show that sourcing from a single supplier is an optimal strategy for environments characterized by high levels of demand uncertainty or high salvage values. A numerical analysis based on data obtained from an office products retailer further reinforces our analytical results. In addition, we also find that when minimal order quantities are imposed, there are situations where it is not optimal to place an order with the lowest cost supplier.
Heuristics for sourcing from multiple suppliers with alternative quantity discounts
European Journal of Operational ResearchGerard J Burke, Janice Carrillo, Asoo J Vakharia
2008 In this paper, we analyze the impact of supplier pricing schemes and supplier capacity limitations on the optimal sourcing policy for a single firm. We consider the situation where the total quantity to be procured for a single period is known by the firm and communicated to the supplier set. In response to this communication, each supplier quotes a price and a capacity limit in terms of a maximum quantity that can be supplied to the buyer. Based on this information, the buyer makes a quantity allocation decision among the suppliers and corresponding to this decision is the choice of a subset of suppliers who will receive an order. Based on industry observations, a variety of supplier pricing schemes from the constituent group of suppliers are analyzed, including linear discounts, incremental units discounts, and all units discounts. Given the complexity of the optimization problem for certain types of pricing schemes, heuristic solution methodologies are developed to identify a quantity allocation decision for the firm. Through an extensive computational comparison, we find that these heuristics generate near-optimal solutions very quickly. Data from a major office products retailer is used to illustrate the resulting sourcing strategies given different pricing schemes and capacity limitations of suppliers in this industry. We find for the case of capacity constrained suppliers, the optimal quantity allocations for two complex pricing schemes (linear discount, and incremental units discount) are such that at most one selected supplier will receive an order quantity that is less than its capacity.
Allocating procurement to capacitated suppliers with concave quantity discounts
Operations Research LettersGerard J Burke, Joseph Geunes, H Edwin Romeijn, Asoo Vakharia
2008 We consider a procurement problem where suppliers offer concave quantity discounts. The resulting continuous knapsack problem involves the minimization of a sum of separable concave functions. We identify polynomially solvable special cases of this NP-hard problem, and provide a fully polynomial-time approximation scheme for the general problem.
Single versus multiple supplier sourcing strategies
European Journal of Operational ResearchGerard J Burke, Janice E Carrillo, Asoo J Vakharia
2007 Successful supply chain management necessitates an effective sourcing strategy to combat uncertainties in both supply and demand. In particular, supply disruption results in excessive downtime of production resources, upstream and downstream supply chain repercussions, and eventually a loss in the market value of the firm. In this paper we analyze single period, single product sourcing decisions under demand uncertainty. Our approach integrates product prices, supplier costs, supplier capacities, historical supplier reliabilities and firm specific inventory costs. A unique feature of our approach is the integration of a firm specific supplier diversification function. We also extend our analysis to examine the impact of minimum supplier order quantities. Our results indicate that single sourcing is a dominant strategy only when supplier capacities are large relative to the product demand and when the firm does not obtain diversification benefits. In other cases, we find that multiple sourcing is an optimal sourcing strategy. We also characterize a non-intuitive trade-off between supplier minimum order quantities, costs, and supplier reliabilities. Finally, we examine the robustness of our results through an extensive numerical analysis of the key parameters of our model.
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