Incentive System Framework for Information Sharing in Value-Adding Networks

To meet current market requirements and improve their competitive position, companies cooperate with their partners in value-adding networks. To exploit potential performance improvements, it is essential for companies to increasingly share Production Planning and Control-related data. Financial and non-financial incentives are beneficial to foster the inter-company exchange of such data. This paper proposes an approach for designing an application-specific incentive system framework, forcing information sharing in value-adding networks. The framework is based on a requirements analysis towards both value-adding networks and Production Planning and Control. The outcome of the approach is the possibility of deriving concrete incentive systems. The approach developed was applied and verified in a use case

Messy supply chains

Extant research has made many advances in our understanding of how relatively stable, repetitive supply chains (SCs) can be run effectively. This study focuses on the less researched SCs that are not stable or repetitive. To capture the management challenges of this type of SC, a definition of "messy supply chains" (MSCs) for SCs presenting "wicked" (Rittel and Webber, 2007) or "messy" problems (Ackoff, 1981) is proposed. A conceptual framework is explored in the context of the literature on humanitarian operations. This framework will form the foundation of an in-depth examination of MSCs to aid research and managerial practice. Keywords: suppl

Business Process Innovation using the Process Innovation Laboratory

Most organizations today are required not only to establish effective business processes but they are required to accommodate for changing business conditions at an increasing rate. Many business processes extend beyond the boundary of the enterprise into the supply chain and the information infrastructure therefore is critical. Today nearly every business relies on their Enterprise System (ES) for process integration and the future generations of enterprise systems will increasingly be driven by business process models. Consequently process modeling and improvement will become vital for business process innovation (BPI) in future organizations. There is a significant body of knowledge on various aspect of process innovation, e.g. on conceptual modeling, business processes, supply chains and enterprise systems. Still an overall comprehensive and consistent theoretical framework with guidelines for practical applications has not been identified. The aim of this paper is to establish a conceptual framework for business process innovation in the supply chain based on advanced enterprise systems. The main approach to business process innovation in this context is to create a new methodology for exploring process models and patterns of applications. The paper thus presents a new concept for business process innovation called the process innovation laboratory a.k.a. the Ð-Lab. The Ð-Lab is a comprehensive framework for BPI using advanced enterprise systems. The Ð-Lab is a collaborative workspace for experimenting with process models and an explorative approach to study integrated modeling in a controlled environment. The Ð-Lab facilitates innovation by using an integrated action learning approach to process modeling including contemporary technological, organizational and business perspectivesNo; keywords

Quality in Measurement: Beyond the deployment barrier

Network measurement stands at an intersection in the development of the science. We explore possible futures for the area and propose some guidelines for the development of stronger measurement techniques. The paper concludes with a discussion of the work of the NLANR and WAND network measurement groups including the NLANR Network Analysis Infrastructure, AMP, PMA, analysis of Voice over IP traffic and separation of HTTP delays into queuing delay, network latency and server delay

Effect of Industry 4.0 on Education Systems: An Outlook

Congreso Universitario de Innovación Educativa En las Enseñanzas Técnicas, CUIEET (26º. 2018. Gijón

Understanding collaborative supply chain relationships through the application of the Williamson organisational failure framework

Many researchers have studied supply chain relationships however, the preponderance of open markets situations and ‘industry-style’ surveys have reduced the empirical focus on the dynamics of long-term, collaborative dyadic relationships. Within the supply chain the need for much closer, long-term relationships is increasing due to supplier rationalisation and globalisation (Spekman et al, 1998) and more information about these interactions is required. The research specifically tested the well-accepted Williamson’s (1975) Economic Organisations Failure Framework as a theoretical model through which long term collaborative relationships can be

Maturity model for the Structural Elements of Coordination Mechanisms on the collaborative planning process

[ENG] Collaborative Planning (CP) can be defined as a joint decision making process for aligning plans of individual Supply Chains (SC) members with the aim of achieving a certain degree of coordination (Stadler, 2009). Coordination means identification and classification of existing interdependencies (Li et al., 2002). Different coordination processes manage different types of interdependencies. Coordination should be considered different from integration in that where coordination takes the target for granted, integration often involves determining this target simultaneously with the aligning of allocation decisions (Oliva and Watson, 2010). Typical features of supply chain coordination processes include demand planning (DP), supply planning (SP), available-to-promise/ capacity-to-promise (ATP/CTP), manufacturing planning, distribution planning (DP), etc. Generally, the execution of process depends on proper information management. Coordination mechanisms in supply chain should be tools by which, every member of a supply chain can achieve more benefits. Thus, organizations need to develop strategically aligned capabilities not only within the company itself, but also among the organizations that are part of its value-adding networks. Additionally, processes are now viewed as assets requiring investment and development as they mature. Thus the concept of process maturity is becoming increasingly important as firms adopt a process view of the organization

A Conceptual Framework of Reverse Logistics Impact on Firm Performance

This study aims to examine the reverse logistics factors that impact upon firm performance. We review reverse logistics factors under three research streams: (a) resource-based view of the firm, including: Firm strategy, Operations management, and Customer loyalty (b) relational theory, including: Supply chain efficiency, Supply chain collaboration, and institutional theory, including: Government support and Cultural alignment. We measured firm performance with 5 measures: profitability, cost, innovativeness, perceived competitive advantage, and perceived customer satisfaction. We discuss implications for research, policy and practice