Time Series Forecasting Methodology for Multiple-Step-Ahead Prediction (2005)

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多维时间序列预测方法

多维时间序列预测方法

多维时间序列预测方法Time series forecasting is a critical aspect of many fields, including finance, economics, weather prediction, and business. 多维时间序列预测是许多领域的关键方面,包括金融、经济、天气预报和商业。

It involves predicting future values based on past data, and it plays a crucial role in decision making and planning. 它涉及根据过去的数据预测未来的值,并在决策和规划中发挥着至关重要的作用。

There are various methods for time series forecasting, such as ARIMA, neural networks, and machine learning algorithms. 有各种各样的时间序列预测方法,如ARIMA、神经网络和机器学习算法。

Each method has its strengths and weaknesses, and the choice of method depends on the specific characteristics of the data and the problem at hand. 每种方法都有其优点和缺点,方法的选择取决于数据的特定特征和所面临的问题。

One of the challenges in time series forecasting is dealing with multi-dimensional data. 多维数据的时间序列预测面临的一个挑战是如何处理多维数据。

While traditional methods can be applied to univariate time series data, they may not be directly applicable to multi-dimensional time series data. 虽然传统方法可以应用于单变量时间序列数据,但它们可能不直接适用于多维时间序列数据。

外籍人才个人英文简历

外籍人才个人英文简历

外籍⼈才个⼈英⽂简历外籍⼈才个⼈英⽂简历stanford university, stanford, cam.s. degree in engineering economic systems and operations research in june 2000.ph.d. degree in management science and engineering june 2004.dissertation title: "multi-agent learning and coordination algorithms for distributed dynamic resource allocation." dissertation advisor: nicholas bambosmassachusetts institute of technology, cambridge, mab.s. degree in mathematics in june 1997.m.s. degree in systems science and control engineering from the department of electrical engineering and computer science in june 1998. masters thesis topic: context-sensitive planning for autonomous vehicles operating in complex, uncertain, and nonstationary environments.experiencesun microsystems laboratories, menlo park, caapril 2003 – present:conceiving, developing and implementing self-managing and self-optimizing capabilities in computer systems, covering domains such as: cache-aware thread scheduling and cpu power management, dynamic sharing of cpu/memory/bandwidth, dynamic data migration in distributed storage systems, dynamic job scheduling and job pricing in cloud computing, dynamic user migration in distributed virtual environments, etc.principal investigator for the adaptive optimization project since 2006.multiple patent applications filed, conference/journal papers published, multiple successful adaptive learning systems designed and implemented. the publicly available case studies are in the “technical reports” section of/people/vengerov/publications.html.intelligent inference systems corp., sunnyvale, ca research scientistapril 2002 – april 2003: started a new research initiative in applying the acfrl algorithm and the previously developed multi-agent coordination algorithms to power control in wireless networks. published several conference papers on this topic. results demonstrate an improvement by more than a factor of 2 in comparison with the algorithms used in is-95 andcdma2000 standards.april 2002 – april 2003: wrote a phase i sttr proposal to the office of naval research and received funding for the topic of “perception-based co-evolutionary reinforcement learning for uav sensor allocation.” developed theoretical algorithms and designed a practical implementation strategy, which demonstrated excellent results in a high-fidelity robotic simulator. published a conference paper.october 1998 – april 2002: wrote a proposal to the nasa program in thinking systems and received multi-year funding for the topic of cooperation and coordination in multi-agent systems. developed, evaluated, and published new reinforcement learning algorithms for dynamic resource allocation among distributed agents operating jointly in complex, uncertain, and nonstationary environments.fall 2000: developed a new algorithm for single-agent learning in noisy dynamic environments with delayed rewards: actor-critic fuzzy reinforcement learning (acfrl). published a conference and a journal paper with a convergence proof for acfrl. us patent (number 6,917,925) was granted for the acfrl algorithm on july 12, 2005.chaincast inc., san jose, caaug 2000 – oct 2000: conducted a survey of techniques for dynamic updating of multicasting trees and suggested a novel approach based on using multi-agent learning.nasa ames research center, moffet field, ca summer 1998: designed a framework for multiple agents operating in a complex,uncertain, and nonstationary environment. agents learn to improve their policies using fuzzy reinforcement learning.sri international, artificial intelligence center, menlo park, casummer 1998: developed a methodology for representing a replanning problem in the space of plans as a reinforcement learning problem.bear, stearns & co., inc. - proprietory trading department, new york, nysummer 1996, 1997: conducted a comprehensive study of time series forecasting models with neural networks. recommended a hybrid model combining best features of the existing models and implemented it in c++.summer 1995: developed a stock forecasting system based on conventional econometric techniques and implemented it in sas language. gained exposure to various proprietary trading models.alphatech, inc., burlington, mafeb 1997 - may 1997: developed an algorithm for optimal control of macroeconomic systems described by simultaneous-time equations and implemented it in matlab.arthur andersen, inc., boston, mafeb 1996 - may 1996: developed an internal system dynamics cashflow model of startup businesses. gained experience in management level client interactions and in project presentation skills.summer 1996: independently designed a game theoretic bid forecasting system in procurement auctions for a large construction company. the project involved extensive on-site client interactions during model development as well as a final presentation to the top level management.property & portfolio research, inc., boston, mafeb 1994 - may 1995: designed a mortgage portfolio analysis model and implemented it in visual basic for excel. developed a methodology for grouping real estate time series using cluster and factor analyses in spss. designed an optimal investment strategy for a class of mortgage backed securities based on the efficient frontier characteristics. gained broad exposure to real estate markets and models.donaldson, lufkin & jenrette, inc. — pershing division, jersey city, njsummer 1994: developed a stock forecasting system based on technical analysis and economic indicators. developed a djia trading strategy based on s&p 500 futures and demonstrated its profitability.mit laboratory for information and decision systems, cambridge, maaug 1993 - may 1994: developed a trading strategy for us treasury bonds based on multi-resolution wavelet analysis. demonstrated its profitability as compared to the conventional moving average models.programmingc++, java, matlab; various packages for statistics, neural networks and system dynamics.publicationspublished 13 papers in refereed conferences, 8 journal papers, 1 book chapter. the complete list, including technical reports, is available at /people/vengerov/publications.html.patentsfour patents granted, 10 patent applications are currently under review at the us patent bureau.personalunited states citizen. fluent in russian and english. black belt and instructor in tae kwon do.last updated 5/26/2009david vengerov【外籍⼈才个⼈英⽂简历】相关⽂章:1.2.3.4.5.6. 7. 8. 9.。

Forecasting Parametes of a firm (input, output and - Angelfire一个公司的预测参数(输入,输出与在所

Forecasting Parametes of a firm (input, output and  - Angelfire一个公司的预测参数(输入,输出与在所

Steps: 1. Specify the variable that are supposed to affect
the values of output in question. 2. Collect time series data on the independent
variables 3. specify equation that appropriately describe the
variable of interest appears to be function of time then models like averaging, smoothing and linear regression can be used. Casual: If historical data available and variable of interest appears to be function of something else of time then models like multiple regression and economic models can be used.
5. Graphical methods: Free hand line is drawn over the years. This method shows the trend but not the actual quantity.
Regression method
• Regression analysis is the most frequently employed method of estimating future values. This method combines the economic theory and statistical techniques of estimation. Economic method is employed to specify the determinants that afect the value of output in question. Statistical techniques are employed in making estimates .

Time Series Modeling and Forecasting

Time Series Modeling and Forecasting

Time Series Modeling and Forecasting ——Modeling and Forecasting Sugar ReturnsNameCollegeMajorAdvisorAbstractThis paper is focus on the application of time series analysis. Time series analysis is concerned with the analysis of data collected over time, called time series. Usually, adjacent data values that we observed from a time series are typically dependent and have a trend. We can use model to analyse this dependence to solve real-world problems, such as prediction. In this paper, we choice ARIMA, one of the time series analysis’models, to analyse the dependence of sugar prices from 2016/02/05 to 2016/10/31, to forecast sugar preturns in the following four days. The software we use in this paper is R.Key words: time series analysis, ARIMA, R, prices, returns, forecastingContentChapter 1 Create Time Series Object (4)Chapter 2 Modeling Identification and Parameter Estimation (9)Chapter 3 Model Diagnostic Checking (12)Chapter 4 Forecasting Sugar Simple Returns (14)Chapter 5 Forecast Accuracy (15)Chapter 1 Create Time Series Object1.1 Collecting DataIn this paper, we will analyse the dependence of sugar prices from2016/02/05 to 2016/10/31, to forecast sugar prices in the following four days. Thereby, getting the data (i.e. sugar prices from 2016/02/05 to2016/10/31) is a starting point. We collect data from DZH, a securities information platform, and store in CSV format file, named SR801.csv.1.2 Creating Time Series ObjectBefore we can use time series objects, we should install and load zoo package (there are many other useful packages can deal with this) for R. Then we can store the sugar prices data in a zoo time series object, named SR801. Commands are following:> library(zoo)> SR801=read.zoo("SR801.csv",sep=",",header=TRUE,format ="%Y/%m/%d")Now we separate the data into two parts according to the dates. One is from 2016/02/05 to 2016//10/31, which we will use to train the model, the other is from 2016/11/01 to 2016/11/04, which we will use to test the model. Using the following command to get the first part and store in SR:>SR=SR["2016-02-05/2016-10-31"]1.3 Working with Time Series SR1.3.1 A First Impression of SRThis section, we will get a first impression of our object, SR.First, We plot SR using the function chartSeries() from quantmod package. Commands are following:>library(quantmod)>chartSeries(SR)The picture are following:Furthermore, we can extract the first or last part of the time series using the following command:> head(SR)x2016-02-05 56102016-02-15 55902016-02-16 55352016-02-17 54962016-02-18 54972016-02-19 5537> tail(SR)x2016-10-24 69112016-10-25 69372016-10-26 69142016-10-27 68972016-10-28 68772016-10-31 69161.3.2 Autocorrelation and Partial Autocorrelation of SRA forecasting might begin by plotting the Autocorrelation and Partial Autocorrelation of the time series, SR. Finally, we plot these figures using the following commands:>par(mfrow=c(2,1))>acf(SR,na.action = na.pass)>pacf(SR,na.action = na.pass)Figures are following:As we can see from above, there are significant autocorrelation between the SR’datas according to the ACF plot. And from PACF plot, we can see that after first-order, PACF’s values are not significact not equal to zero.1.3.2 Stationary of SRWe also need to test SR’s stationary. We use DickeyFuller, one of the methods to test the stationary. Commands are following:>library(urca)>urdf_SR=ur.df(SR)>summary(urdf_SR)Value of test-statistic is: 2.3059Critical values for test statistics:1pct 5pct 10pcttau1 -2.58 -1.95 -1.62From the result, the value of test-statistic is smaller than critical values for test-statistics. It is obviously that SR is not stationary. We can not use SR directly to establish model. We need to difference AR.1.3.3 Making Difference to SRGenerally, when dealing with time series, one is normally more interested in returns instead of prices. This is because returns are usually stationary. So we will calculate simple returns and use the new time series to establish ARMA model. Using following commands to calculate simple returns of sugar:>SR_SR=(diff(SR)/lag(SR,k=-1))*100We can get the figure of SR_SR, and the ACF and PACF plot in the sameway:Similarly, the result of ADF, a stationary test, is following:Dickey-Fuller = -6.9415, Lag order = 5, p-value = 0.01alternative hypothesis: stationaryIt is good that p-value is smaller than printed p-value, 0.05.1.3.4 White Noise TestWe must do the Ljung-Box test to determine whether it is a white noise or not:>Box.test(SR_SR,type = 'Ljung-Box')The result is that p-value is smaller than printed p-value. So it is not a white noise.Then we can go on our process.Chapter 2 Modeling Identification and ParameterEstimation2.1 Establish modelsFirst, we review the ACF and PACF plots and determine the order of ARMA preliminarily, then we use the arima function to establish potential models:>mod1=arima(na.omit(SR_SR),order=c(1,0,1),method = 'ML')>mod2=arima(na.omit(SR_SR),order=c(1,0,2),method = 'ML')>mod3=arima(na.omit(SR_SR),order=c(1,0,3),method = 'ML')>mod4=arima(na.omit(SR_SR),order=c(2,0,1),method = 'ML')>mod5=arima(na.omit(SR_SR),order=c(2,0,2),method = 'ML')>mod6=arima(na.omit(SR_SR),order=c(2,0,3),method = 'ML')>mod7=arima(na.omit(SR_SR),order=c(3,0,1),method = 'ML')>mod8=arima(na.omit(SR_SR),order=c(3,0,2),method = 'ML')>mod9=arima(na.omit(SR_SR),order=c(3,0,3),method = 'ML')>mod10=arima(na.omit(SR_SR),order=c(1,0,0),method = 'ML')>mod11=arima(na.omit(SR_SR),order=c(2,0,0),method = 'ML')>mod12=arima(na.omit(SR_SR),order=c(0,0,1),method = 'ML')>mod13=arima(na.omit(SR_SR),order=c(0,0,2),method = 'ML')We do not use the auto.arima function provided by the forecast package because this auto method may be biased sometimes.2.2 Identify the Optimal ModelWe select the Akaike information criteria (AIC) as the measure of relative quality to be used in model selection. We get the AIC values of models we established in 2.1 and find the minmum AIC using the following commands:>aic=AIC(mod1,mod2,mod3,mod4,mod5,mod6,mod7,mod8,mod9,mod10,mod11,mod12,mod13)>which.min(aic$AIC)The return is 1. It seems that mod1, an ARMA(1,1) fit the data best, according to AIC.2.3 Eatimate the CoefficientsTo determine the fitted coefficient values of the model we selected, we look the mod1’s output:>mod1Coefficients:ar1 ma1 intercept0.6638 -0.8453 0.1217s.e. 0.1412 0.1017 0.0284sigma^2 estimated as 0.624: log likelihood = -202.41, aic = 412.82From the result, we can see that our coefficients are:ϕ1=0.6638,θ1=−0.8453Then we use the confint function to get the respective confidence intervals at the 5% level to determine whether our coefficients equal to 0 or not:> confint(mod1)2.5 % 97.5 %ar1 0.38703061 0.9405589ma1 -1.04458094 -0.6459813intercept 0.06604963 0.1773609It is obvious that these intervals do not contain zero, these coefficients are significantly do not equal to zero at the 5% level.Chapter 3 Model Diagnostic Checking3.1 A Quick WayA quick way to validate the model is to plot time series diagnostic using the tsdiag function:>tsdiag(mod1,main="mod1")The plot is here:Our model looks good since the standardized residuals do not show volatility clusters, no significant autocorrelation between the residuals according to the ACF plot, and the last plot shows high p-values for Ljung-Box statistic so that null hypothesis of independent residuals can not be rejected.3.2 General Checking MethodWe can plot the residuals using following commands:>error1=residuals(mod1)>plot(error1,main="error_mod1")>abline(h=0)And then we do the Ljung-Box test to determine whether it is a white noise or not:>Box.test(error1,type = 'Ljung-Box')Box-Ljung testdata: error1X-squared = 0.0019408, df = 1, p-value = 0.9649The result is that p-value is bigger than printed p-value. So it is a white noise. Our model mod1 is efficient. And then we can do forecastingChapter 4 Forecasting Sugar Simple ReturnsTo predict the daily returns for the next four days, use the following command:> pred1=predict(mod1,n.ahead = 4)> pred1$predTime Series:Start = 172End = 175Frequency = 1[1] 0.1272390 0.1253785 0.1241435 0.1233238$seTime Series:Start = 172End = 175Frequency = 1[1] 0.7899431 0.8028470 0.8084674 0.8109315So we expect a slight increase in the sugar prices over the next four days, from 2016/11/01 to 2016/11/04, with a standard error of approximate 0.8.Chapter 5 Forecast AccuracyWe calculate the Mean Absolute Error (MAE), Mean Squared Error (MSE), and Normalized Mean Squared Error (NMSE) to evaluate the performance of our model:>real=SR["2016-11-01/2016-11-04"]>real=coredata(real);real>spread1=pred1-real>mae1=mean(abs(spread1))>mse1=mean((spread1)^2)>nmse1=mean((spread1)^2)/mean((spread1)^2)>accuracy1=as.matrix(c(mae1,mse1,nmse1))>rownames(accuracy1)=c("MAE","MSE","NMSE")>colnames(accuracy1)=c("mod1")>accuracy1mod1MAE 0.4129963MSE 0.2354985NMSE 1.0000000。

供应链设计与管理(第三版)期末考试重点---供应链知识理念-英文版本

供应链设计与管理(第三版)期末考试重点---供应链知识理念-英文版本

Chapter1.Iroduction to Supply Chain Management1.【supply chain】The system of suppliers,manufacturers, transportation,distributors,and vendorsthat exists to transform raw materials to final products and supply those products to customers。

2.【supply chain management】SCM is a business network covering from buying,making,moving,warehousing to selling。

3.【What makes supply chain management difficult?】①Supply chain strategies cannot be determined in isolation。

They are directly affected by another chainthat most organizations have, the development chain.②It is challenging to design and operate a supply chain so that total systemwide costs are minimized,and systemwide service levels are maintained。

③Uncertainty and risk are inherent in every supply chain。

4.【Strategies for SCM】①Global Optimization(全局优化)②Managing Uncertainty(管理不确定性)5.【Why is Global Optimization Hard?】①The supply chain is a complex network.②Different facilities in the supply chain frequently have different, conflicting objectives.③The supply chain is a dynamic system。

供应链战略、规划与运作复习要点

供应链战略、规划与运作复习要点

1.1What is a Supply Chain? All stages involved, directly or indirectl y, in fulfilling a customer request Includes manufacturers, suppliers, transporters, warehouses, retailers, and customers. Wi thin each company, the supply chain includes all functions involved in fulfilling a customer request (product development, marketing, operations, distribution, finance, customer service). A typical supply chain may involve a variety of stages: customers, retailers, distributors, manufacturers, suppliers.1.4 Decision Phases of a Supply Chain1.Supply chain strategy or design: during this phase , given the marketing and pricing plans for a product, a company decides how to structure the supply chain over the next several years.2.Suppl y Chain Planning: for decisions made during this phase, the time frame considered is a quarter to a year.3.Suppl y Chain Operation: Time horizon is weekly or daily, and during this phase companies make Decisions regarding individual customer orders.1.5Process Views of a Supply Chain1. Cycle view: processes in a supply chain are divided into a series of cycles, each performed at the interfaces between two successive supply chain stages. Customer Order Cycle, Replenishment Cycle ,M anufacturing Cycle ,Procurement Cycle.2.Push/pull view: processes in a supply chain are divided into two categories depending on whether they are executed in response to a customer order or in anticipation of a customer order. Fig.1.5Push/Pull View of Suppl y Chains:Customer Order Arrives /push pull process.Fig1.8: Supply Chain Macro Processes in a Firm,掌1.Customer Relationship Management (CRM) 2.Internal Supply Chain Management (ISCM) 3.Supplier Relationship Management (SRM)2.1 Competitive and suppl y chain strategi es(1)to see the relationship between Competitive and supply chain strategies ,we start with the value chain for a typical organization ,as shown in fig 2-1.(Competitive strategy: defines the set of customer needs a firm seeks to satisfy through its products and services).(2)A Product development strategy: specifies the portfolio of new products that the company will try to develop(3)Marketing and sales strategy: specifies how the market will be segmented and product positioned, priced, and promoted(4)Supply chain strategy: determines the nature of material procurement, transportation of materials, manufacture of product or creation of service, distribution of product Consistency and support between supply chain strategy, competitive strategy, and other functional strategies is important.2.2Achieving Strategic Fit 1.means that both the competitive and supply chain strategies have aligned goals.3.1Drivers of Supply Chain PerformanceFacilities:1.places where inventory is stored, assembled, or fabricated;2.production sites and storage sitesInventory:1.raw materials, WIP, finished goods within a supply chain 2.inventory policiesTransportation:1.moving inventory from point to point in a supply chain;binations of transportation modes and routesInformation:1.data and anal y sis regarding inventory, transportation, facilities throughout the supply chain;2.potentially the biggest driver of supply chain performance Sourcing: functions a firm performs and functions that are outsourced Pricing: Price associated with goods and services provided by a firm to the supply chain3.2A Framework for Structuring Dri vers3.3 Role in the supply chain1.the “where” of the supply chain2.manufacturing or storage (warehouses) 1.location : deciding where a company will locate its facilities constitutes a large part of the design of a supply chain.2.Capaci ty:(flexibility versus efficiency).3.4 Inventory : Components of Inventory Decisions1)Cycle inventory:1.Average amount of inventory used to satisfy demand between shipments 2.Depends on lot size2)Safety inventory:1.inventory held in case demand exceeds expectations 2.costs of carrying too much inventory versus cost of losing sales3)Seasonal inventory:1.inventory built up to counter predictable variability in demand 2.cost of carrying additional inventory versus cost of flexible production3.5 Transportation:Components of transportation decisions:We now identify key components of transportation that companies must analyze when designing and operating a supply chain.3.6 Information:Components of information decisions1.Push (MRP) versus pull (demand information transmitted quickly throughout the suppl y chain)2.Coordination and information sharing3.Forecasting and aggregate planning4.Enabling technologies EDI Internet ERP systems Supply Chain Management software.3.7Sourcing:Role in the Supply Chain:Set of business processes required to purchase goods and services in a supply chainComponents of Sourcing Decisions:1.In-house versus outsource decisions2.Supplier evaluation and selection3.Procurement process 4.Overall trade-off:Increase the supply chain profits3.8pricing1.Pricing and economies of scale 2.Everyday low pricing versus high-low pricing3.Fixed price versus menu pricing3.9 Obstacles to Achieving Strategic Fit1.Increasing variety of products 2. Decreasing product life cycles3. Increasingly demanding customers4. Fragmentation of supply chain ownership Globalization5. Difficulty executing new strategies4.1The Role of Distribution in the Supply ChainDistribution refers to the steps taken to move and store a product from the supplier stage to the customer stage in a supply chain4.2Factors Influencing Distribution N etwork Design(1) Distribution network performance evaluated along two dimensions at the highest level:1).Customer needs that are met 2).Cost of meeting customer needs(2)Elements of customer service influenced by network structure:1.Response time 2.Product variety 3.Product availability 4.Customer experience 5.Order visibility 6.Returnability :(1)Product availability is the probability of having a product in stock when a customer order arrives. (2) Order visibility is the ability of customers to track their orders from placement to delivery.!Supply chain costs affected by network structure: Inventories Transportation Facilities and handling Information4.3Design Options for a Distribution N etwork1.Manufacturer Storage with Direct Shipping2.Manufacturer Storage with Direct Shipping and In-Transit Merge3.Distributor Storage with Carrier Delivery4.Distributor Storage with Last Mile Delivery5.Manufacturer or Distributor Storage with Consumer Pickup6.Retail Storage with Consumer PickupLast-mile delivery refers to the distributor/retailer delivering the product to the customers home instead of using a package carrier.5.1N etwork Design D ecisions1.Facility role: Facility location decision have a long term impact on a supply chain’s performance because it is very expensi v e to shut down a facility or move it to a different location. A good location decision can help a supply chain be responsive while keeping its costs low.2.Facility location: in contrast, a poorly located facility makes it very difficult for a supply chain to perform close to the efficient frontier.3.Capacity allocation: decision also has a significant impact on supply chain performance .4.Market and supply allocation to facility: has a significant impact on performance because it affects total production, inventory, and transportation costs incurred by the supply chain to satisfy customer demand.5.2Factors Influencing N etwork Design DecisionsStrategic factor:1.offshore facility: low-cost facility for export production.2. Source facility: low-cost facility for global production.3. Server facility: regional production facility.4. Contributo r facility: regional production facility with development skill.5. Outpos t facility: regional production facility built to gain local skills.6. Lead facility: facility that leads in development and process technologies.1.Technological2.Macroeconomic: include taxes, tari f fs, exchange rates, and other economic factors that are not internal to an individual firm.3.Political4.Infrastructurepetitive6.Logistics and facility costs6.1The Impact of Uncertainty on N etwork D esign D eci sionsSupply chain design decisions such as the number and size of plant to build, the size and scope of a distribution system, and whether to buy or lease one’s facilities involve significant investment.( include investments in number and size of plants, number of trucks, number of warehouses). These decisions cannot be easily changed in the short- term.6.2 Discounted Cash Flow Analysis Npv: 6.3 Representations of Uncertainty6.4 Evaluating N etwork Design D ecisions Using Decision TreeA manager must make many different decisions when designing a supply chain network. Many of them involve a choice between a long-term (or less flexible) option and a short-term (or more flexible) option. If uncertainty is ignored, the long-term option will almost always be selected because it is typically cheaper. Such a decision can eventually hurt the firm, however, because actual future prices or demand may be different from what was forecasted at the time of the decisionA decision tree is a graphic device that can be used to evaluate decisions under uncertainty.The first step in setting up a decision tree is to identify the number of time periods into the future that will be considered when making the decision. The next step is to identify factors that will affect the value of the decision and are likely to fluctuateThe next step is to identify a periodic discount rate k to be applied to future cash flowds.The decision tree analysis methodology is summarized as follows:1 identify the duration of each period(month, quarter,) and the number of periods T over which the decision is to be evaluated.Three options:1.get all warehousing space from the spot market as needed.2.Sign a three-year lease for a fi x ed amount of warehouse space and get additional requirements from the spot market.3.Sign a flexible lease with a minimum charge that allows variable usage of warehouse space up to limit with additional requirement from the spot market.Trips Logistics D ecision Tree C(d=144,p=1.45,2)=144000*1.45=$208800 ;P(d=144,p=1.45,2)=144000*1.22C(d=144,p=1.45,2)=144000*1.45=$208800 =175680-208800=-$33120.7 Demand F orecasting in a Suppl y Chain: Forecasts of future demand are essenti al for making supply chain decisions.7.2 Characteristics of Forecasts1.Forecasts are always wrong. Should include expected value and measure of error.2. Long-term forecasts are less accurate than short-term forecasts (forecast horizon is important) that is, long-term forecasts have a larger standard deviation of error relative to the mean than short-term forecasts.3. Aggregate forecasts are more accurate than disaggregate forecasts.4. in general, the farther up the supply chain a company is (or the farther it is from the consumer ), the greater is the distortion of information it receives.7.3 Components of a forecast and forecasting methods :A company must be knowledgeable about numerous factors that are related to the demand forecast. Past demand, Lead time of product, Planned advertising or marketing efforfs, State of the economy, Planned price discounts, Actions that competitors have taken. Forecasting methods are classified according to the following four types.1.Qualitative: qualitative forecasting methods are primarily subjective and rely on human judgment.2.Time series: time-series forecasting methods use historical demand to make a forecast.3. Causal: causal forecasting methods assume that the demand forecast is highly correlated with certain factors in the environment.4. Simulation: simulating forecasting methods imitate the consumer choices that give rise to demand to arrive at a forecast.7.4 Basic Approach to Demand Forecasting1.Understand the objecti ves of forecasting2. Integrate demand planning and forecasting3.Identify major factors that influence the demand forecast4.Understand and identify customer segments5.Determine the appropriate forecasting technique6.Establish performance and error measures for the forecast7.5 Time Series Forecasting Methods Ti me Series Forecasting (Tabl e 7.1)7.6 Measures of Forecast Erro rForecast error = E t = F t - D t Mean squared error (MSE) MSE n = (Sum(t=1 to n)[E t2])/n Absolute deviation = A t = |E t|8.1 Role of aggregate planning in a suppl y chain: Is a process by which a company determines ideal levels of capacity, production, subcontracting, inventory, stockouts, and even pricing over a specified ti me horizon. Specify operational parameters over the time horizon: production rate, workforce, overtime, machine capacity level, subcontracting, backlog, inventory on hand.8.2 The Aggregate Planning Probl em:1. Information Needed for an Aggregate Plan: Demand forecast in each periodProduction costs:bor costs, regular time ($/hr) and overtime ($/hr);2.subcontracting costs ($/hr or $/unit);3.cost of changing capacity: hiring or layoff ($/worker) and cost of adding or reducing machine capacity ($/machine):(1)Labor/machine hours required per unit;(2)Inventory holding cost ($/unit/period); (2)Stockout or backlog cost ($/unit/period) Constraints: limits on overtime, layoffs, capital available, stockouts .2.Production quantity from regular time, overtime, and subcontracted time: used to determine number of workers and supplier pur chase levels Inventory held: used to determine how much warehouse space and working capital is needed; Backlog/stockout quanti ty: used to determ ine what customer service levels will be Workforce; Hired/Laid off: used to determine any labor issues likely to be encountered.Machine capacity increase/decrease: used to determine if new production equipment needs to be purchased.8.3 Aggregate Planning Strategi es: 1.Chase strategy – using capacity as the lever 2.Time flexibility from workforce or capacity strategy – using utilization as the lever 3.Level strategy – using inventory as the lever.9.1Responding to predictable variability in a supply chain: A firm can handle predictable variability using two broad approaches:1Manage supply using capacity, inventory, subcontracting, and backlogs2.Manage demand using short-term price discounts and trade promotions9.2 Managing Supply: Managing/Production capacity; Managing inventory.10.2 Economies of Scale to Expl oit Fixed CostsD: Annual demand of the product S: Fixed Cost incurred per order;C: Cost per unit h: Holding cost per year as a fraction of product costH: Holding cost per unit per year Q: Lot Size T: Reorder interval; Material cos t is constant and therefore is not considered in this model.13 Transportation in the Supply Chain Air Package carriers Truck Rail Water Pipeline Intermodal.17.1 Lack of Supply Chain Coordination and the Bullwhip EffectMany firms have observed the bullwhip effect, in which fluctuations in orders increase as they move up the supply chain from retailers to wholesalers to manufactures to suppliers.供应链与人生:。

holt-winter-multiplicative法 -回复

holt-winter-multiplicative法 -回复

holt-winter-multiplicative法-回复Holt-Winters Multiplicative Method, also known as the Triple Exponential Smoothing method, is a popular time series forecasting technique. It is particularly effective when dealing with data that exhibits both a trend and seasonality. In this article, we will delve into the details of the Holt-Winters Multiplicative method, step by step, to understand how it works and how to apply it.Step 1: Understanding the MethodologyThe Holt-Winters Multiplicative method builds upon theHolt-Winters method, which is used for forecasting time series data that shows a trend and seasonality. Unlike the additive method, which assumes a constant difference between the trend and seasonal components, the multiplicative method assumes a constant ratio between these components.Step 2: Preparing the DataBefore applying the Holt-Winters Multiplicative method, it is essential to preprocess the data. This includes identifying and removing any outliers or missing values and ensuring the data is in a suitable format for analysis.Step 3: Determining the Model ParametersThe next step is to determine the model parameters, which include the smoothing constants for each component (level, trend, and seasonality). These parameters, denoted as alpha (α), beta (β), and gamma (γ), respectively, control the amount of weight attributed to the most recent observations when forecasting future values.Step 4: InitializationsTo begin the forecasting process, initial values for the level, trend, and seasonal components need to be estimated. This involves computing initial averages for the level and seasonal components, as well as the initial trend.Step 5: ForecastingNow that we have the initial values, we can start forecasting. The forecasted value for a particular period is calculated using the following equations:Level: L(t) = α* (Y(t)/S(t-L)) + (1-α) * (L(t-1) + T(t-1))Trend: T(t) = β* (L(t) - L(t-1)) + (1-β) * T(t-1)Seasonality: S(t) = γ* (Y(t)/L(t)) + (1-γ) * S(t-L)In these equations, Y(t) represents the observed value at time t, L(t)represents the level component at time t, T(t) represents the trend component at time t, and S(t) represents the seasonal component at time t.After forecasting the next value, the forecasted values are updated, and the process is repeated for subsequent periods to generate a forecasted sequence.Step 6: Adjusting for SeasonalityIn some cases, the forecasted values may not exhibit the desired level of seasonality. To address this issue, seasonal indices can be used to adjust the forecasted values. These indices represent the ratio between the forecasted seasonal component and the average seasonal component for the corresponding period. By multiplying the forecasted values by these indices, the seasonal patterns can be better captured.Step 7: Evaluating the ModelOnce the forecasts have been generated, it is crucial to evaluate the model's performance. This can be done using various accuracy measures such as Mean Absolute Error (MAE), Mean Squared Error (MSE), and Root Mean Squared Error (RMSE). These measuresprovide insight into the model's ability to accurately predict future values.Step 8: Model RefinementIf the model does not provide satisfactory results, adjustments can be made to the model parameters. Iterative processes, such as grid search or optimization algorithms, can be employed to find the optimal values for the alpha, beta, and gamma parameters.Step 9: Generating Final ForecastsOnce the model is refined, it can be used to generate final forecasts for future periods. These forecasts can help in decision-making processes, such as resource planning, inventory management, and demand forecasting.In conclusion, the Holt-Winters Multiplicative method is a powerful tool for forecasting time series data with trend and seasonality. By understanding the methodology and following the step-by-step process, analysts can extract valuable insights and make informed decisions based on future predictions.。

供应链管理-第三版-Unit3-习题与答案

供应链管理-第三版-Unit3-习题与答案

供应链管理-第三版-Unit3-习题与答案Chapter 3Supply Chain Drivers and ObstaclesTrue/False1. The major drivers of supply chain performance are facilities, inventory, transportation, and information.Answer: TrueDifficulty: Moderate2. The major drivers of supply chain performance are customers, facilities, inventory, transportation, and information.Answer: FalseDifficulty: Moderate3. The two major types of facilities are production sites and storage sites. Answer: TrueDifficulty: Moderate4. The two major types of facilities are distribution sites and storagesites.Answer: FalseDifficulty: Moderate5. Inventory is an important supply chain driver because changing inventory policies can dramatically alter the supply chain’s efficiency and responsiveness.Answer: TrueDifficulty: Moderate6. Information is potentially the biggest driver of performance in thesupply chain as it directly affects each of the other drivers.Answer: TrueDifficulty: Easy7. Information is potentially the biggest driver of performance in thesupply chain even though it has little impact on each of the otherdrivers.Answer: FalseDifficulty: EasyAnswer: TrueDifficulty: Easy9. A facility with little excess capacity will likely be no more or lessefficient per unit of product it produces than one with a lot of unused capacity. Answer: FalseDifficulty: Easy10. The high utilization facility will have difficulty responding to demand fluctuations.Answer: TrueDifficulty: Easy11. The high utilization facility will have no more difficulty responding to demand fluctuations than one with a lot of unused capacity.Answer: FalseDifficulty: Easy12. Stock keeping unit (SKU) storage is the warehousing methodology that uses a traditional warehouse to store all of one type of producttogether.Answer: TrueDifficulty: Moderate13. Warehouse unit storage is the warehousing methodology that uses a traditional warehouse to store all of one type of product together. Answer: FalseDifficulty: Moderate14. The components of inventory decisions include cycle inventory, safety inventory, seasonal inventory, and sourcing.Answer: TrueDifficulty: Easy15. The components of inventory decisions include capacity, cycle inventory, safety inventory, seasonal inventory, and sourcing.Answer: FalseDifficulty: Easy16. Cycle inventory is inventory that is built up to counter predictable variability in demand.17. Seasonal inventory is inventory that is built up to counter predictable variability in demand.Answer: TrueDifficulty: Moderate18. Companies using seasonal inventory will build up inventory in periods of low demand and store it for periods of high demand when they will not have the capacity to produce all that is demanded.Answer: TrueDifficulty: Moderate19. Companies using seasonal inventory will maintain a level inventory increase rate of production for periods of high demand.Answer: FalseDifficulty: Easy20. A company’s ability to find a balance b etween responsiveness and efficiency that best matches the needs of the customer it is targetingis the key to achieving strategic fit.Answer: TrueDifficulty: Moderate21. Many obstacles, such as growing product variety and shorter life cycles, have made it increasingly difficult for supply chains to achievestrategic fit.Answer: TrueDifficulty: ModerateMultiple Choice1. Which of the following is not a major driver of supply chain performance?a. Facilitiesb. Inventoryc. Transportationd. Informatione. All of the above are major drivers of supply chain performance. Answer: eDifficulty: Easy2. Which of the following is not a major driver of supply chain performance?c. Inventoryd. Transportatione. InformationAnswer: aDifficulty: Moderate3. The places in the supply chain network where product is stored, assembled, or fabricated are known asa. facilities.b. inventory.c. transportation.d. information.e. customers.Answer: aDifficulty: Easy4. All raw materials, work in process, and finished goods within a supply chain are known asa. facilities.b. inventory.c. transportation.d. information.e. customers.Answer: bDifficulty: Easy5. Moving inventory from point to point in the supply is known asa. facilities.b. inventory.c. transportation.d. information.e. customers.Answer: cDifficulty: Easy6. The data and analysis concerning facilities, inventory, transportation, and customers throughout the supply chain is known asc. transportation.d. information.e. customers.Answer: dDifficulty: Easy7. The two major types of facilities area. distribution sites and storage sites.b. production sites and distribution sites.c. production sites and storage sites.d. retail sites and distribution sites.e. distribution sites and inventory sites.Answer: cDifficulty: Moderate8. Which component of the supply chain decision-making framework would be established first?a. Customer strategyb. Supply chain strategyc. Supply chain structured. Competitive strategye. Replenishment strategyAnswer: dDifficulty: Moderate9. Which component of the supply chain decision-making framework would be established second?a. Customer strategyb. Supply chain strategyc. Supply chain structured. Competitive strategye. Replenishment strategyAnswer: bDifficulty: Moderate10. Which component of the supply chain decision-making framework would be used to reach the performance level dictated by the supply chain strategy?c. Supply chain structured. Competitive strategye. Replenishment strategyAnswer: cDifficulty: Easy11. Which of the following is not a component of facilities decisions?a. Locationb. Capacityc. Operations methodologyd. Warehousing methodologye. All of the above are components of facilities decisions.Answer: eDifficulty: Moderate12. Which of the following is not a component of facilities decisions?a. Warehousing methodologyb. Forecasting methodologyc. Operations methodologyd. Capacitye. LocationAnswer: bDifficulty: Moderate13. Which of the following statements concerning decisions regarding location of facilities is false?a. Deciding where a company will locate its facilities constitutes alarge part of the design of a supply chain.b. A basic trade-off here is whether to centralize to gain economiesof scale or decentralize to become more responsive by beingcloser to the customer.c. Companies must also consider a host of issues related to thevarious characteristics of the local area in which the facilitymay be situated.d. All of these statements are true.Difficulty: Moderate14. Which of the following is not an issue companies need to consider in facility location decisions?a. quality of workersb. product developmentc. proximity to customers and the rest of the networkd. cost of facilitye. tax effectsAnswer: bDifficulty: Moderate15. Which of the following is not an issue companies need to consider in facility location decisions?a. quality of workersb. availability of infrastructurec. proximity to customers and the rest of the networkd. cost of facilitye. All of the above are issues companies need to consider in facility location decisions.Answer: eDifficulty: Moderate16. Excess capacitya. allows a facility to be very flexible and to respond to wideswings in the demands placed on it.b. costs money and therefore can decrease efficiency.c. requires proximity to customers and the rest of the network.d. both a and be. all of the aboveAnswer: dDifficulty: Moderate17. Which of the following is a characteristic of a facility with excess capacity?a. will likely be more efficient per unit of product it producesthan one with a lot of unused capacityc. would be considered a high utilization facilityd. will have difficulty responding to demand fluctuationse. none of the aboveAnswer: aDifficulty: Easy18. A facility with little excess capacitya. will likely be more efficient per unit of product it producesthan one with a lot of unused capacity.b. would be considered a high utilization facility.c. will have difficulty responding to demand fluctuations.d. All of the above are true.e. None of the above are true.Answer: dDifficulty: Moderate19. Which of the following would be a characteristic of a facility with little excess capacity?a. allows a facility to be very flexible and to respond to wide swingsin the demands placed on itb. costs money and therefore can decrease efficiencyc. requires proximity to customers and the rest of the networkd. will likely be more efficient per unit of product it producese. none of the aboveAnswer: dDifficulty: Moderate20. Which of the following is not a warehousing methodology?a. Warehouse unit storageb. Stock keeping unit (SKU) storagec. Job lot storaged. Cross-dockinge. All of the above are warehousing methodologies.Answer: aDifficulty: Moderatea. warehouse unit storage.b. stock keeping unit (SKU) storage.c. job lot storage.d. cross-docking.e. none of the aboveAnswer: bDifficulty: Moderate22. The warehousing methodology in which all the different types of productsneeded to perform a particular job or satisfy a particular type of customer are stored together isa. warehouse unit storage.b. stock keeping unit (SKU) storage.c. job lot storage.d. cross-docking.e. none of the aboveAnswer: cDifficulty: Moderate23. The following warehousing methodology is one in which goods are notactually warehoused in a facility. Instead, trucks from suppliers, each carrying a different type of product, deliver goods to a facility. There the inventory is broken into smaller lots and quickly loaded onto store-bound trucks that carry a variety of products, some from each of thesupplier trucks.a. warehouse unit storageb. stock keeping unit (SKU) storagec. job lot storaged. cross-dockinge. none of the aboveAnswer: dDifficulty: Moderate24. All of the following are components of inventory decisions excepta. cycle inventory.b. safety inventory.c. seasonal inventory.d. sourcing.e. All of the above are components of inventory decisions.25. All of the following are components of inventory decisions excepta. capacity.b. cycle inventory.c. safety inventory.d. seasonal inventory.e. sourcing.Answer: aDifficulty: Easy26. The average amount of inventory used to satisfy demand between receipt of supplier shipments is referred to asa. cycle inventory.b. safety inventory.c. seasonal inventory.d. sourcing.e. none of the aboveAnswer: aDifficulty: Moderate27. The inventory that is built up to counter predictable variability in demandis calleda. cycle inventory.b. safety inventory.c. seasonal inventory.d. sourcing.e. none of the aboveAnswer: cDifficulty: Moderate28. The inventory held in case demand exceeds expectation in order to counter uncertainty is calleda. cycle inventory.b. safety inventory.c. seasonal inventory.d. sourcing.e. none of the above29. The set of business processes required to purchase goods and services is known asa. cycle inventory.b. safety inventory.c. seasonal inventory.d. sourcing.e. none of the aboveAnswer: dDifficulty: Easy30. Cycle inventory decisions involvea. how much to order for replenishment.b. how often to place orders.c. a basic trade-off between the cost of holding larger lots ofinventory and the cost of ordering product frequently.d. all of the abovee. a and b onlyAnswer: dDifficulty: Moderate31. Cycle inventory is used becausea. the world is perfectly predictable.b. demand is uncertain and may exceed expectations.c. it involves making a trade-off between the costs of having toomuch inventory and the costs of losing sales due to not havingenough inventory.d. it focuses on processes that are external to the firm.e. it focuses on processes that are internal to the firm.Answer: bDifficulty: Moderate32. Seasonal inventory should be used whena. a company can rapidly change the rate of its production system ata very low cost.b. changing the rate of production is expensive (e.g., when workersmust be hired or fired).c. adjusting to a period of low demand without incurring large costs.d. the world is perfectly predictable.e. production rate is flexible.Answer: aDifficulty: Hard33. Sourcing involvesa. deciding the tasks that will be outsourced and those that will beper-formed within the firm.b. deciding whether to source from a single supplier or a portfolioof suppliers.c. identifying the set of criterion that will be used to selectsuppliers and measure their performance.d. selecting suppliers and negotiating contracts with them.e. all of the aboveAnswer: eDifficulty: Easy34. Which of the following are key components of transportation decisions when designing and operating a supply chain?a. Mode of transportationb. Route and network selectionc. In-house or outsourced. all of the abovee. none of the aboveAnswer: dDifficulty: Moderate35. Which of the following are key components of transportation decisions when designing and operating a supply chain?a. Software selectionb. Mode of transportationc. Source selectiond. Warehouse selectione. none of the aboveAnswer: bDifficulty: Easy36. Which of the following are key components of information that must be analyzed to increase efficiency and improve effectiveness in a supply chain?a. Push versus pullb. Coordination and information sharingc. Forecasting and aggregate planningd. Pricing and revenue managemente. all of the aboveAnswer: eDifficulty: Moderate37. Which of the following are key components of information that must beanalyzed to increase efficiency and improve effectiveness in a supply chain?a. Software selectionb. Source selectionc. Warehouse selectiond. Forecasting and aggregate planninge. none of the aboveAnswer: dDifficulty: Moderate38. When all the different stages of a supply chain work toward the objectiveof maximizing total supply chain profitability, rather than each stagedevoting itself to its own profitability without considering total supply chain profit, it is known asa. supply chain coordination.b. forecasting.c. aggregate planning.d. revenue management.e. pricing.Answer: aDifficulty: Easy39. The art and science of making projections about what future demand andconditions will be isa. supply chain coordination.b. forecasting.c. aggregate planning.d. revenue management.e. pricing.Answer: bDifficulty: Easy40. Transforming forecasts into plans of activity to satisfy the projected demand is known asa. supply chain coordination.b. forecasting.c. aggregate planning.d. revenue management.e. pricing.Answer: cDifficulty: Easy41. The process by which a firm decides how much to charge customers for its goods and services isa. supply chain coordination.b. forecasting.c. aggregate planning.d. revenue management.e. pricing.Answer: eDifficulty: Easy42. The use of differential pricing over time or customer segments to maximize profits from a limited set of supply chain assets isa. supply chain coordination.b. forecasting.c. aggregate planning.d. revenue management.e. pricing.Answer: dDifficulty: Moderate43. Which of the following are technologies that share and analyze information in the supply chain?a. Electronic Data Interchange (EDI)b. Internetc. Enterprise Resource Planning (ERP)d. Supply Chain Management (SCM) softwaree. all of the aboveAnswer: eDifficulty: Easy44. Which of the following are technologies that share and analyze information in the supply chain?a. Internetb. Enterprise Data Planning (EDP)c. Electronic Resource Interchange (ERI)d. Chain Management (CM) softwaree. none of the aboveAnswer: aDifficulty: Moderate45. Which of the following are obstacles to achieving strategic fit?a. Increasing variety of productsb. Decreasing product lifecyclesc. Increasingly demanding customersd. Fragmentation of supply chain ownershipe. all of the aboveAnswer: eDifficulty: Easy46. Which of the following are obstacles to achieving strategic fit?a. Difficulty executing new strategiesb. Globalizationc. Increasingly demanding customersd. Fragmentation of supply chain ownershipe. all of the aboveAnswer: eDifficulty: Moderate47. Which of the following is not an obstacle to achieving strategic fit?a. Increasing variety of productsb. Decreasing product lifecyclesc. Increasingly demanding customersd. Consolidation of supply chain ownershipe. none of the aboveAnswer: dDifficulty: ModerateEssay/Problems1. List and define the four major drivers of supply chain performance.Answer: Facilities are the places in the supply chain network whereproduct is stored, assembled, or fabricated. The two major types offacilities are production sites and storage sites.Inventory is all raw materials, work in process, and finished goodswithin a supply chain. Inventory is an important supply chain driverbecause changing inventory policies can dramatically alter the supply chain’s efficiency and responsiveness. Transportation entails moving inventory from point to point in thesupply chain. Transportation can take the form of many combinations of modes and routes.Information consists of data and analysis concerning facilities,inventory, transportation, and customers throughout the supply chain.Information is potentially the biggest driver of performance in thesupply chain as it directly affects each of the other drivers.Difficulty: Moderate2. Explain the supply chain decision-making framework and the role of thefour major drivers.Answer: The goal of a supply chain strategy is to strike the balancebetween responsiveness and efficiency, resulting in a strategic fit with the competitive strategy. To reach this goal, a company uses the foursupply chain drivers discussed earlier. For each of the individualdrivers, supply chain managers must make a trade-off between efficiency and responsiveness. The combined impact of these four drivers thendetermines the responsiveness and efficiency of the entire supply chain.Most companies begin with a competitive strategy and then decide whattheir supply chain strategy ought to be. The supply chain strategydetermines how the supply chain should perform with respect toefficiency and responsiveness. The supply chain must then use the supply chain drivers to reach the performance level the supply chain strategydictates.Difficulty: Moderate3. Explain the basic trade-off between responsiveness and efficiency foreach of the major drivers of supply chain performance.Answer: The fundamental trade-off when making facilities decisions isbetween the cost of the number, location, and type of facilities(efficiency) and the level of responsiveness that these facilitiesprovide the company’s customers.The fundamental trade-off when making inventory decisions is betweenresponsiveness and efficiency. Increasing inventory will generally make the supply chain more responsive to the customer. This choice, however, comes at a cost as the added inventory decreases efficiency. Therefore,a supply chain manager can use inventory as one of the drivers forreaching the level of responsiveness and efficiency the competitivestrategy targets.The fundamental trade-off for transportation is between the cost oftransporting a given product (efficiency) and the speed with which that product is transported (responsiveness). The transportation choiceinfluences other drivers such as inventory and facilities. When supplychain managers think about making transportation decisions, they framethe decision in terms of this trade-off.Good information systems can help a firm improve both its responsiveness and efficiency. The information driver is used to improve theperformance of other drivers and the use of information is based on the strategic position the other drivers support. Accurate information canhelp a firm improve efficiency by decreasing inventory andtransportation costs. Accurate information can improve responsiveness by helping a supply chain better match supply and demand.。

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Time Series Forecasting Methodology for Multiple–Step–Ahead PredictionN.G.Pavlidis,D.K.Tasoulis,M.N.VrahatisDepartment of Mathematics,University of Patras Artificial Intelligence Research Center(UPAIRC), University of Patras,GR–26110Patras,Greece.{npav,dtas,vrahatis}@math.upatras.grABSTRACTThis paper presents a time series forecasting methodology and applies it to generate multiple–step–ahead predictions for the direction of change of the daily exchange rate of the Japanese Yen against the US Dollar.The proposed methodology draws from the disciplines of chaotic time se-ries analysis,clustering,and artificial neural networks.In brief,clustering is applied to identify neighborhoods in the reconstructed state space of the system;and subsequently neural networks are trained to model the dynamics of each neighborhood separately.The results obtained through this approach are promising.KEY WORDSComputational Intelligence,Forecasting,Clustering,Neu-ral Networks1IntroductionSystem identification and time–series prediction are em-bodiments of the old problem of function approximation. The classic approach is to build an explanatory model from first principles and measure initial data[3].Unfortunately, this approach is not always feasible.Here we assume knowledge of the scalar time series only.The most com-mon approach consists of two steps:•identify a model capable of performing one–step–ahead predictions of the time series,and •generate a long time–series by iterated prediction. Principe et al.[14]report that in many cases,this approach fails.The reason is that the selected model has not learned the chaotic attractor despite the fact that it is capable of per-forming accurate one–step–ahead prediction.In the work of Principe et al.[15]a self–organizing map is used to par-tition the input space.This is a step toward a model that makes accurate short–term predictions and learns the out-lines of the chaotic attractor.In this paper we propose a time series forecasting methodology that draws from the disciplines of chaotic time series analysis,clustering,and artificial neural net-works,and apply it to perform multiple–step–ahead pre-dictions of the time series of the daily exchange rate of the Japanese Yen against the US Dollar.The proposed method-ology is related to the notion of local approximation[3]and has been previously applied to generate one–step–ahead predictions for twofinancial time–series[12].The remaining paper is organized as follows:Sec-tion2describes analytically the proposed forecasting methodology;Section3is devoted to implementation de-tails and the numerical results obtained.Conclusions and ideas for future research are provided in Section4.2Proposed MethodologyInstead of constructing a global model for a chaotic time series,Farmer and Sidorowich[3]proposed to construct models for neighborhoods of the state space,an approach known as local approximation.In brief,to predict x(t+T) primarily,the m nearest neighbors of the state vector x(t), i.e.the m states x(t )that minimize the distance x(t)−x(t ) ,are found.Then,a local predictor is constructed using x(t )as points of the domain and x(t +T)as points of the range.Finally,the local predictor is used to forecast x(t+T).The technique of local linear models is appealing for modeling complex time–series due to the weak assump-tions required and its intrinsic simplicity.This approach is closely related to differential topology and it is more general than the global approach,in the sense that fewer statistical and geometric assumptions about the data are putational intelligence methods have been used both as means of partitioning the input space,and as local predictors[4,10,15,19].Our approach is based on partitioning the input space through the unsupervised k–windows clustering al-gorithm[17].This algorithm has the ability to endoge-nously determine the number of clusters present in the dataset.Once the clustering process is complete,a feed-forward neural network acts as the local predictor for each cluster.In brief,the proposed methodology consists of the following steps:1.determine the minimum embedding dimension forphase–space reconstruction[7],2.identify the clusters present in the training set,3.for each cluster in the training set train a differentfeedforward neural network using for training pat-terns,patterns from that cluster solely.4.To perform multiple–step–ahead prediction on the testset:(a)assign the input pattern to the appropriate clus-ter,(b)use the corresponding trained neural network togenerate the prediction,(c)use the predicted value to formulate the next pat-tern.2.1Unsupervised k–windows AlgorithmFor completeness purposes we briefly outline the workings of the unsupervised k–windows(UKW)clustering algo-rithm[17].Intuitively,the k-windows algorithm tries to place a d-dimensional window containing all patterns that belong to a single cluster;for all clusters present in the dataset. Atfirst,k points are selected(possibly in a random man-ner).The k initial d–ranges(windows),of size a,have as centers these points.Subsequently,the patterns that lie within each d-range are identified.Next,the mean of the patterns that lie within each d–range(i.e.the mean value of the d–dimensional points)is calculated.The new posi-tion of the d–range is such that its center coincides with the previously computed mean value.The last two steps are re-peatedly executed as long as the increase in the number of patterns included in the d–range that results from this mo-tion satisfies a stopping criterion.The stopping criterion is determined by a variability thresholdθv that corresponds to the least change in the center of a d–range that is acceptable to recenter the d–range.Once movement is terminated,the d–ranges are en-larged in order to capture as many patterns as possible from the cluster.Enlargement takes place at each dimension sep-arately.The d–ranges are enlarged byθe/l percent at each dimension,whereθe is user defined,and l stands for the number of previous successful enlargements.After the en-largement in one dimension is performed,the window is moved,as described above.Once movement terminates, the proportional increase in the number of patterns included in the window is calculated.If this proportion does not ex-ceed the user–defined coverage threshold,θc,the enlarge-ment and movement steps are rejected and the position and size of the d–range are reverted to their prior to enlarge-ment values.Otherwise,the new size and position are ac-cepted.If enlargement is accepted for dimension d 2, then for all dimensions d ,such that d <d ,the enlarge-ment process is performed again assuming as initial posi-tion the current position of the window.This process ter-minates if enlargement in any dimension does not result in a proportional increase in the number of patterns included in the window beyond the thresholdθc.UKW generalizes the original algorithm.The key idea to automatically determine the number of clusters, is to apply the k-windows algorithm using a sufficiently large number of initial windows.The windowing tech-nique of the k-windows algorithm allows for a large num-ber of initial windows to be examined,without any signif-icant overhead in time complexity.Once all the processes of movement and enlargement for all windows are termi-nates,all overlapping windows are considered for merging. The merge operation is guided by a merge thresholdθm. Having identified two overlapping windows,the number of patterns that lie in their intersection is calculated.Next the proportion of this number to the total patterns included in each window is calculated.If the mean of these two pro-portions exceedsθm,then the windows are considered to belong to a single cluster and are merged,otherwise not.The output of the algorithm is a number of sets that define thefinal clusters discovered in the original dataset.2.2Artificial Neural NetworksArtificial Feedforward Neural Networks(FNNs)are paral-lel computational models comprised of densely intercon-nected,simple,adaptive processing units,characterized by an inherent propensity for storing experiential knowledge and rendering it available for use.Two critical parameters for the successful application of FNNs are the appropriate selection of network architecture and training algorithm. The problem of identifying the optimal network architec-ture for a specific task remains up to date an open and chal-lenging problem.For the general problem of function ap-proximation,the universal approximation theorem proved in[5,20]states that:Theorem2.1Standard Feedforward Networks with only a single hidden layer can approximate any continuous func-tion uniformly on any compact set and any measurable function to any desired degree of accuracy.An immediate implication of the above theorem is that any lack of success in applications must arise from inadequate learning,insufficient number of hidden units,or the lack of a deterministic relationship between the input and the tar-get.A second theorem proved in[13]provides an upper bound for the architecture of an FNN destined to approxi-mate a continuous function defined on the hypercube in R n. Theorem2.2On the unit cube in R n any continuous func-tion can be uniformly approximated,to within any error by using a two hidden layer network having2n+1units in thefirst layer and4n+3units in the second layer.The efficient supervised training of FNNs is the sub-ject of considerable ongoing research and numerous algo-rithms have been proposed to this end.Supervised training amounts to the global minimization of the network error function E.The rapid computation of a set of weights thatminimizes this error is a rather difficult task since,in gen-eral,the number of network weights is large and the re-sulting error function generates a complex surface in the weight space,characterized by multiple local minima and broadflat regions adjoined to narrow steep ones.Next, a brief exposition of the training algorithms considered is provided.3Numerical ResultsWe have applied the previously described methodology to the daily(interbank rate)time–series of the Japanese Yen against the U.S.Dollar.The series consists of1827ob-servations spanning a period offive years,from the1st of January1998until the1st of January of2003.The series is freely available from .The training set contained thefirst1500patterns,while the remaining pat-terns,covering approximately thefinal year of data,were assigned to the test set.Numerical experiments were per-formed using a Clustering C++and a Neural Network C++ Interface built under the Fedora Linux1.0operating system using the GNU compiler collection(gcc)version3.3.2.Applying the method of“False Nearest Neigh-bors”[7]on the training set we observed that the propor-tion of false nearest neighbors drops sharply to the value of 0.334%for an embedding dimension of d=5.For larger values of d the proportion of false nearest neighbors lies in the neighborhood of0.067%,up to d=19for which the number of false nearest neighbors drops to zero.The embedding dimension chosen for this series was5.Having identified the appropriate embedding dimen-sion,the UKW algorithm is employed to compute the clus-ters present in the training set.Pattern n is of the form p n=[x n,x n+1,...,x n+d−1,x n+d,...,x n+d+h−1],n= 1,...,1500,and h=2,5represents the forecasting horizon.In other words,the values to be predicted [x n+d,...,x n+d+h−1],are components of the pattern vec-tors employed by the UKW algorithm.For the two–step–ahead prediction problem,a total of15clusters were iden-tified in the training set,while for thefive–step–ahead task, UKW detected28clusters in the training set.To identify the cluster to which a pattern from the test set belongs,it isfirst necessary tofind the window whose center is clos-est(in terms of Euclidean distance)to that pattern.The pattern is then assigned to the cluster to which this win-dow belongs.Since the future values of the series are un-known for the patterns of the test set,distances from win-dow centers are computed by excluding the components [x n+d,...,x n+d+h−1]of the window center vector from the computation of distances.As previously mentioned,the issue of selecting the optimal network architecture for a particular task,remains up to date an open and challenging problem.After exper-imentation with networks with one and more hidden lay-ers,we concluded that5–5–4–1constitutes an appropriate architecture for the FNNs used as local predictors.The FNNs associated with each cluster detected in the train-ing set were trained to minimize the mean squared error of one–step–ahead prediction.Four training algorithms were considered:•Adaptive On–Line Back Propagation(AOBP)[8].•Scaled Conjugate Gradient Descent(SCG)[11],•Improved Resilient Back Propagation(iRPROP)[6],•Resilient Back Propagation(RPROP)[16],and •Back Propagation with Variable Stepsize(BPVS)[9].As an additional evaluation criterion,the performance of the FNNs on the task of two–andfive–step–ahead pre-diction on the training set was monitored.The accuracy of the multiple–step–ahead forecasts was assessed by the percentage of correct sign prediction[4,18].This measure captures the percentage of forecasts in the test set for which the following inequality is satisfied:(x t+d+h−1−x t+d−1)·(x t+d+h−1−x t+d−1)>0,(1) where,x t+d+h−1represents the prediction generated by the FNN,x t+d+h−1refers to the true value of the exchange rate at period t+d+h−1and,finally,x t+d−1stands for the value of the exchange rate at the current period, t+d−1.Correct sign prediction in effect captures the percentage of profitable trades enabled by the forecasting system employed[18].Having trained all the FNNs for100epochs,their performance on the task of two–andfive–step–ahead pre-diction was evaluated on the test set.For the clusters to which patterns from the test set were assigned,Tables1,2 and3report the minimum(min),mean,maximum(max) performance with respect to correct sign prediction.Also the standard deviation(st.dev),as well as,the performance of the FNN that managed the highest multiple–step–ahead sign prediction on the train set(best ms)is reported.The number of test patterns that were assigned to each cluster is reported next to the cluster index.Due to space limitations, the results for one cluster containing four patterns from the test set is not reported in Table1for the two–step–ahead problem,while for thefive–step–ahead task the results for three clusters containing one,four andfive patterns respec-tively are not reported in Tables2,3.Primarily,it is important to note that patterns from the test set were assigned to a subset of the total number of clusters detected in the training set.For the two–step–ahead prediction task,patterns from the test set were as-signed to9out of the15clusters discovered in the training set.For thefive–step–ahead task,patterns from the test set were assigned to14out of the28clusters.This implies that only a subset of the information contained in the train-ing set was considered relevant for predicting the evolution of the series in the test set.Inspecting the results reported in Tables1–3,it is evident that the degree of predictabil-ity varies substantially among the different clusters.Cluster5:13patternsmin mean max st.dev.best ms AOBP0.460.460.460.00.46SCG0.460.490.610.050.53iRPROP0.460.460.460.00.46RPROP0.460.460.460.00.46BPVS0.460.530.610.070.46Cluster6:39patternsmin mean max st.dev.best ms AOBP0.460.560.610.050.46SCG0.430.570.610.070.61iRPROP0.560.600.610.010.61RPROP0.610.610.610.00.61BPVS0.350.550.660.100.61Cluster7:64patternsmin mean max st.dev.best ms AOBP0.370.410.430.010.42SCG0.450.450.450.00.45iRPROP0.400.440.450.010.40RPROP0.450.450.450.00.45BPVS0.400.430.460.020.40Cluster8:42patternsmin mean max st.dev.best ms AOBP0.380.460.50.040.38SCG0.350.500.540.060.35iRPROP0.520.520.540.000.52RPROP0.50.520.540.010.54BPVS0.380.480.520.040.38Cluster9:60patternsmin mean max st.dev.best ms AOBP0.510.570.610.030.60SCG0.460.500.580.030.58iRPROP0.430.450.480.010.45RPROP0.430.470.480.010.48BPVS0.430.430.480.010.48Cluster10:23patternsmin mean max st.dev.best ms AOBP0.470.530.560.030.52SCG0.470.540.560.030.56iRPROP0.520.560.600.030.56RPROP0.520.540.600.030.52BPVS0.520.550.600.020.56Cluster11:25patternsmin mean max st.dev.best ms AOBP0.560.610.720.060.56SCG0.520.520.60.020.52iRPROP0.520.520.60.020.60RPROP0.520.520.520.00.52BPVS0.440.560.720.100.44Cluster12:50patternsmin mean max st.dev.best ms AOBP0.420.450.500.030.48SCG0.440.510.520.020.44iRPROP0.520.520.560.010.56RPROP0.520.520.520.00.52BPVS0.440.510.540.030.44 Table1.Results for the problem of2–step ahead predictionOn the task of two–step ahead prediction(Table1),no FNN was able to achieve a correct sign prediction exceed-ing50%for the patterns that were classified to cluster7.A similar behavior is observed for clusters17,18,19,and 20for thefive–step–ahead prediction task.On the other hand,the minimum correct sign prediction exceeds50%Cluster11:35patternsmin mean max st.dev.best ms AOBP0.510.530.540.010.54SCG0.340.480.540.070.45iRPROP0.480.540.620.040.48RPROP0.480.510.540.010.51BPVS0.250.440.620.110.45Cluster12:17patternsmin mean max st.dev.best ms AOBP0.350.420.520.070.52SCG0.170.270.350.050.29iRPROP0.290.430.520.100.52RPROP0.170.330.520.130.52BPVS0.170.400.520.130.52Cluster13:9patternsmin mean max st.dev.best ms AOBP0.220.240.330.040.22SCG0.220.230.330.030.22iRPROP0.220.280.440.070.22RPROP0.220.260.330.050.33BPVS0.220.360.440.070.33Cluster14:75patternsmin mean max st.dev.best ms AOBP0.540.560.570.00.56SCG0.490.550.580.020.49iRPROP0.520.560.580.010.57RPROP0.540.560.580.010.57BPVS0.480.500.520.010.48Cluster15:64patternsmin mean max st.dev.best ms AOBP0.590.600.600.00.59SCG0.570.600.600.00.60iRPROP0.560.600.640.020.60RPROP0.560.600.620.010.59BPVS0.570.600.640.010.60Cluster16:15patternsmin mean max st.dev.best ms AOBP0.460.460.460.00.46SCG0.40.460.460.020.46iRPROP0.330.450.530.050.46RPROP0.260.410.460.060.40BPVS0.460.480.530.030.46Cluster17:16patternsmin mean max st.dev.best ms AOBP0.250.250.250.00.25SCG0.180.400.50.120.18iRPROP0.250.280.430.060.25RPROP0.180.350.50.110.18BPVS0.250.290.430.070.25Cluster18:9patternsmin mean max st.dev.best ms AOBP0.330.330.330.00.33SCG0.110.130.330.070.11iRPROP0.110.260.440.110.22RPROP0.110.180.330.070.11BPVS0.110.310.330.070.33Cluster19:17patternsmin mean max st.dev.best ms AOBP0.350.390.410.020.41SCG0.170.230.290.020.23iRPROP0.170.300.410.080.41RPROP0.230.320.410.040.41BPVS0.170.250.290.040.29 Table2.Results for the problem of5–step ahead predictionCluster20:10patternsmin mean max st.dev.best ms AOBP0.200.260.300.050.20SCG0.200.240.400.060.30iRPROP0.200.310.400.050.30RPROP0.200.260.300.050.30BPVS0.300.300.300.00.30Cluster21:40patternsmin mean max st.dev.best ms AOBP0.550.550.550.00.55SCG0.550.580.600.010.55iRPROP0.600.600.620.000.60RPROP0.570.600.620.010.60BPVS0.320.520.620.080.47 Table3.Results for the problem of5–step ahead prediction –continuedfor most training algorithms in clusters10and11of Ta-ble1and clusters14,15,and21of Tables2and3.Further-more,it is important to note that in most cases the FNNs that achieved the best performance on the task of two–and five–step–ahead prediction on the training set were rarely the ones that exhibited the highest performance on the test set.Selecting among the trained FNNs for each cluster the one with the highest performance with respect to min-imum,mean,maximum and highest multi–step–prediction accuracy on the training set,respectively,we computed the mean forecasting performance achieved on the entire test set.These results are illustrated in Table4for the two–andfive–step–ahead tasks.As expected the accuracy of the forecasts deteriorates as the forecasting horizon is ex-panded.min mean max best ms 2–step–ahead0.510.530.5750.555–step–ahead0.480.510.560.51 Table4.Overall forecasting accuracy achieved by selecting the best performing FNN with respect to min,mean,max, and best ms,respectivelySince the embedding dimension used to construct the input patterns for the FNNs acting as local predictors wasfive,to perform six–step–ahead prediction through the aforementioned approach,implies that all the elements of input vector are previous outputs of the model.In other words,the problem becomes one of iterated(closed–loop) prediction.We have tested the performance of the system on this task,but the model fails to keep track of the evo-lution of the series.In effect beyond a certain number of iterated predictions the output of the model converges,to a constant value,implying that the system has been trapped in afixed point.Enhancing the model so as to be able to overcome this limitation is a very interesting problem which we intend to address in future work.4ConclusionsThis paper presents a time series forecasting methodology which draws from the disciplines of chaotic time series analysis,clustering,and artificial neural networks.The methodology consists of four stages.Primarily the mini-mum dimension necessary for phase space reconstruction through time–delayed embedding is calculated using the method of false nearest neighbors.To identify neighbor-hoods in the state space,time delayed vectors are subjected to clustering through the UKW algorithm.This algorithm has the capability to endogenously determine the number of clusters present in a dataset.Subsequently,a different feed-forward neural network is trained on each cluster.Having completed the training of the networks,the performance of the model on the task of multiple–step–ahead predic-tion is evaluated on the test set.Beyond this point the sys-tem uses both predicted and true values of the series in or-der to formulate the patterns that will be used to forecast the evolution of the series.This methodology was applied to generate two–andfive–step–ahead predictions for the time–series of the daily exchange rate of the Japanese Yen against the US Dollar for a period of time which covers ap-proximately thefinal year of available data.The obtained results were promising.In future work we intend to address the issue of it-erated prediction.To this end we aim to incorporate the test proposed by Diks et al.[2]so as to obtain a measure of the extent to which the developed prediction system has the ability to accurately capture the attractor of the mea-sured data,during the training process[1].We also intend to consider recurrent neural networks. AcknowledgmentThis work was supported in part by the“Pythagoras”re-search grant awarded by the Greek Ministry of Education and Religious Affairs and the European Union. 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