Decision trees are useful for sequential decision-making under demand uncertainty.

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We begin by restating the prompt and the available choices to orient the analysis.
Question: 'Decision trees are useful for sequential decision-making under demand uncertainty.'
Options: True, False

Option 1: True. Consider that decision trees are a tool for modeling decisions in stages, where each node represents a choice or a chance event, and branches capture possible outcomes. They are particularly well-suited for sequential decision-making because they allow us to map the order of decisions and uncertainties over time, including how one decision influences future options and outcomes. When demand is uncertain, a decision tree can incorporate probabilistic branches for different demand scenarios and compute expected values or optimal strategies via backward induction. Therefore, this statement aligns with standard operations research and decision-analysis practice.

Option 2: False. This claim would assert that decision trees are not useful for sequential decisions under uncertainty. The flaw here is that one of the core strengths of decision trees is precisely to handle sequential structure and uncertainty by representing stages, actions, and probabilistic outcomes. Saying they are not useful contradicts their fundamental purpose and typical applications, such as inventory planning, project scheduling with uncertain demand, and strategic decision-making under risk. Hence, this option rests on a misconception about what decision trees are designed to do.

Additional nuance: you might consider edge cases where other methods (e.g., dynamic programming, stochastic programming, or simulation) could be more scalable or flexible in very large or continuous spaces, but that does not negate the usefulness of decision trees for sequential decision problems under demand uncertainty. The question, phrased simply, supports the affirmative.

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Decision trees are useful for sequential decision-making under demand uncertainty.

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