Supply Chain Management in the Emergin Context of Electonic Commerce

This research will examine the different kinds of supply chains by providing modeling variations that include coordination mechanism, production planning and scheduling, and logistics management in the emerging context of electronic commerce. In contrast to most of the supply chain literature that takes the existing supply chain as given and attempts to optimize material flows or information flows, the research will focus on emerging forms of supply chain enhanced by new technologies such as open EDI, the Internet, intranets, and extranets. An observation in supply chain management, which recently gained popularity, the bullwhip effect, suggests that demand variability increases as one moves up a supply chain. Solutions for bullwhip effect include supply chain integration through information sharing and supply chain partnership. However, in emerging business-to-business electronic commerce, a perfectly competitive market is possible, where many suppliers and buyers can keep track of real-time demand and supply of a product, thus the price being adjusted promptly by market itself. Although problems such as quality assurance and increasing transaction/coordination cost may arise in return for reliable supply chain partners, causes of bullwhip effect such as demand forecast update, order batching, price fluctuation and shortage gaming may diminish in electronic marketplaces due to immediate information about the availability of products as well as price and demand. Such information is costly and difficult to get, unless strong partnership and information sharing exists between many supply chain parties. Hence, the first research question is: In terms of bullwhip effect, will market mechanism coordinated by electronic intermediaries reduce the demand distortion in upstream supply chain? If so, how effective is it compared to the hierarchy mechanism with vertical integration or information sharing? Enterprise resource planning (ERP) systems have become popular in 1990s with business process reengineering practices. ERP systems attempt to automate and integrate all functions in an enterprise’s value chain. With the burst of the Internet and electronic commerce, companies using or planning to use ERP, are beginning to demand interface functions that enable flexible communications among supply chain partners. Moreover, in electronic marketplaces, computerized agents (e.g. searching agent, purchasing agent) and intermediaries are expected to be the solution for controlling huge amount of information and material flow. The second research question regarding this issue, thus, is: What kinds of information systems or technologies are needed in order to support a firm’s supply chain or supply chain as a whole, in particular in electronic markets? While optimizing supply chains with regard to information flows and/or material flows, we expect that the following components for supply chain management will clearly be identified as enablers of successful supply chain management. • ERP extensions/modules that link adjacent supply chain partners • Supply chain reengineering and Web-enabled supply chain via intranet and extranet • Agents/intermediaries that control the costs (purchasing, sales, distribution), quality (parts, finished product), and time (on-time delivery, online demand information

A novel framework for the use of workflow system in the integration of supply chain tiers

The global competition has imposed challenges to supply chain integration, mainly, during the process of obtain information to make demand management decisions. This paper proposes an integrated framework for data collection, analysis and results dissemination in the supply chain management (SCM), contributing to research and alternatives for \u201cThe Bullwhip Effect\u201d issue. In this sense, it is necessary to discuss the integration of supply chain management, Enterprise Resources Planning (ERP) functionality and others systems, to enlarge this scope to the total supply chain players. The ERP web-based tool and Workflow Systems (WS) can contribute to solve issues related to supply chain management. Starting from a detailed analysis of the research background regarding current SCM definitions and integration problems, Information Technology and Communication (ITC) development and WS in order to map and ensure flow fluency; the paper proposes a model to increase the overall integrations and an application in a case study for supporting the decisions that are aligned with the company\u2019s strategic objectives. This paper is divided in: research background; proposed model of the SC integration; case study, conclusions and future research

Drivers and Impacts of R&D Adoption on Transport and Logistics Services

Actually, technologies and applications in industries are changing via business restructuring, new business models, new knowledge and supply chains. So R&D is not focused primarily on manufacturing industry as it used to be, but on different kinds of industries as logistics and transport (TLS). Nevertheless, the characteristics of the TLS industry determine the introduction of specific R&D solutions accordingly to sectors operations. The objective of this paper is to describe the R&D opportunities in the TLS industry and how managers use them to make their businesses more innovative and efficient. Using the Structure-Conduct-Performance (SCP) model the paper identifies the links between R&D adoption and innovation dynamics. Relating the findings, on the driver’s side there are three points that are worth mentioning: increasing market competition, the relationships of firms interacting with each other and the availability and quality of complementary assets such as employee skills and IT know-how. On the impacts’ side, firms advanced in terms of implementing R&D solutions are more likely to implement organizational changes. Finally, a set of recommendations on how to further improve the continuous innovation in the TLS industry is presented

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

The Emergence of Enterprise Systems Management - A Challenge to the IS Curriculum

This paper proposes four cornerstones of a future Information Systems curriculum. It analyzes the challenges of the IS curriculum based on the development of enterprise systems, and further argues that the practice and the research into enterprise systems have progressed to a new stage resulting in the emergence of Enterprise Systems Management (ESM). Enterprise Systems Management calls for new competences and consequently represents new challenges to the IS curriculum. The paper outlines potential teaching issues and discusses the impact on the IS curriculum. Finally the paper suggests ways of approaching the challenges.No; keywords

Traceability requirements for information systems in the agro-food sector

Food safety and quality are keys to companies' business survival and great effort and resources are devoted to them. The food production chain, from the farms and feed mills to the finished products leaving the processing plants, is subject to independent examination and auditing either under the sector's own assurance schemes under official regulatory inspection and testing programmes with published results. For farmers and the agro-food industry, this means new market opportunities – and continual change. Food safety is an on-going challenge, demanding the best control systems and day-to-day vigilance on farms, in processing plants and throughout the distribution system. In order to enable consumers to make the right choice when buying their food and in order to build up markets for quality products, labelling has to provide all relevant information about the production process. Besides complete information about its ingredients, food labels should bear information about its place of origin and the way in which it was produced

The effectiveness of supply chain management on firm's performance: a comparative case study

The purpose of the paper is to investigate the effectiveness of supply chain management (SCM) practices to increase a company’s performance based on a cross-border and cross-sector analysis. The paper follows a comparative case study approach which was achieved by interviewing supply chain management experts of three companies operating in different industries and positions in a supply chain. Practices that were mutually applied by the firms and their contribution to achieve quality, economic, cost, and time advantages were analyzed. The paper revealed practices, which contribute the most to increase specific performance areas

WSN based intelligent cold chain management

This paper presents a cold chain monitoring system which is implemented by using ubiquitous computing technologies, Radio Frequency Identification (RFID) & Wireless Sensor Network (WSN). In this paper, we discuss how cold supply chain works and how we can monitor and control cold supply chain by using wireless tracking and sensing technologies. We propose a prototype design which will provide a well controlled and transparent cold chain system, which could help the users to manage their products’ environmental data in real time during the life cycle. Moreover, we highlight how the availability of product trace data in combination with historical condition-monitoring data can facilitate decision-making processes enhancing supply chain’s performance. Finally we discuss the integration works of these two technologies together in the cold supply chain management system. Hardware and software platform of WSN used in this system are also described in this paper

An Empirical Study of Operational Performance Parity Following Enterprise System Deployment

This paper presents an empirical investigation into whether the implementation of packaged Enterprise Systems (ES) leads to parity in operational performance. Performance change and parity in operational performance are investigated in three geographically defined operating regions of a single firm. Order lead time, the elapsed time between receipt of an order and shipment to a customer, is used as a measure of operational performance. A single ES installation was deployed across all regions of the subject firm\u27s operations.Findings illustrate parity as an immediate consequence of ES deployment. However, differences in rates of performance improvement following deployment eventually result in significant (albeit smaller than pre-deployment) performance differences. An additional consequence of deployment seems to be an increased synchronization of performance across the formerly independent regions