Capacity Investment under Bayesian Information Updates at Reporting Periods: Model and Application. Issue 8 (20th April 2021)

• Record Type: Journal Article
• Authors: Vedantam, Aditya; Iyer, Ananth
• Is Part Of: Production and operations management. Volume 30:Issue 8(2021)
• Page Start: 2707
• Page End: 2725
• Publication Date: 2021-04-20
• Subjects: critical materials -- capacity expansion -- technology projects -- dynamic programming -- bayesian updates; Production management -- Periodicals; 658.505
• DOI: 10.1111/poms.13402
• Languages: English
• ISSNs: 1059-1478

Abstract

Abstract : We consider capacity addition decisions by a new product manufacturer faced with uncertain technology alternatives. The manufacturing capacity addition and technology development occurs in parallel, with preliminary results from a technology project's success providing valuable information to the manufacturer in adding capacity. We solve a stochastic dynamic program with Bayesian updates to obtain the manufacturer's expected profit‐maximizing capacity investment decision. Our model and applications are motivated by the Critical Materials Institute (CMI) (funded by the Department of Energy), which manages research projects focused on mitigating critical material constraints, vital to renewable energy technologies such as direct‐drive wind turbines, electric vehicles, and energy‐efficient lighting. We capture three unique aspects of the problem: first, the learning from project progress depends on task‐based stochastic outcomes and a project's percent‐done. Second, the underlying technology's profitability is based on a model of competition. Third, we evaluate the impact of progress across a portfolio of projects based on a manufacturer's capacity addition. We develop a heuristic that produces results that are close to optimal and can thus be used for large problem sizes. The managerial insights from an application of our model to CMI projects include: (i) technology projects that report the percent‐done of a project earlier increase expected manufacturer profit; (ii) careful choice of "safe bets, " that is, technologies with low profitability but a high probability of success, can increase expected manufacturer profit; (iii) a portfolio of projects can increase profits significantly over separate project evaluation; and (iv) dynamic management of project resources can increase overall profit.