A review on intellectual capital concepts as a base for measuring intangible assets of collaborative networks

[EN] This work presents a revision of the main definition and significances of the term Intellectual Capital, as it is an important issue of study. Once the main scientific works related to Intellectual Capital are presented and their main contributions highlighted, this work shows how it has been attempted to measure the Intellectual Capital at both individual enterprises and collaborative networks, as a source of meaningful information to make decisions. The paper evidences the lack of works that have successfully dealt with measuring Intellectual Capital at the collaborative networks level, highlighting the main barriers and what a proper measuring framework should address at this level.Rodríguez Rodríguez, R.; Alfaro Saiz, JJ.; Verdecho Sáez, MJ. (2011). A review on intellectual capital concepts as a base for measuring intangible assets of collaborative networks. IFIP Advances in Information and Communication Technology. 362:41-47. doi:10.1007/978-3-642-23330-2_5S4147362Penrose, E.T.: The theory of the growth of the firm. John Wiley, New York (1959)Edvinsson, L., Malone, M.S.: IC: the Proven Way to Establish Your Company’s Real Value by Measuring Its Hidden Values. Piatkus, London (1997)Sveiby, K.E.: The New Organizational Wealth: Managing & Measuring Knowledge-Based Assets. Berrett-Koehler Publishers, Inc., San Francisco (1997)MERITUM Guidelines. Guidelines for Managing and Reporting on Intangibles, Madrid (2002)International Accounting Standards Board (IASB). Intangible Assets, International Accounting Standards No. 38 revised. IASB, London (2004)Marr, B.: Perspectives on IC: Multidisciplinary Insights into Management, Measurement, and Reporting. Elsevier, Boston (2005)Hall, R.: The strategic analysis of intangible resources. Strategic Management Journal 2, 135–137 (1992)Edvinsson, L., Sullivan, P.H.: Developing a model for managing intellectual capital. European Management Journal 14, 356–365 (1996)Brooking, A.: IC: Core Assets for the Third Millennium Enterprise. Thompson Business Press, London (1996)Roos, J., Roos, G., Dragonetti, N.C., Edvinsson, L.: IC: Navigating the New Business Landscape. Macmillan, London (1997)Stewart, T.A.: IC: The New Wealth of Organisations. Doubleday/Currency, New York (1997)Bontis, N., Dragonetti, N.C., Jacobson, K., Roos, G.: The knowledge toolbox: a review of the tools available to measure and manage intangible resources. European Management Journal 17, 391–402 (1999)Kannan, G., Aulbur, W.G.: IC: Measurement effectiveness. Journal of IC 5, 389–413 (2004)Nordika Project. Measuring and Reporting IC: Experiences, Issues, and Prospects. OECD, Paris (2002)Kaplan, R.S., Norton, D.P.: The Balanced Scorecard – Measures that Drive Performance. Harvard Business Review, 71–79 (January/February 1992)Lynch, R.L., Cross, K.F.: Measure Up! The Essential Guide to Measuring Business Performance. Mandarin, London (1991)Kaplan, R.S., Norton, D.P.: Measuring the Strategic Readiness of Intangible Assets. Harvard Business Review 82, 167–176 (2004)Alfaro Saiz, J.J., Rodriguez-Rodriguez, R., Ortiz Bas, A., Verdecho, M.J.: An information architecture for a performance management framework by collaborating SMEs. Computers in Industry 61, 676–685 (2010)Busi, M., Bititci, U.S.: Collaborative performance management: present gaps and future research. International Journal of Productivity and Performance Management 55, 7–25 (2006)Angerhofer, B.J., Angelides, M.C.: A model and a performance measurement system for collaborative supply chains. Decision Support Systems 42, 283–301 (2006)Gaiardelli, P., Saccani, N., Songini, L.: Performance measurement of the after-sales service network – Evidence from the automotive industry. Computers in Industry 58, 698–708 (2007)Gruat, F.A., La Forme, V., Campagne, J.P.: A Framework to analyse Collaborative Performance. Computers in Industry 58, 687–697 (2007

Methodology to Identify SMEs Needs of Internationalised and Collaborative Networks

This paper provides a methodology to support researchers in the identification of SMEs needs encountered when establishing collaborative processes within non-hierarchical manufacturing networks. Furthermore, the methodology also determines the needs when non-hierarchical networks internationalise their processes and operations to overcome globalisation and competitive environments. The major goal of this study is to provide a methodology to enable researchers to underline factors of SMEs integration with particular emphasis on the internationalisation of operations and the establishment of collaborative processes with networked partners. The provided methodology is the first step to develop a future empirical study to explore the findings of the literature review applied to SMEs and to identify the enterprises needs appeared when internationalised and collaborative processes are established in nonhierarchical networks.Andrés, B.; Poler, R. (2013). Methodology to Identify SMEs Needs of Internationalised and Collaborative Networks. IFIP Advances in information and communication technology. 398:463-470. doi:10.1007/978-3-642-40361-3_59S463470398Camarinha-Matos, L., Afsarmanesh, H., Galeano, N., Molina, A.: Collaborative networked organisations – Concepts and practice in manufacturing enterprises. Computers & Industrial Engineering 57(1), 46–60 (2008)Corti, D., Egaña, M.M., Errasti, A.: Challenges for off-shored operations: findings from a comparative multi-case study analysis of Italian and Spanish companies. In: Proceedings 16th Annual EurOMA Conference (2009)Mediavilla, M., Errasti, A., Domingo, R.: Framework for assessing the current strategic factory role and deploying an upgrading roadmap. An empirical study within a global operations network. Dirección y Organización 46, 5–15 (2012)Martínez, S., Errasti, A., Santos, J., Mediavilla, M.: Framework for improving the design and configuration process of a global production and logistic network. In: Emmanouilidis, C., Taishch, M., Kiritsis, D. (eds.) APMS 2012, Part II. IFIP AICT, vol. 398, pp. 471–478. Springer, Heidelberg (2013)Andrés, B., Poler, R.: Análisis de los Procesos Colaborativos en Redes de Empresas No-Jerárquicas. In: Ros, L., Fuente, V., Hontoria, E., Soler, D., Morales, C., Bogataj, M. (eds.) Ingeniería Industrial: Redes Innovadoras. XV Congreso de Ingeniería de Organización, CIO 2011 Libro de Actas, Cartagena, Spain, September 7-9, pp. 369–373 (2011)Andrés, B., Poler, R.: Relevant Problems in Collaborative Processes of Non-Hierarchical Manufacturing Networks. In: Prado, J.C., García, J., Comesaña, J.A., Fernández, A.J. (eds.) 6th International Conference on Industrial Engineering and Industrial Management, Vigo, Spain, July 18-20, pp. 90–97 (2012)Alfaro, J.J., Rodríguez, R., Ortiz, A., Verdecho, M.J.: An information architecture for a performance management framework by collaborating SMEs. Computers in Industry 61(7), 676–685 (2010)Ferdows, K.: Making the most of foreign factories. Harvard Business Review, 73–88 (March-April 1997)Flaherty, T.: Coordinating International Manufacturing and Technology. In: Porter, M. (ed.). Harvard Business School Press (1986)McGee, J., Thomas, H., Wilson, D.: Strategy: Analysis and Practice. McGraw-Hill, New York (2005

A methodology to select suppliers to increase sustainability within supply chains

[EN] Sustainability practice within supply chains remains in an early development phase. Enterprises still need tools that support the integration of sustainability strategy into their activity, and to align their sustainability strategy with the supplier selection process. This paper proposes a methodology using a multi-criteria technique to support supplier selection decisions by taking two groups of inputs that integrate sustainability performance: supply chain performance and supplier assessment criteria. With the proposed methodology, organisations will have a tool to select suppliers based on their development towards sustainability and on their alignment with the supply chain strategy towards sustainability. The methodology is applied to an agri-food supply chain to assess sustainability in the supplier selection process.The authors of this publication acknowledge the contribution of Project GV/2017/065 'Development of a decision support tool for the management and improvement of sustainability in supply chains', funded by the Regional Valencian Government. Also, the authors acknowledge Project 691249, RUC-APS: Enhancing and implementing knowledge-based ICT solutions within high risk and uncertain conditions for agriculture production systems (www.ruc-aps.eu), funded by the European Union according to funding scheme H2020-MSCA-RISE-2015.Verdecho Sáez, MJ.; Alarcón Valero, F.; Pérez Perales, D.; Alfaro Saiz, JJ.; Rodríguez Rodríguez, R. (2021). A methodology to select suppliers to increase sustainability within supply chains. Central European Journal of Operations Research. 29:1231-1251. https://doi.org/10.1007/s10100-019-00668-3S1231125129Agarwal G, Vijayvargy L (2012) Green supplier assessment in environmentally responsive supply chains through analytical network process. In: Proceedings international multiconference of engineers and computer scientists, Hong KongAgeron B, Gunasekaran A, Spalanzani A (2012) Sustainable supply management: an empirical study. Int J Prod Econ 140(1):168–182Akarte MM, Surendra NV, Ravi B, Rangaraj N (2001) Web based casting supplier evaluation using analytical hierarchy process. J Oper Res Soc 52:511–522Alfaro Saiz JJ, Rodríguez R, Ortiz Bas A, Verdecho MJ (2010) An information architecture for a performance management framework by collaborating SMEs. Comput Ind 61:676–685Alfaro JJ, Ortiz A, Rodríguez R (2007) Performance measurement system for enterprise networks. Int J Prod Perform Manag 56(4):305–334Awasthi A, Govindan K, Gold S (2018) Multi-tier sustainable global supplier selection using a fuzzy AHP-VIKOR based approach. Int J Prod Econ 195:106–117Azadnia AH, Ghadimi P, Zameri M, Saman M, Wong KY, Heavey C (2013) An integrated approach for sustainable supplier selection using fuzzy logic and fuzzy AHP. Appl Mech Mater 315:206–221Azimifard A, Moosavirad SH, Ariafar S (2018) Selecting sustainable supplier countries for Iran’s steel industry at three levels by using AHP and TOPSIS methods. Resour Pol 57:30–44Bai C, Sarkis J (2010) Integrating sustainability into supplier selection with grey system and rough set methodologies. Int J Prod Econ 124:252–264Bhagwat R, Sharma MK (2007) Performance measurement of supply chain management: a balanced scorecard approach. Comput Ind Eng 53(1):43–62Bititci US, Mendibil K, Martinez V, Albores P (2005) Measuring and managing performance in extended enterprises. Int J Oper Prod Manag 25(4):333–353Brewer PC, Speh TW (2000) Using the balanced scorecard to measure supply chain performance. J Bus Logist 21(1):75–93Bullinger HJ, Kühner M, Hoof AV (2002) Analysing supply chain performance using a balanced measurement method. Int J Prod Res 40(15):3533–3543Chan FTS (2003) Interactive selection model for supplier selection process: an analytical hierarchy process approach. Int J Prod Res 41(15):3549–3579De Boer L, Labro E, Morlacchi P (2001) A review of methods supporting supplier selection. Eur J Purch Supply Manag 7(2):75–89Degraeve Z, Labro E, Roodhooft F (2000) An evaluation of supplier selection methods from a total cost of ownership perspective. Eur J Oper Res 125(1):34–58Dobos I, Vörösmarty G (2014) Green supplier selection and evaluation using DEA-type composite indicators. Int J of Prod Econ 157(11):273–278Dou Y, Sarkis J (2010) A joint location and outsourcing sustainability analysis for a strategic offshoring decision. Int J Prod Res 48(2):567–592Dyllick T, Hockerts K (2002) Beyond the business case for corporate sustainability. Bus Strategy Environ 11:130–141Falatoonitoosi E, Leman Z, Sorooshian S (2013) Modeling for green supply chain evaluation. Math Probl Eng 2013:1–9Farzad T, Rasid OM, Aidy A, Rosnah MY, Alireza E (2008) AHP approach for supplier evaluation and selection in a steel manufacturing company. JIEM 1(2):54–76Ferreira LMDF, Silva C, Garrido Azevedo S (2016) An environmental balanced scorecard for supply chain performance measurement (Env_BSC_4_SCPM). Benchmark Int J 23(6):1398–1422Figge F, Hahn T, Schaltegger S, Wagner M (2002) The sustainability balanced scorecard: linking sustainability management to business strategy. Bus Strat Env 11:269–284Folan P, Browne J (2005) Development of an extended enterprise performance measurement system. Prod Plan Control 16(6):531–544Freeman J, Chen T (2015) Green supplier selection using an AHP-entropy-TOPSIS framework. Supply Chain Manag 20:327–340Genovese A, Koh L, Bruno G, Esposito E (2013) Greener supplier selection: state of the art and some empirical evidence. Int J Prod Res 51(10):2868–2886Ghodsypour SH, O’Brien C (1998) A decision support system for supplier selection using an integrated analytic hierarchy process and linear programming. Int J Prod Econ 56–57:199–212Glock CH, Grosse EH, Ries JM (2017) Decision support models for supplier development: systematic literature review and research agenda. Int J Prod Econ 194:246–260Govindan K, Khodaverdi R, Jafarian A (2013) A fuzzy multi criteria approach for measuring sustainability performance of a supplier based on triple bottom line approach. J Clean Prod 47:345–354Govindan K, Rajendran S, Sarkis J, Murugesan P (2015) Multi criteria decision making approaches for green supplier evaluation and selection: a literature review. J Clean Prod 98:66–83Gunasekaran A, Patel C, Tirtiroglu E (2001) Performance measures and metrics in a supply chain environment. Int J Oper Prod Manag 21(1/2):71–87Ho W, Xu X, Dey PK (2010) Multi-criteria decision making approaches for supplier evaluation and selection: a literature review. Eur J Oper Res 202:16–24Hsu CW, Hu AH (2009) Applying hazardous substance management to supplier selection using analytic network process. J Clean Prod 17(2):255–264Hsu CW, Kuo TC, Chen SH, Hu AH (2013) Using DEMATEL to develop a carbon management model of supplier selection in green supply chain management. J Clean Prod 56:164–172Huan SH, Sheoran SK, Wang G (2004) A review and analysis of supply chain operations reference (SCOR) model. Supply Chain Manag Int J 9(9):23–29Hutchins M, Sutherland JH (2008) An exploration of measures of social sustainability and their application to supply chain decisions. 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In: Zhong Z (ed) Proceedings of the international conference on information engineering and applications. Springer, London, pp 253–260Nielsen IE, Banaeian N, Golińska P, Mobli H, Omid M (2014) Green supplier selection criteria: from a literature review to a flexible framework for determination of suitable criteria. In: Golinska P (ed) Logistics operations, supply chain management and sustainability. Springer, Cham, pp 79–99Noci G (1997) Designing ‘green’ vendor rating systems for the assessment of a supplier’s environmental performance. Eur J Purch Supply Manag 3(2):103–114Petersen KJ, Handfield RB, Ragatz GL (2005) Supplier integration into new product development: coordinating product, process and supply chain design. J Oper Manag 23:371–388Pishchulov G, Trautrims A, Chesney T, Gold S, Schwab L (2019) The voting analytic hierarchy process revisited: a revised method with application to sustainable supplier selection. 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Performance measurement in SMEs: systematic literature review and research directions

[EN] The purpose of this paper is double. First, the research about performance measurement (PM) in small and medium-sized enterprises (SMEs) will be analysed in order to know its evolution. Next, the research gaps in the business context of these companies will be identi¿ed. This paper presents a systematic literature review of 131 articles of PM in SMEs between 2006 and 2019. A conceptual framework is proposed to characterize the studies according to three factors: (1) purpose of the approach; (2) scope of PM; and (3) business context in which the studies are articulated. The reviewed papers were selected from Scopus and Web of Science databases. For this study, we considered the works conducted in the manufacturing sector, and excluded those that focused on the services sector. The results show that most of the studies are concentrated in the context of individual company, on the other hand networks, clusters, and supply chains have received less attention. The information collected herein identi¿es research gaps that have not been dealt with in detail and are transformed into guidelines to be dealt with by new future speci¿c works in the domain of PM in SMEs.Rojas-Lema, X.; Alfaro Saiz, JJ.; Rodríguez Rodríguez, R.; Verdecho Sáez, MJ. (2021). Performance measurement in SMEs: systematic literature review and research directions. Total Quality Management & Business Excellence. 32(15-16):1803-1828. https://doi.org/10.1080/14783363.2020.1774357S180318283215-1

An Information Management Conceptual Approach for the Strategies Alignment Collaborative Process

[EN] This paper proposes an information management approach to deal with the strategies alignment collaborative process. Much attention has been given to the information management in collaborative networks (CNs), resulting in a wide variety of information management approaches and frameworks. The treatment, estimation, and collection of data are key issues that still need to be addressed, due to the complexity associated with the information exchange and the need to build trust relationships within the CN. In order to address this literature gap, this paper presents an approach to manage information in the specific collaborative process of strategies alignment. The approach is composed of a methodology, that enables to identify the roles participating in the application of the collaborative process, select the collaborative application context, determine the level of collaboration to be applied, and estimate and gather the data required to feed the strategies alignment process. The proposed information management approach bridges the conceptual model of strategies alignment process, with its application in real-world CNs.This work has received funding from the European Union's Horizon 2020 research and innovation programme under grant agreement No 872548 "Fostering DIHs for Embedding Interoperability in Cyber-Physical Systems of European SMEs" (DIH4CPS) (http://dih4cps.eu/).Andres, B.; Poler, R. (2020). An Information Management Conceptual Approach for the Strategies Alignment Collaborative Process. Sustainability. 12(10):1-22. https://doi.org/10.3390/su12103959S1221210Camarinha-Matos, L. M., & Afsarmanesh, H. (2005). Collaborative networks: a new scientific discipline. Journal of Intelligent Manufacturing, 16(4-5), 439-452. doi:10.1007/s10845-005-1656-3Cheikhrouhou, N., Pouly, M., & Madinabeitia, G. (2013). Trust categories and their impacts on information exchange processes in vertical collaborative networked organisations. International Journal of Computer Integrated Manufacturing, 26(1-2), 87-100. doi:10.1080/0951192x.2012.681913Andres, B., & Poler, R. (2016). A decision support system for the collaborative selection of strategies in enterprise networks. Decision Support Systems, 91, 113-123. doi:10.1016/j.dss.2016.08.005Blome, C., Paulraj, A., & Schuetz, K. (2014). Supply chain collaboration and sustainability: a profile deviation analysis. International Journal of Operations & Production Management, 34(5), 639-663. doi:10.1108/ijopm-11-2012-0515Soosay, C. A., & Hyland, P. (2015). A decade of supply chain collaboration and directions for future research. Supply Chain Management: An International Journal, 20(6), 613-630. doi:10.1108/scm-06-2015-0217Chen, L., Zhao, X., Tang, O., Price, L., Zhang, S., & Zhu, W. (2017). Supply chain collaboration for sustainability: A literature review and future research agenda. International Journal of Production Economics, 194, 73-87. doi:10.1016/j.ijpe.2017.04.005Transforming Our World: The 2030 Agenda for Sustainable Development https://sustainabledevelopment.un.org/post2015/transformingourworldFonseca, L. M., Domingues, J. P., & Dima, A. M. (2020). Mapping the Sustainable Development Goals Relationships. Sustainability, 12(8), 3359. doi:10.3390/su12083359Horan, D. (2019). A New Approach to Partnerships for SDG Transformations. Sustainability, 11(18), 4947. doi:10.3390/su11184947Andres, B., & Marcucci, G. (2020). A Strategies Alignment Approach to Manage Disruptive Events in Collaborative Networks. Sustainability, 12(7), 2641. doi:10.3390/su12072641Andres, B., & Blanes, V. J. (2020). A Negotiation Approach to Support the Strategies Alignment Process in Collaborative Networks. Sustainability, 12(7), 2766. doi:10.3390/su12072766Provan, K. G., & Kenis, P. (2007). Modes of Network Governance: Structure, Management, and Effectiveness. Journal of Public Administration Research and Theory, 18(2), 229-252. doi:10.1093/jopart/mum015Pilbeam, C., Alvarez, G., & Wilson, H. (2012). The governance of supply networks: a systematic literature review. Supply Chain Management: An International Journal, 17(4), 358-376. doi:10.1108/13598541211246512Alemany, M. M. E., Alarcón, F., Lario, F.-C., & Boj, J. J. (2011). An application to support the temporal and spatial distributed decision-making process in supply chain collaborative planning. Computers in Industry, 62(5), 519-540. doi:10.1016/j.compind.2011.02.002Schneeweiss, C. (2003). Distributed decision making in supply chain management. International Journal of Production Economics, 84(1), 71-83. doi:10.1016/s0925-5273(02)00381-xAlemany, M. M. E., Boj, J. J., Mula, J., & Lario, F.-C. (2009). Mathematical programming model for centralised master planning in ceramic tile supply chains. International Journal of Production Research, 48(17), 5053-5074. doi:10.1080/00207540903055701Saiz, J. J. A., Rodriguez, R. R., Bas, A. O., & Verdecho, M. J. (2010). An information architecture for a performance management framework by collaborating SMEs. Computers in Industry, 61(7), 676-685. doi:10.1016/j.compind.2010.03.012Andrés, B., & Poler, R. (2013). Relevant problems in collaborative processes of non-hierarchical manufacturing networks. Journal of Industrial Engineering and Management, 6(3). doi:10.3926/jiem.552Mula, J., Poler, R., & Garcia, J. P. (2006). MRP with flexible constraints: A fuzzy mathematical programming approach. Fuzzy Sets and Systems, 157(1), 74-97. doi:10.1016/j.fss.2005.05.045Campuzano, F., Mula, J., & Peidro, D. (2010). Fuzzy estimations and system dynamics for improving supply chains. Fuzzy Sets and Systems, 161(11), 1530-1542. doi:10.1016/j.fss.2009.12.002Mula, J., Peidro, D., & Poler, R. (2014). 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Sistema de medición del rendimiento para redes colaborativas de Pymes en el sector agroindustrial de Ecuador

[ES] La colaboración empresarial evidenciada en pequeñas y medianas empresas (Pymes) está contribuyendo a ampliar su competitividad, impulsar diversos procesos de innovación y mejorar su rendimiento; siendo, por tanto, fundamental la medición eficaz del rendimiento como una práctica estratégica para impulsar su desarrollo y eficiencia colectiva. La medición del rendimiento (MR) es un elemento esencial para la planificación efectiva y el control empresarial; así como para la toma de decisiones, a fin de desplegar diferentes acciones de mejora. La MR en Pymes incluye las siguientes tres categorías: las medidas de rendimiento o indicadores, el diseño del sistema de medición del rendimiento (SMR) y su desarrollo. El diseño del SMR para redes de Pymes es un proceso importante para asegurar que el marco de medición integre tanto, los factores y elementos del rendimiento propios del contexto colaborativo abordado, así como los métodos y técnicas para un proceso de medición del rendimiento balanceado y con alineamiento estratégico. Sin embargo, en la literatura fueron pocos los estudios que abordaban a la MR en contextos colaborativos. Entre aquellos que lo hacían, la mayoría se relacionaba con el direccionamiento hacia las mejores prácticas; lo que señaló dificultades en cuanto a la consideración de diversos factores entorno a este grupo de Pymes y con ello su implicación en el desarrollo de SMRs específicos. Otro aspecto importante en el diseño del SMR es la presencia de múltiples tomadores de decisión, espacio que tampoco evidenció mayor aporte entre la literatura revisada. Al considerar estos aspectos en el marco del diseño de SMRs para redes de Pymes en colaboración, ninguna investigación presentó un abordaje que contemple todas las características de forma simultánea. Considerando estas brechas, este trabajo de investigación tiene por objetivo proponer un sistema de medición del rendimiento para redes colaborativas de pymes (SMR - RECOP) en un escenario de toma de decisiones en grupo, considerando un enfoque de alineamiento estratégico. La propuesta tiene como finalidad integrar los principales factores de influencia del entorno de la red de Pymes, los requerimientos de medición básicos y la visión de un crecimiento sostenible enmarcado en la eficiencia colectiva. La propuesta de medición del rendimiento utiliza el Balanced Scorecard (BSC) como herramienta para direccionar la estrategia de la red al interior del sistema de medición, donde los indicadores se encuentran en alineación directa con los objetivos estratégicos; además, la técnica Fuzzy TOPSIS para apoyar el proceso de toma de decisiones en grupo que permite la determinación de los objetivos estratégicos y; por último, mesas de diálogo como los espacios para la discusión de ideas y formulación de indicadores de medición. Estas técnicas, juntamente con los elementos citados anteriormente son integrados en una metodología de tres fases. El sistema de medición propuesto se aplica en un caso de investigación para fines de validación; la red de Pymes evaluada pertenece al sector agroindustrial productor de cacao en Ecuador, donde los contextos empresariales tanto de red y cadena se evidencian como las estratégicas colaborativas con importante presencia. La aplicación empírica del SMR - RECOP mostró como resultados necesarios de su desarrollo a los siguientes productos: un conjunto de objetivos estratégicos; un procedimiento establecido para la definición y selección de estos objetivos en el marco de la toma de decisiones en grupo; un mapa estratégico consolidado y por último un conjunto de indicadores de rendimiento. Estos resultados muestran consistencia con los estamentos pretendidos por la red y su contexto de desarrollo; así como con los requerimientos que enmarcan un SMR para Pymes.[CA] La col·laboració empresarial evidenciada en petites i mitjanes empreses (Pimes) està contribuint a ampliar la seva competitivitat, impulsar diversos processos d'innovació i millorar el seu rendiment; sent, per tant, fonamental el mesurament eficaç de l'rendiment com una pràctica estratègica per impulsar el seu desenvolupament i eficiència col·lectiva. El mesurament de l'rendiment (MR) és un element essencial per a la planificació efectiva i el control empresarial; així com per a la presa de decisions, per tal de desplegar diferents accions de millora. La MR a Pimes inclou les següents tres categories: les mesures de rendiment o indicadors, el disseny de sistema de mesurament de l'rendiment (SMR) i el seu desenvolupament. El disseny de l'SMR per a xarxes de Pimes és un procés important per assegurar que el marc de mesurament integri tant, els factors i elements de l'rendiment propis de l'context col·laboratiu abordat, així com els mètodes i tècniques per a un procés de mesurament de l'rendiment balancejat i amb alineament estratègic. No obstant això, en la literatura van ser pocs els estudis que abordaven a la MR en contextos col·laboratius. Entre aquells que ho feien, la majoria es relacionava amb l'adreçament cap a les millors pràctiques; el que va assenyalar dificultats pel que fa a la consideració de diversos factors entorn a aquest grup de Pimes i amb això la seva implicació en el desenvolupament de SMRs específics. Un altre aspecte important en el disseny de l'SMR és la presència de múltiples prenedors de decisió, espai que tampoc va evidenciar major aportació entre la literatura revisada. A l'considerar aquests aspectes en el marc de el disseny de SMRs per a xarxes de pimes en col·laboració, cap investigació va presentar un abordatge que contempli totes les característiques de forma simultània. Considerant aquestes bretxes, aquest treball de recerca té per objectiu proposar un sistema de mesurament de l'rendiment per a xarxes col·laboratives de pimes (SMR - Recull) en un escenari de presa de decisions en grup, considerant un enfocament d'alineament estratègic. La proposta té com a finalitat integrar els principals factors d'influència de l'entorn de la xarxa de pimes, els requeriments de mesurament bàsics i la visió d'un creixement sostenible emmarcat en l'eficiència col·lectiva. La proposta de mesurament de l'rendiment utilitza el Balanced Scorecard (BSC) com a eina per adreçar l'estratègia de la xarxa a l'interior de el sistema de mesurament, on els indicadors es troben en alineació directa amb els objectius estratègics; a més, la tècnica Fuzzy TOPSIS per donar suport al procés de presa de decisions en grup que permet la determinació dels objectius estratègics i; finalment, taules de diàleg com els espais per a la discussió d'idees i formulació d'indicadors de mesurament. Aquestes tècniques, conjuntament amb els elements esmentats anteriorment són integrats en una metodologia de tres fases. El sistema de mesurament proposat s'aplica en un cas d'investigació per a fins de validació; la xarxa de Pimes avaluada pertany a el sector agroindustrial productor de cacau a l'Equador, on els contextos empresarials tant de xarxa i cadena s'evidencien com les estratègiques col·laboratives amb important presència. L'aplicació empírica d'el SMR - RECOP va mostrar com a resultats necessaris del seu desenvolupament als següents productes: un conjunt d'objectius estratègics; un procediment per a la definició i selecció d'aquests objectius en el marc de la presa de decisions en grup; un mapa estratègic consolidat i finalment un conjunt d'indicadors de rendiment. Els resultats obtinguts mostren consistència amb els estaments pretesos per la xarxa i el seu context de desenvolupament; així com amb els requeriments que emmarquen un SMR per a Pimes.[EN] The business collaboration evidenced in small and medium-sized companies (SMEs) is helping to expand their competitiveness, promote different innovation processes, and improve their performance. Therefore, effective performance measurement is essential as a strategic practice to promote its development and collective efficiency. Performance measurement (PM) is an essential element for effective business planning and control; as well as for decision making, in order to deploy different improvement actions. PM in SMEs includes the following three categories: performance measures or indicators, the design of the performance measurement system (PMS), and its development. The design of the PMS for SME networks is an important process to ensure that the measurement framework integrates both the factors and elements of the performance, which belong to the collaborative context addressed, as well as the methods and techniques for a balanced performance measurement process and with strategic alignment. However, in the literature, few studies addressed PM in collaborative contexts. Among those that did it, the majority was related to directing toward best practices; which pointed to difficulties in considering various factors around this group of SMEs and thus their involvement in the development of specific PMSs. Another important issue in the design of the PMS is the presence of multiple decision-makers, a space that did not show a greater contribution among the literature reviewed. When considering these aspects in the framework of PMSs design for collaborative SME networks, no research presented an approach that considers all the characteristics simultaneously. Considering these gaps, this research work aims to propose a performance measurement system for collaborative networks of SMEs (PMS - RECOP) in a group decision-making scenario, considering a strategic alignment approach. The purpose of the proposal is to integrate the main factors that influence the environment of the SMEs network, the basic measurement requirements, and the vision of sustainable growth framed in collective efficiency The performance measurement proposal uses the Balanced Scorecard (BSC) as a tool to direct the strategy of the network within the measurement system, where the indicators are in direct alignment with the strategic objectives. In addition, the Fuzzy TOPSIS technique supports the group decision-making process that allows the determination of strategic objectives and; finally, dialogue tables as spaces for the discussion of ideas and formulation of measurement indicators. These techniques, together with the elements aforementioned, are integrated into a three-phase methodology. The proposed evaluation system is applied in a research case for validation purposes; the network of SMEs evaluated belongs to the agro-industrial sector that produces cocoa in Ecuador, where the business contexts of both the network and the chain are evidenced as collaborative strategies with an important presence. The empirical application of the PMS - RECOP showed the following products as necessary results of its development: a set of strategic objectives, such as an established procedure for the definition and selection of these objectives within the framework of group decision-making; a consolidated strategic map, and finally a set of performance indicators. The obtained results showed consistency with the states intended by the network and its development context, as well as the requirements that frame a PMS for SMEs.Rojas Lema, XB. (2021). Sistema de medición del rendimiento para redes colaborativas de Pymes en el sector agroindustrial de Ecuador [Tesis doctoral]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/165779TESI

Hierarchical Multi-Project Planning and Supply Chain Management: an Integrated Framework

This work focuses on the need for new knowledge to allow hierarchical multi-project management to be conducted in the construction industry, which is characterised by high uncertainty, fragmentation, complex decisions, dynamic changes and long-distance communication. A dynamic integrated project management approach is required at strategic, tactical and operational levels in order to achieve adaptability. The work sees the multi-project planning and control problem in the context of supply chain management at main contractor companies. A portfolio manager must select and prioritise the projects, bid and negotiate with a wide range of clients, while project managers are dealing with subcontractors, suppliers, etc whose relationships and collaborations are critical to the optimisation of schedules in which time, cost and safety (etc) criteria must be achieved. Literature review and case studies were used to investigate existing approaches to hierarchical multi-project management, to identify the relationships and interactions between the parties concerned, and to investigate the possibilities for integration. A system framework was developed using a multi-agent-system architecture and utilising procedures adapted from literature to deal with short, medium and long-term planning. The framework is based on in-depth case study and integrates time-cost trade-off for project optimisation with multi-attribute utility theory to facilitate project scheduling, subcontractor selection and bid negotiation at the single project level. In addition, at the enterprise level, key performance indicator rule models are devised to align enterprise supply chain configuration (strategic decision) with bid selection and bid preparation/negotiation (tactical decision) and project supply chain selection (operational decision). Across the hierarchical framework the required quantitative and qualitative methods are integrated for project scheduling, risk assessment and subcontractor evaluation. Thus, experience sharing and knowledge management facilitate project planning across the scattered construction sites. The mathematical aspects were verified using real data from in-depth case study and a test case. The correctness, usefulness and applicability of the framework for users was assessed by creating a prototype Multi Agent System-Decision Support System (MAS-DSS) which was evaluated empirically with four case studies in national, international, large and small companies. The positive feedback from these cases indicates strong acceptance of the framework by experienced practitioners. It provides an original contribution to the literature on planning and supply chain management by integrating a practical solution for the dynamic and uncertain complex multi-project environment of the construction industry