Towards the Integration of Value and Coordination Models - Position Paper -

Cross-organizational collaborations have a high complexity.\ud Modelling these collaborations can be done from di®erent perspectives.\ud For example, the value perspective represents expected value exchanges\ud in a collaboration while the coordination perspective represents the order\ud in which these exchanges occur. How to maintain consistency between\ud di®erent models during design time as well as runtime constitutes a chal-\ud lenging topic. De¯ning criteria and de¯nitions re°ecting the relation be-\ud tween these models during the entire life cycle is not straightforward.\ud Di®erent criteria are used for di®erent models since each model captures\ud a speci¯c aspect of the collaboration. In this paper we investigate the\ud challenges arising when addressing the problem of maintaining adequate\ud and consistent models of a collaboration during the entire life cycle of\ud a collaboration. We propose a framework in which we connect business\ud layer, process layer and implementation layer, presenting the direction\ud for solving this multifaceted problem. We will describe several challenges\ud we anticipate to encounter while implementing our framework

A life cycle stakeholder management framework for enhanced collaboration between stakeholders with competing interests

This is a postprint version of the Book Chapter. Information regarding the official publication is available from the link below - Copyright @ 2011 SpringerImplementation of a Life Cycle Sustainability Management (LCSM) strategy can involve significant challenges because of competing or conflicting objectives between stakeholders. These differences may, if not identified and managed, hinder successful adoption of sustainability initiatives. This article proposes a conceptual framework for stakeholder management in a LCSM context. The framework identifies the key sustainability stakeholder groups and suggests strategic ambiguity as a management tool to harness dysfunctional conflict into constructive collaboration. The framework is of practical value as it can be used as a guideline by managers who wish to improve collaboration with stakeholders along the supply chain. The article also fills a gap in the academic literature where there is only limited research on sustainability stakeholder management through strategic ambiguity

Modes of governance of new service development for mobile networks. A life cycle perspective

This paper focuses on governance modes for service development ofmobile telephone networks (GSM, WAP, GPRS, UMTS). 'Services' refer toservices embodying a specific content. The paper shows that the phaseof the life cycle of the network and the service affects the choice ofgovernance mode of new service development projects. Governance modesinclude internal development by the telecom operator, several forms ofcollaboration between telecom operator and service firm, and onlyproviding a network by the telecom operator to the service firm, whichthen develops and provides its services (external). In this paper amodel is developed for the governance mode of service development indifferent phases of the life cycles of the mobile network and service,based on the degrees of uncertainty and urgency involved in thenetwork and service development processes. Four cases are presented ofservice development projects for mobile telecom networks. These casesindicate that the number of redesigns and the level of communicationcosts in collaboration projects indeed depend on the degree of urgencyand uncertainty involved in these projects, which are in turn affectedby the life cycle of the network and service.portfolio selection;technology adoption;mobile networks;collaboration for service development;product and service life cycles

Engineering Workflow: The Process in Product Data Technology

The prevailing paradigm for enterprises in the new decade is undoubtedly speed. This enterprise view is driven by the availability of e-business technology that enables new forms of collaboration between companies. The rapid developments in e-business also have an impact on the future of engineering organizations. This paper focuses on the early phases of a product’s life cycle, i.e. between initial concept and release to manufacturing. New engineering workflow capabilities are presented, that have been tailored to speed up the engineering of new products

A Systems Analysis Role-Play Exercise and Assignment

Systems analysis and design, System development life cycle (SDLC), Collaboration, User requirements, Requirements analysis & specification, Active learning, Role-play, Cost benefit analysi

Using the life-cycle model with value thinking for managing an industrial maintenance network

The objective of this article is to create a general life-cycle model for maintenance decision making in different industries at the item level. The need for network-level tools will increase, as inter organizational collaboration is emphasized more and more. Previous life-cycle models have mostly viewed the matter from the perspective of just one company, but our model takes the different members of maintenance networks into account. We have also integrated value thinking with life-cycle accounting, as it is crucial for companies to perceive which elements increase the value of each member in their network. The value-based life-cycle model introduced in this article has been mainly developed to support the future planning of maintenance operations. In addition, it can be designed how additional value can be reached through future maintenance and how this value can be equitably shared between the network partners

Continuous supply chain collaboration : Road to achieve operational excellence

Supply chain management (SCM) is becoming critical as firms recognize that competition is shifting from company versus company to supply chain versus supply chain. In the present competitive scenario, the fierce competition has driven most companies to seek means of enhancing performance beyond their four wall boundaries. The firm’s ability in collaborating with its upstream and downstream partners determines its success in attaining better performance with supply chain collaboration; a firm is able to serve fragmented markets in which end customers require more product varieties and availability with shorter product life cycle and at the same time lower supply chain costs. Hence, this paper introduces the framework of continuous supply chain collaboration (CSCC), which extends the traditional frame of reference in strategic sourcing from a supplier centric to a supply-chain-scope as continuous improvement efforts to enhance the customer satisfaction. CSCC practices are rather exceptional, yet CSCC is believed to be the single most comprehensive framework for attaining operational excellence.Continuous supply chain collaboration (CSCC); Supply chain management: Continuous improvement; Operational excellence; Supply Chain Management

Lean and green management along the food life cycle

As industries´ decisions give environmental consequences both upstream and downstream the value chain, there is need of a tool for valuation of decisions and actions. The lean concept is one of those actions that have been used for a long time by several industries, while green lean is a relatively new concept. The question is: How green is lean along the life cycle? In our research project we have developed an actor based LCA methodology for the food industry, and will evaluate the environmental consequences of applying the lean concept along the food life cycle in a case study of pork. This paper presents scenarios on lean farming, lean industry, and lean life cycle, as well as gives ideas for lean collaboration along the value chain