ON THE NATURE OF SUPPLY CHAIN MANAGEMENT PROJECTS AND HOW TO MANAGE THEM

This paper explores the nature of complexity in Supply Chain Management (SCM) projects. We find three aspects to be critical in SCM projects: SCM business processes, information systems, and organizations (internal and external). We also argue that in essence, SCM projects are complex, demonstrating structural complexity, uncertainty, and interdependence between elements, all in a unique context. With this analysis in mind, we look at how established project management methodologies are suited to manage SCM projects. Correspondingly, we investigate the nature of agile project management methods and look at whether these are suitable in an SCM context. Secondary data on previous large-scale SCM projects are used to illustrate the nature of complexity in these projects and whether this could have had an effect on the outcome of the project

Design management: changing roles of the professions

This paper sets out to explore how recent changes in procurement in construction have affected the roles that professions play in the design process. It discusses how professions that traditionally took the role of design manager now find themselves participating within previously unforeseen contexts, working in multidisciplinary teams led by contractors and with changed responsibilities at the design stage. Supply chain members who were not previously involved during the early project phases are being engaged at the earliest phases of the project life cycle and even taking leadership roles while designers sometimes work as supply chain partners. A study of design in construction and other sectors shows that in dealing with design management issues it is critical to deepen appreciation for the unique characteristics of design and the design process. The paper argues that contractors and designers taking on design management roles in a dynamic industry seeking to explore best practice and innovative approaches to procurement and in the delivery of projects need to acquire new skills, management education and develop the necessary qualities

Establishing and developing strategic relationships - the role for operations managers

Purpose – The objectives of this paper are, first to identify, from the literature, the key themes in the management of strategic relationships, second to apply those themes to understand how exemplary organisations establish and develop strategic relationships and third to determine the role of operations managers in this process. Design/methodology/approach – This empirically based research comprised four phases; interviews with managers to identify exemplars, interviews with managers from 27 organisations, data analysis and testing of the findings. Findings – From a theoretical point of view, a revised definition of strategic relationships has been proposed. Many previously disparate elements of relationships have been brought together into seven dimensions of strategic relationships. The scope and nature of exemplary relationships have been captured within each of these dimensions identifying 24 elements, and suggested the key roles for operations managers in establishing and developing their strategic business relationships. Research limitations/implications – This research has responded to the call to help operations managers understand the skill sets required to help them establish and develop strategic business relationships. It has contributed to the growing literature on business relationships and also provided practical guidance for operations managers. The research has a number of inherent weaknesses including the interpretative nature of the analysis and that the interviews were only carried out with one party to the exemplary relationships. The focus of the research was limited to exemplary strategic relationships and the study was conducted in one sector, though a range of types of organisations were involved. Practical implications – From a practitioner perspective, the outputs from the research have been summarised into a number of guidelines which flesh out the role for operations managers looking to identify, establish, evaluate or strengthen their role in establishing and developing strategic business relationships. Originality/value – The paper provides an original and detailed perspective into the nature of strategic business relationships, irrespective of their position in the supply chain, and identifies how such relationships can be established and developed

The Global Networked Value Circle: A new model for best-in-class manufacturing

As companies face deflation, slowing production and declining prices, they will need to assess their entire value chain as they look for ways to keep costs low and improve efficiencies while continuing to innovate. To help address this challenge, this report reflects fresh research undertaken by Capgemini in collaboration with the University of Edinburgh into the ?Best-in-Class Global Manufacturing Value Chain?

Sustainable Development Report: Blockchain, the Web3 & the SDGs

This is an output paper of the applied research that was conducted between July 2018 - October 2019 funded by the Austrian Development Agency (ADA) and conducted by the Research Institute for Cryptoeconomics at the Vienna University of Economics and Business and RCE Vienna (Regional Centre of Expertise on Education for Sustainable Development).Series: Working Paper Series / Institute for Cryptoeconomics / Interdisciplinary Researc

Beyond enterprise resource planning projects: innovative strategies for competitive advantage

ABSTRACT A rapidly changing business environment and legacy IT problems has resulted in many organisations implementing standard package solutions. This 'common systems' approach establishes a common IT and business process infrastructure within organisations and its increasing dominance raises several important strategic issues. These are to what extent do common systems impose common business processes and management systems on competing firms, and what is the source of competitive advantage if the majority of firms employ almost identical information systems and business processes? A theoretical framework based on research into legacy systems and earlier IT strategy literature is used to analyse three case studies in the manufacturing, chemical and IT industries. It is shown that the organisations are treating common systems as the core of their organisations' abilities to manage business transactions. To achieve competitive advantage they are clothing these common systems with information systems designed to capture information about competitors, customers and suppliers, and to provide a basis for sharing knowledge within the organisation and ultimately with economic partners. The importance of these approaches to other organisations and industries is analysed and an attempt is made at outlining the strategic options open to firms beyond the implementation of common business systems

Sustainable Development Report: Blockchain, the Web3 & the SDGs

This is an output paper of the applied research that was conducted between July 2018 - October 2019 funded by the Austrian Development Agency (ADA) and conducted by the Research Institute for Cryptoeconomics at the Vienna University of Economics and Business and RCE Vienna (Regional Centre of Expertise on Education for Sustainable Development).Series: Working Paper Series / Institute for Cryptoeconomics / Interdisciplinary Researc

Farmer participation in agri-environmental schemes : regionalisation and the role of bridging social capital

European agri-environmental schemes are being criticised for reinforcing rather than negating an opposition between agricultural production and environmental production, and for assuming instead of securing a public willingness to pay for agri-environmental change. This paper explores if a regionalisation of agri-environmental governance may contribute to overcome these criticisms. The paper empirically explores three regionalised agri-environmental schemes from Flanders, Belgium, with the use of 40 qualitative interviews with farmers and other relevant stakeholders. Building on the Bourdieusian theory of capital and the conceptual distinction between bonding and bridging social capital, the paper analyses whether and why the regionalised arrangements incited farmers to integrate environmental production in their farm management to meet other regional stakeholders’ demands for agri-environmental change. In doing so, the paper particularly focuses on the role of bridging social capital in fostering farmer participation in agri-environmental governance, which is a topic that—despite a growing scholarly recognition of the importance of social capital in mediating farmers’ environmental behaviour—has to date received scant conceptual and empirical attention. The paper reveals that farmers principally participated in the regionalised agri-environmental schemes to enhance the long-term viability of their agricultural businesses by building up more cooperative and appreciative, bridging social ties with other regional stakeholders. Notably, such participation is only likely to be substantive and lead to long-term, pro-environmental behaviour change of farmers, if farmers actually succeed in building up bridging social capital by receiving other regional stakeholders’ appreciation for their agri-environmental work. The paper ends with discussing the implications of these findings for the future design and implementation of socially and ecologically robust agri-environmental schemes