A Computer-Aided Process Simulation Model to Navigate Value Chain Reconfiguration Using a Three-Layered Methodology

This paper develops a computer-aided process simulation model (CPSM) to navigate value chain reconfiguration. The model uses a three-layered methodology incorporating the principle of knowledge-integrated traceability (KIT) to create more efficient performance measures and provides a rigorous and stepwise clustered module structure that will act as a guideline for all entities decision makers are involved. The model is based on three kinds of mature toolsets variable. First, an in-depth interview of a group of experts makes the BSC (Balanced Scorecard) KIT model along with AHP (Analytic Hierarchy Process) technique into an integrated AHP-BSC structure. Second, internal validation of core propositions during CPSM development is then used to construct an account both qualitative and quantitative decision factors in the best delivery causality diagram of theory-building mode. Defining the KIT of toolset variables into two specific themes allows a practical hierarchy for AHP-BSC structure to be evaluated without excessive computation barriers, and the systems thinking archetype of strategic activities in the ARIS-EPCs (Architecture of Integrated Information System/extending Event-driven Process Chains) architecture delivers the validity and reliability of research methodology as validation model of CPSM development. Third, the hybrid ST-ARIS (System Thinking) simulation model is constructed based on the feasibility test of relevant decision factors whether or not KPI (Key Performance Indicator) could be measured. The reconfiguration provides new insights for contributing to the foundations to link the process capability of the value chain with the three-layered methodology, and emphasises the CPSM development by highlighting a specific approach associated with KIT.Balanced scorecard, analytic hierarchy process, architecture of integrated information system, event-driven process chains, systems thinking, value chain, critical success factor, key performance indicators

The drivers of Corporate Social Responsibility in the supply chain. A case study.

Purpose: The paper studies the way in which a SME integrates CSR into its corporate strategy, the practices it puts in place and how its CSR strategies reflect on its suppliers and customers relations. Methodology/Research limitations: A qualitative case study methodology is used. The use of a single case study limits the generalizing capacity of these findings. Findings: The entrepreneur’s ethical beliefs and value system play a fundamental role in shaping sustainable corporate strategy. Furthermore, the type of competitive strategy selected based on innovation, quality and responsibility clearly emerges both in terms of well defined management procedures and supply chain relations as a whole aimed at involving partners in the process of sustainable innovation. Originality/value: The paper presents a SME that has devised an original innovative business model. The study pivots on the issues of innovation and eco-sustainability in a context of drivers for CRS and business ethics. These values are considered fundamental at International level; the United Nations has declared 2011 the “International Year of Forestry”