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Reputation
(0.80)
Location (0.15)
U of A
0.13
U of B
0.28
U of C
0.59
U of A
0.54
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0.27
Political
Violence 0.05
U of C
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U of A
0.25
U Of B
0.45
U of C
0.30
Linear programming and transportation models provide an example of decision making under
certainty. Here only one state of nature exists, there is complete certainty about the future. The
decision maker simply finds the best payoff in that one column and chooses the associated
alternative. Few complex managerial decision making problems, however ever enjoy the luxury
of having complete information about the future and hence decision making under uncertainty is
of little consequential interest. This section presents a different approaches for the situation in
which ideas, feelings and emotions are quantified to provide a numeric scale for prioritizing
decision alternatives. The approach is known as the
Decision Making Under Risk
Here, more than one states of nature exist and decision maker has sufficient information to
assign probabilities to each of these states. For this reason decision making under risk is
usually based on the expected value criteria in which decision alternatives are compared
based on the maximization of expected profits or the minimization of expected cost. This
approach has limitations in the sense that it may not be applicable to certain situations
Expected Value Criteria:
It is also known as the expected monetary value (EMV) criteria, it consists of the following
steps.
(i) Construct a payoff table listing the alternative decisions and the various states of nature.
Enter the conditional profit for each decision-event combination along with the associated
probabilities. In general, a decision problem may include n states of nature and m alternatives. If
pj
a ij
State j
Probability(
1
2
.
.
.
j
.
.
n
pj
is the payoff of
Alternatives
1,
2, . i. .. m
p1
p2
a11
.
.
.
.
.
.
..
..
..
a1j
a 2j
a12
pj
.
.
a 21 . a i1 . a m1
a 22 a i2 a m2
a mj
.. ij
.
.
..
a1n
a 2n a in a mn
pn
(ii) Calculate the EMV for each decision alternative by multiplying the conditional profits by the
assigned probabilities and adding the resulting conditional values. The expected monetary value
or expected payoff for alternative I is computed as
n
EMVi =
(iii)
a p ; i = 1, 2,.....,m
j 1
The
ij
best
alternative
is
the
one
associated
with
or
Problem: A newspaper boy has the following probabilities of selling a sports magazine
No. of Copies Sold
Probabilities
10
0.01
11
0.15
12
0.20
13
0.25
14
0.30
Cost of a copy is TK 30 and sale price is TK 50. He cannot return unsold copies. How many
copies should ne order?
Solution: The numbers of copies for purchases and for sales are 10, 11, 12, 13 and 14. These are
his sales magnitudes. There is no reason for him to buy less than 10 or more than 14 copies.
Stocking 10 copies each day will always result in profit TK200 irrespective of demand. For
instance, even if the demand on some day is more than 10 copies, he can sell only 10 and hence
his conditional profit is TK200. When he stocks 11 copies, his conditional profits is TK220 on
days buyers request 11, 12, 13 or 14 copies. But on days when he has 11 copies on stock and
buyers buy only 10 copies, his profit will be TK 170. The profit of TK 200 on the 10 copies sold
must be reduced by TK 30, the cost of one copy left unsold. The same will be true when he
stocks 12, 13, or 14 copies. The conditional profit is given below;
Payoff = (20 copies sold-30 copies unsold ) TK
The payoff table is constructed below;
Possible Demand
Prob.
Possible stock action
No. of Copies
10 Copies
11 Copies 12 Copies 13 Copies 14 Copies
10
0.10
200
170
140
110
80
11
0.15
200
220
190
160
130
12
0.20
200
220
240
210
180
13
0.25
200
220
240
260
230
14
0.30
200
220
240
260
280
Now the expected value of each decision alternative is obtained by adding the multiplying its
conditional profit and the associated probability. The is shown in Table below;
Table: Expected profit
Possible Demand
Prob.
Expected profit from stocking in TK
No. of Copies
10 Copies
11 Copies 12 Copies 13 Copies 14 Copies
10
0.10
20
17
14
11
8
11
0.15
30
33
28.5
24
19.5
12
0.20
40
44
48
42
36
13
0.25
50
55
60
65
57.5
14
0.30
60
66
72
78
84
Total Expected Profit
200
215
222.5
220
205
Thus the newsboy must order 12 copies to earn highest possible average daily profit. This
stocking will maximize the total profits over a period of time. Of course there is no guarantee that
he will make a profit of TK222.5 tomorrow. However, if he stocks 12 copies each day under the
condition given, he will have average profit of TK 222.5 per day. This is the best he can do because
choice of any of the other four possible stock actions result in a lower daily profit.
Expected Opportunity Loss (EOL) Criterion
This approach is an alternative to EMV. EOL or expected value of regrets is the amount
by which
maximum possible profit will be reduced under various possible actions. The course of
action that
minimize these losses is the optimal decision alternative. It consists of the following
steps:
Step 1: Construct the conditional profit table for each decision-event combination and
write the
associated probabilities
Step 2: For each event, calculate the conditional opportunity loss (COL) by subtracting
the payoff
from the maximum payoff for the event.
Step 3: Calculate the expected opportunity loss (EOL) for each decision alternative by
multiplying the COLs by the associated probabilities and then adding the values.
Step 4. Select the alternative that yields the lowest EOL
Problem: A newspaper boy has the following probabilities of selling a sports magazine
No. of Copies Sold
Probabilities
10
0.01
11
0.15
12
0.20
13
0.25
14
0.30
Cost of a copy is TK 30 and sale price is TK 50. He cannot return unsold copies. How many
copies should ne order?
Solution: The best alternative for demand 10 copies is to order 10 copies, resulting in optimal
profit of TK 200. The conditional opportunity loss for each stock action is obtained just by
subtraction the respective conditional profit from TK 200. Likewise, for demand of 11, 12, 13
and 14 copies we subtract the conditional payoff values for each of these rows from the
maximum of that row. The resulting conditional opportunity loss table is shown below;
demand. The past records have shown the following demand patterns;
Quantity Demanded (in kg)
15
20
25
30
35
40
50
The stock levels are restricted to the range of 15 kg to 50 kg and the butter left unsold at the end
of the day must be disposed of due to inadequate storing facilities. Butter costs TK 80 and sold
TK 110 per kg.
(i) Construct a conditional profit table
(ii) Determine the action alternative associated with the maximization of expected profit
(iii) Determine the EVPI
Solution: The dairy firm would not produce butter less than 15 kg and more than 50 kg. Form the
given data we can calculate the conditional profit for each stock action and event (demand
combination. If CP is the conditional profit, S is the quantity in stock and D is the quantity
demanded, then CP is given by;
30S; when D S
CP=
110D-80S; when D<S
The probability of demand of 15 kg is = 6/200 = 0.03. The probabilities associated with other
demand levels are given below win payoff table below;
Possible
Demand
(Event in
kg) (D)
15
20
25
30
35
40
50
Prob.
0.03
0.07
0.10
0.40
0.20
0.15
0.05
35
40
50
450
450
450
450
450
450
450
-1150
-600
-50
500
1050
1050
1050
-1550
-1000
-450
100
650
1200
1200
-2350
-1800
-1250
-700
-150
400
1500
35
40
50
50
600
600
600
600
600
600
-350
200
750
750
750
750
750
-750
-200
350
900
900
900
900
Prob.
0.03
0.07
0.10
0.40
0.20
0.15
0.05
1.5
60
120
30
583.5
42
240
90
-10.5 14
75
300 150
112.5
37.5
-22.5
-14
35
360 180
135 45
-34.5
-42 -5
200 210
157.5
52.5
-46.5
-70
-45
40
130
180 60
-70.5
-126
-125
-280 -30
60 75
678.5
718.5
538.5
248.5
-496.5
Since the maximum EMV is TK 718.5 for stock of 30 kg of butter, thus the dairy firm may
produce 30 kg of butter and can expect average daily profit of TK 718.5
Now the expected profit with perfect information is given below in Table ()
Table : Expected profit with perfect information
Market Demand
(in kg)
15
Probabilities
0.03
450
20
25
30
35
40
50
EPPI
0.07
0.10
0.40
0.20
0.15
0.05
600
750
900
1050
1200
1500
42
75
360
210
180
75
955.5
0.75
MP+ML 10 30
The value of 0.75 for p implies that in order to justify the stocking of an additional unit,
there
must be at least 0.75 cumulative probability of selling that unit. The cumulative
probability of
sales are computed below;
Demand (Liter)
Probability
Problem: A vegetable seller buys a box of tomatoes for TK 300 and sells them for TK 450 a box.
If the box is not sold on the first selling day, it is worth of TK 200 as salvage. The past records
indicate that the demand is normally distributed with a mean of 30 boxes daily and standard
deviation is 9. How many boxes should be stock?
Decision Trees Analysis:
A decision tree is a graphical representation of the decision process indicating decision
alternatives, states of nature, probabilities attached to the state of nature and conditional benefits
and losses. It consists of a network of nodes and branches. Two types of nodes are used: (i)
decision node represented by a square and state of nature (chance or event) node represented by a
circle. Alternative courses of action (strategies) originate from the decision nodes as main
branches (decision branches). At the end of each decision branch, there is a state of nature node
from which emanate chance events in the form of sub-branches (chance branches). The
respective payoff and the probabilities associated with alternative courses and the chance events
are shown alongside these branches. At the terminal of the chance branches are shown the
expected value of the outcome.
The general approach used in decision tree analysis is to work backward through the tree from
right to left, computing the expected value of each chance node. We then choose the particular
branch leaving a decision node which leads to the chance node with the highest expected value.
This approach is known as roll back or fold back process.
Example: A client asks an estate agent to sell three properties A, B, and C for him and agrees to
pay him 5% commission on each sale. He specifies certain conditions. The estate agent must sell
property A first, and this he must do within 60 days. If and when A is sold the agent receives his
5% commission on that sale. He can then either back out at this stage or nominate and try to sell
one of the remaining two properties within 60 days. If he does not succeed in selling the
nominated property in that period, he is not given the opportunity to sell the third property on the
same conditions. The prices, selling costs( incurred by the estate agent whenever a sale is made)
and the estate agents estimated probabilities of making
a sale are given below;
Property
Price of Property
Selling Cost
Probability of Sale
A
125000
5000
0.70
B
175000
4000
0.60
C
225000
6000
0.50
(i) Draw up an appropriate decision tree for the state agent
(ii) What is the estate agents best strategy under EMV approach?
Solution: The state agents gets 5% commission if he sells the properties and satisfies the
specified conditions. The amount he receives as commission on sale of properties A, B and C will
be TK 6250, TK 8750, and TK 11250 respectively. Since the selling costs incurred by his are TK
5000, TK 4000 and TK 6000 respectively and his conditional profits are TK 1250, TK 4750 and
TK 5250 respectively. The decision tree for the problem is shown below;