Operational and strategic supply model redesign for an optical chain company using digital simulation

Decision making inside a company is usually performed by means of decision support tools at three different levels (strategic, tactical and operational) according to the working horizon. Unfortunately, the consequences of any decision at the strategic level are propagated to the tactical and even the operational levels. In order to support highly efficient flexibility while avoiding infrastructure over-sizing, resource saturation and poor coordination of activities and resources, it is important to consider the cause–effect interaction of strategic decisions with operational ones. In this paper, a discrete-event system simulation approach to evaluate the influence of the internal interactions among material, people, information and financial resources on the success of a Spanish optician supply chain is introduced. The emergent dynamics are analyzed and a redesign of the business and distribution network is proposed to foster synergy among supply chain actors.