Collaborative Models for Supply Networks Coordination and Healthcare Consolidation

This work discusses the collaboration framework among different members of two complex systems: supply networks and consolidated healthcare systems. Although existing literature advocates the notion of strategic partnership/cooperation in both supply networks and healthcare systems, there is a dearth of studies quantitatively analyzing the scope of cooperation among the members and its benefit on the global performance. Hence, the first part of this dissertation discusses about two-echelon supply networks and studies the coordination of buyers and suppliers for multi-period procurement process. Viewing the issue from the same angel, the second part studies the coordination framework of hospitals for consolidated healthcare service delivery. Realizing the dynamic nature of information flow and the conflicting objectives of members in supply networks, a two-tier coordination mechanism among buyers and suppliers is modeled. The process begins with the intelligent matching of buyers and suppliers based on the similarity of users profiles. Then, a coordination mechanism for long-term agreements among buyers and suppliers is proposed. The proposed mechanism introduces the importance of strategic buyers for suppliers in modeling and decision making process. To enhance the network utilization, we examine a further collaboration among suppliers where cooperation incurs both cost and benefit. Coalitional game theory is utilized to model suppliers\u27 coalition formation. The efficiency of the proposed approaches is evaluated through simulation studies. We then revisit the common issue, the co-existence of partnership and conflict objectives of members, for consolidated healthcare systems and study the coordination of hospitals such that there is a central referral system to facilitate patients transfer. We consider three main players including physicians, hospitals managers, and the referral system. As a consequence, the interaction within these players will shape the coordinating scheme to improve the overall system performance. To come up with the incentive scheme for physicians and aligning hospitals activities, we define a multi-objective mathematical model and obtain optimal transfer pattern. Using optimal solutions as a baseline, a cooperative game between physicians and the central referral system is defined to coordinate decisions toward system optimality. The efficiency of the proposed approach is examined via a case study

Collaborative sourcing - The motivation and design of demand side combinations

Collaborative sourcing is defined as a group of organisations combining on the demand side as part of the outsourcing process. Based upon a synthesis of the outsourcing and collaboration literatures, this paper seeks to examine both the benefits of collaborative sourcing and the options available. A series of case studies identifies that a number of alternative collaborative sourcing modes are possible with differing motivations – based on economies of scale but moderated by other influences – intensity – ranging from simply aggregating demand at the contracting stage to establishing a separate entity to actually provide the services – focus – from IT infrastructure through to business processes – and extent – the number of partners involved and activities covered

Outsourcing and Information Management.

This paper compares outsourcing processes in France, Italy and Japan in two types of firms, large firms and also small firms. It is shown that outsourcing has increased over the last two decades in both small and large firms in all three countries and that mainly in the last decade the tendency has been to increasingly involve some of the suppliers in product development. We interpret this evidence by means of a cognitive framework related to the activity of information management. Specifically, we show that the more the relationships among suppliers and users are characterised by two-way communication, decentralised information processing, and accordingly balanced contractual power, the more the incentives to create knowledge and to innovate autonomously are guaranteed.Firm size; Information; Network; Outsourcing

Burt and Coleman Networks in Electronic Intermediation

Two predominant network forms, Burt and Coleman, are delineated to identify the underlying structure and dynamics of electronic intermediation models. Basic differentiating characteristics between the two network types, including nodes, structures, products, transactions, market maturity, and technology improvement, are identified. Two comparative cases are analyzed to illustrate the utility of the constructs. The analysis shows that while both Burt and Coleman networks are viable strategies for electronic intermediation, Burt rents are easier to obtain and difficult to maintain, whereas Coleman rents are more difficult to obtain, but easier to defend. Accordingly, we find a tendency for intermediaries in Burt networks to attempt to affect Coleman rents as a long-term strategy

Strategic Implications of eCommerce for Papermakers

It is expected that the paper and office products supply chain will move online in the very near future. The hubris of new eBusiness models has ended in a fragmented picture of a multitude of personal views relating to future developments on the eEconomy, eIndustry and eEnterprise levels. This paper endeavors to compile the currently existing knowledge in this field and to identify the basic drivers and inhibitors of the new economy that are of relevance to the forest industry. On the eEconomy level, acceleration in macro-economic growth can be expected due to efficiency and productivity improvements that are triggered by the elimination of information barriers thereby creating more efficient markets. On the eIndustry level, globally operating and more adaptive industry networks will improve economic performance by reaping economies of scale. Less volatile markets will result from improved planning and coordination thereby eliminating redundant capacities. An overly horizontally concentrated market structure might bear the danger of locking the paper industry in an underdevelopment trap of innovation exhaustion and organizational inertia. Business entities on the eEnterprise level will have to adopt the principles of openness, connectivity and strategic integration to fully benefit from networking and integration effects along the entire value chain. However a number of issues, such as sharing critical data in a networked economy, will increase demands for newly adapted business culture and management models

Comparing Value Propositions with Users’ Perceptions to Better Understand the eValues of Electronic Marketplaces

In this paper, we question the nature and dimensions of eValues. We apply our approach to electronic marketplaces (EMPs), as an illustration of interorganizational information systems. The research is based upon 50 interviews made in 6 EMPs, and a thematic analysis on the themes linked to “the value of EMPs”. Our results categorise the different perceptions of eValues according to the different profiles: the value proposition of EMPs’ managers and the perceived values of buyer and supplier managers. We highlight that eValue is a key component that helps to distinguish three types of EMP business models: the Buy-type, the Supply-type and the Indus-type. Finally, we discuss the orientation of each business model according to the current value it offers to customers, and conclude that the concept of eValue questions the design of the model of revenue of EMPs

Between The Global And The Local: A Comparison Of The British And German Clothing Industry

The clothing industry is regarded as one the most globalised industries of developed economies, yet most studies focus on the geography of production for US firms and pay scant attention to the geography of trade or to other national cases. This paper broadens the perspective to cover the whole network of German and British clothing firms’ relationships by examining both their supply chain organisation and their market strategy, including their relations with retailers. It demonstrates the interdependencies between their strategic responses at different stages of the value chain and shows that relationships with both suppliers and customers have strongly defined the industry and firms in both countries, albeit differently. The global context of the clothing industry and the common pressures experienced by the national industries are also considered. We draw on industry statistics and on early impressions from interviews with clothing firms and retailers in both countries during 2003.clothing industry, supply chain, globalisation, United Kingdom, Germany

Competing in the Digital Economy?: The Dynamics and Impacts of B2B E-commerce on the South African Manufacturing Sector

ICTs, B2B e-commerce, manufacturing sector, South Africa