Media Distribution in the Printing Industry: A Study of the Movement of Printed Materials and Electronic Files

Change, according to Phillip Ruggles (2005), can be advantageous to one\u27s business. It can sometimes be exciting and economically rewarding. At other times, change can be challenging and risky, bringing about chaos and disruption. The printing industry is undergoing both structural and cyclical change. Meeting the challenge to remain competitive in today\u27s printing industry relies heavily on providing value for customers. Thus, print service providers are offering a variety of value added services in an effort to meet customer demands and to remain competitive. One such additional service is distribution (both physical and electronic), which includes shipping/delivery, mailing, warehousing, and inventory management. As print technology advances, the offering of distribution services by print providers is becoming a trend in the industry. The objectives of this research were to understand distribution and distribution workflows, to understand the utilization of electronic distribution of files and the distribute-then-print model, and to understand how printers are incorporating e-commerce as a tool to distribute print. This thesis research also looked at the challenges, issues, and future trends anticipated by print service providers for their distribution operations. To achieve these objectives, selective answers from the 2005 Printing Industry Center (PIC) research on Media Distribution (Cummings & LeMaire) and another research on the Utilization ofE-commerce (Cummings & LeMaire) were used to support vi this thesis. Additionally, in-depth interviews were conducted with six print service providers to further understand distribution operations within the printing industry. The research results revealed key findings in the areas of physical distribution, distribution workflows, electronic distribution, e-commerce, and distribution challenges and trends. Questions addressing physical distribution and workflows yielded the following results: the definition of distribution from all the responses can be summarized as the movement of printed and finished materials from the printing plant to an internal storage location, to a distribution center, to the customer (the print buyer), or to the enduser. Various processes were described by research participants to represent their distribution operations. Figures 12 and 13 are representations of the two main workflows: a simple workflow for small companies, and a more complex workflow for larger companies. Electronic distribution findings showed that this model has not had a great impact upon the participants\u27 distribution procedures or their businesses in general. Only four (25%) of the companies interviewed have used this distribution model. Additionally, questions addressing e-commerce utilization showed that participants\u27 definition of ecommerce can be summarized as a system that allows customers to perform transactions over the Internet. Participants all agreed that e-commerce is a value-added service that benefits everybody. It was also apparent that most printers are not utilizing the full capabilities of e-commerce systems. Research participants discussed various challenges faced while offering distribution services. Among those challenges are storage and warehousing, customer information flow, fuel surcharges, postage increases, and trucking. Participants also vn anticipate the following trends relating to their distribution operations: advancement in technology, improved customer relations, and electronic flow of communication. This thesis research is valuable and contributes ample literature on the topic of distribution in the printing industry. As no research is exhaustive, opportunities remain for further research projects within various aspects of this study

Introduction of Heavy Axle Loads

The Association of American Railroads (AAR) initiated the Heavy Axle Load (HAL) Research Program in 1988 in order to “provide guidance to the North American railroad industry about whether to increase axle loads and to determine the most economic payload consistent with safety” (Kalay and Martland 2001). The research demonstrated the technical feasibility and economic desirability of increasing axle loads and the ability of technology to mitigate the adverse effects of heavier loads. In 1991, the industry decided to accept cars with 286,000 lb. gross vehicle weight (286k GVW) in interchange service. Since then, more than 90% of all bulk equipment acquired has been rated for 286k GVW. By 2010, nearly 100% of coal traffic and 30% of general freight moved in 286k loads. Technological improvements resulting from the HAL research program have been critical in enabling the industry to reduce costs of 286k operations. Stronger materials, better designs, and improved maintenance techniques reduced life cycle costs for rail and other track components. Bridge costs did not increase as much as expected, because of technological developments and better understanding of their ability to withstand HAL loads. Net benefits of HAL operations to railroads, suppliers, and their customers were approximately $6 billion between 1994 and 2010. Annual net benefits exceeded$600 million in 2010. Benefits included reductions in equipment expense, more efficient operations, and increases in line capacity. Given the technological advances in railroad engineering over the past 20 years, further increases in GVW or loading density should now be considered. OVERVIEW OF THE HAL RESEARCH PROGRAMThis paper has two major objectives. First, it estimates the net benefits achieved by increasing the maximum GVW to 286k, taking into account impacts on operations and infrastructure. Second

e-Customer Relationship Management in the hotel sector: Guests\u27 perceptions of perceived e-service quality levels

The notion of Customer Relationship Management (CRM) has been shown to be a worthwhile strategy in many service industries. This coupled with Internet advances means that it is now possible and even beneficial to extend CRM practices on the Internet (eCRM) and integrate them with the offline CRM programme. eCRM has can boost guests\u27 satisfaction and patronage in the hospitality industry, as Internet business models have empowered guests with a great amount of information which, in turn, makes them more price sensitive, less brand loyal and more sophisticated. However, although research has concentrated so far on CRM and eCRM implementation and its operational requirements, CRM implications from the customer perspective have been ignored. This paper aims to fill in this gap by examining the impact of eCRM on guests\u27 perceptions of service quality on the Internet (e-service quality). It is advocated that eCRM enhances e-service quality by allowing guests to participate in service processes (e.g. service production, delivery, design) and so improving guests\u27 cognitive and emotional evaluations of service quality performances. Research propositions were tested by applying Critical Incident Analysis and conducting in-depth interviews with nine international hotel guests using eCRM. In general, findings mainly stressed the need to integrate eCRM with off line hotel strategies and operations providing several guidelines for further development and improvement of eCRM hotel practices. Future directions of research are also proposed

Characteristics of redistributed manufacturing systems: a comparative study of emerging industry supply networks

This paper explores the characteristics of redistributed manufacturing systems within the context of emerging industry supply networks (EI SNs), with a particular focus on their structure, operations and reconfiguration dynamics. A number of factors have resulted in the redistribution of manufacturing. Within Emerging Industries, advances in process and information technologies, have changed the physical and information characteristics of components and products, and the viable production economies of scale. Further, the emergence of new specialised companies fulfilling key research, production or service roles have changed industry structure and operations, and the conventional model of value creation. Six industrial systems are examined using an Industrial System mapping methodology providing a basis for cross-case analysis, selected on the basis of representing alternative and novel evolution paths that may provide insights into the characteristics of EI SNs within a redistributed manufacturing context. Cross-case analysis suggests several generic aspects to EI SNs, including the blurring of traditional industry boundaries and the critical requirement to manage uncertainty. Alternative forms of EI SNs are observed supporting particular EI evolution paths. Further, more adaptive SNs support increased product variety, with lower inventory models enabled by enhanced production and distribution flexibility, often located closer to demand.The authors would like to acknowledge UK Research Council EPSRC, the industrial collaborators who provided access to their organisations, and their supply network, industrial and institutional partners.This is the author accepted manuscript. The final version is available from Taylor & Francis via http://dx.doi.org/10.1080/00207543.2016.121476

Cyborg Service: The Unexpected Effect of Technology in the Employee–Guest Exchange

Hotels, restaurants, and other hospitality industry operations are experimenting with self-service kiosks, tablet devices, and other technologies intended to augment or replace interactions between guests and front-line employees. While the combination of technology and people is designed to improve service, research suggests that service technologies can impede development of employee-guest rapport and lead to lower service evaluations. The studies presented in this report apply social equity theory to determine when (and why) technology can improve guests’ satisfaction with the service process and when it diminishes the guest experience. Equity theory suggests that when the use of technology prevents guests from responding to an employee’s friendly advances, guests experience psychological tension and decrease their evaluations of the service experience. The reverse situation also applies, so that when employees are less than friendly the barrier created by technology increases service evaluations by reducing guest anger. However, it is not always the case that friendly frontline staff and technology don’t mix. In a follow up field experiment, guests who used a Monscierge Connect Lobby touchscreen located not far from a bell stand preferred interacting with the technology when a hotel employee was nearby though not directly engaging guests. Thus, frontline employees should still develop a rapport with guests, but when technology acts as an “equity barrier,” the employees should provide guests with “social space,” without abandoning them entirely

Collaboration Impact on Social Well-being for Business Sustainability: A Case Study of a Malaysian Water Treatment SME Company

This study demonstrated how collaboration advances the manufacturing-based industry to transform its business structure as a social service-oriented and well-being solution, thereby being able to sustain its business vis-à-vis market competition. Thus, this paper presents an approach for industry analysis from the corporate collaboration rationality perspective. The study was performed in the Malaysian water management service industry and examined the operations of a small and medium-sized enterprise (SME) water treatment company as a case example. Data were gathered by conducting an explorative questionnaire survey with the SME water service provider in Kedah, Malaysia. Potential scenarios were identified for establishing viable future directions of SMEs, which include the needs of mutual corporate collaboration for service encapsulation, and ecosystem oriented approach for social welfare value creation. This research can help overcome the managerial challenges of a company, thus enable it to succeed in the commercial market by ensuring service-oriented social well-being solutions

Power-by-the-hour: the role of technology in reshaping business strategy at Rolls-Royce

There is a recognised trend of manufacturing companies offering not only products, but services and even complete solutions to business problems. Research has highlighted economic, market demand and competitiveness factors as responsible for the re-shaping of business strategies that this has involved. This study analyses the extent to which another factor, technology, has been a significant factor in the switch from product oriented to service oriented strategies. A case study of the aero engine manufacturer Rolls-Royce is used to analyse the impact of technology, which is found to have led manufacturers to re-shape their business strategies. The study finds that developments in one technology in particular, namely digital electronics, have been a powerful enabling factor facilitating the implementation of service strategies. This provided original equipment manufacturers (OEMs) like Rolls-Royce with a competitive advantage relative to conventional service providers, by enabling them to acquire new knowledge management capabilities

Human Resource and Employment Practices in Telecommunications Services, 1980-1998

[Excerpt] In the academic literature on manufacturing, much research and debate have focused on whether firms are adopting some form of “high-performance” or “high-involvement” work organization based on such practices as employee participation, teams, and increased discretion, skills, and training for frontline workers (Ichniowski et al., 1996; Kochan and Osterman, 1994; MacDuffie, 1995). Whereas many firms in the telecommunications industry flirted with these ideas in the 1980s, they did not prove to be a lasting source of inspiration for the redesign of work and employment practices. Rather, work restructuring in telecommunications services has been driven by the ability of firms to leverage network and information technologies to reduce labor costs and create customer segmentation strategies. “Good jobs” versus “bad jobs,” or higher versus lower wage jobs, do not vary according to whether firms adopt a high- involvement model. They vary along two other dimensions: (1) within firms and occupations, by the value-added of the customer segment that an employee group serves; and (2) across firms, by union and nonunion status. We believe that this customer segmentation strategy is becoming a more general model for employment practices in large-scale service | operations; telecommunications services firms may be somewhat more | advanced than other service firms in adopting this strategy because of certain unique industry characteristics. The scale economies of network technology are such that once a company builds the network infrastructure to a customer’s specifications, the cost of additional services is essentially zero. As a result, and notwithstanding technological uncertainty, all of the industry’s major players are attempting to take advantage of system economies inherent in the nature of the product market and technology to provide customized packages of multimedia products to identified market segments. They have organized into market-driven business units providing differentiated services to large businesses and institutions, small businesses, and residential customers. They have used information technologies and process reengineering to customize specific services to different segments according to customer needs and ability to pay. Variation in work and employment practices, or labor market segmentation, follows product market segmentation. As a result, much of the variation in employment practices in this industry is within firms and within occupations according to market segment rather than across firms. In addition, despite market deregulation beginning in 1984 and opportunities for new entrants, a tightly led oligopoly structure is replacing the regulated Bell System monopoly. Former Bell System companies, the giants of the regulated period, continue to dominate market share in the post-1984 period. Older players and new entrants alike are merging and consolidating in order to have access to multimedia markets. What is striking in this industry, therefore, is the relative lack of variation in management and employment practices across firms after more than a decade of experience with deregulation. We attribute this lack of variation to three major sources. (1) Technological advances and network economics provide incentives for mergers, organizational consolidation, and, as indicated above, similar business strategies. (2) The former Bell System companies have deep institutional ties, and they continue to benchmark against and imitate each other so that ideas about restructuring have diffused quickly among them. (3) Despite overall deunionization in the industry, they continue to have high unionization rates; de facto pattern bargaining within the Bell system has remained quite strong. Therefore, similar employment practices based on inherited collective bargaining agreements continue to exist across former Bell System firms

Big Data and the Internet of Things

Advances in sensing and computing capabilities are making it possible to embed increasing computing power in small devices. This has enabled the sensing devices not just to passively capture data at very high resolution but also to take sophisticated actions in response. Combined with advances in communication, this is resulting in an ecosystem of highly interconnected devices referred to as the Internet of Things - IoT. In conjunction, the advances in machine learning have allowed building models on this ever increasing amounts of data. Consequently, devices all the way from heavy assets such as aircraft engines to wearables such as health monitors can all now not only generate massive amounts of data but can draw back on aggregate analytics to "improve" their performance over time. Big data analytics has been identified as a key enabler for the IoT. In this chapter, we discuss various avenues of the IoT where big data analytics either is already making a significant impact or is on the cusp of doing so. We also discuss social implications and areas of concern.Comment: 33 pages. draft of upcoming book chapter in Japkowicz and Stefanowski (eds.) Big Data Analysis: New algorithms for a new society, Springer Series on Studies in Big Data, to appea