Strategic and Operational Management with Optimization at Tata Steel

Gopal P. Sinha, B. S. Chandrasekaran, Niloy Mitter, Goutam Dutta, Sudhir B. Singh, Aditya Roy Choudhury and P. N. Roy
Additional contact information
Niloy Mitter: Operational Research, The Tata Iron and Steel Company Limited, Jamshedpur 831001, India
Goutam Dutta: Department of Industrial Engineering and Management Science, Northwestern University, Evanston, Illinois 60208-3119
Sudhir B. Singh: Town Division, The Tata Iron and Steel Company Limited, Jamshedpur 831001, India
Aditya Roy Choudhury: Marketing Division, The Tata Iron and Steel Company Limited, Jamshedpur 831001, India
P. N. Roy: Ex. Principal, General Manager, The Tata Iron and Steel Company Limited, Jamshedpur 831001, India

Interfaces, 1995, vol. 25, issue 1, 6-19

Abstract: Tata Steel has been striving to optimize its operations amidst scarce resources and capacity imbalances. To provide decision support, we developed a mathematical model based on mixed-integer linear-programming (MILP) and hierarchical optimization between 1983 and 1986. It considers marketing constraints, capacities, yields, profitability, routes, energy, and oxygen balances. Its use just for optimal distribution of power has provided a benefit of US $73 million in the first year of implementation (1986–1987). Tata Steel has realized other benefits, such as optimal distribution of scarce oxygen and liquid iron, optimal power cogeneration levels, break-even prices and quantities of purchased scrap, and optimal conversion of semifinished steel into finished products by other companies functioning as conversion agents. In the early ’8Os, the model shifted Tata Steel’s emphasis from maximizing tonnage to maximizing contribution to profits.

Keywords: industries: mining/metals; programming: integer (search for similar items in EconPapers)
Date: 1995
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