114,992 research outputs found
Recommended from our members
Supply chain control: Trade-offs and system requirements
The official published version can be accessed from the link below.A paper describes the underlying forces which drive change in manufacturing enterprises and supply chains. It sets out the complexities in modern capitalism and global economics and illustrates the trade-offs that can be made. IT systems which are required to assist improvements to both customer service and enterprise manufacturing performance are explained, alluding to the special case for the semiconductor industry. Arguments are presented showing how the new tools being developed with the ESPRIT project 20544, X-CITTIC, will satisfy the control needs for a virtual enterprise. This paper describes the underlying forces which drive change in manufacturing enterprises and supply chains. It sets out the complexities in modem capitalism and global economics and illustrates the trade-offs that can be made. IT systems which are required to assist improvements to both customer service and enterprise manufacturing performance are explained alluding to the special case for the semiconductor industry. Finally it shows how the new tools being developed with the ESPRIT project 20544, XCITTIC, will satisfy the control needs for a virtual enterprise
Multi Site Coordination using a Multi-Agent System
A new approach of coordination of decisions in a multi site system is
proposed. It is based this approach on a multi-agent concept and on the
principle of distributed network of enterprises. For this purpose, each
enterprise is defined as autonomous and performs simultaneously at the local
and global levels. The basic component of our approach is a so-called Virtual
Enterprise Node (VEN), where the enterprise network is represented as a set of
tiers (like in a product breakdown structure). Within the network, each partner
constitutes a VEN, which is in contact with several customers and suppliers.
Exchanges between the VENs ensure the autonomy of decision, and guarantiee the
consistency of information and material flows. Only two complementary VEN
agents are necessary: one for external interactions, the Negotiator Agent (NA)
and one for the planning of internal decisions, the Planner Agent (PA). If
supply problems occur in the network, two other agents are defined: the Tier
Negotiator Agent (TNA) working at the tier level only and the Supply Chain
Mediator Agent (SCMA) working at the level of the enterprise network. These two
agents are only active when the perturbation occurs. Otherwise, the VENs
process the flow of information alone. With this new approach, managing
enterprise network becomes much more transparent and looks like managing a
simple enterprise in the network. The use of a Multi-Agent System (MAS) allows
physical distribution of the decisional system, and procures a heterarchical
organization structure with a decentralized control that guaranties the
autonomy of each entity and the flexibility of the network
Performance management in collaborative networks: difficulties and barriers
[EN] Global competitiveness obliges to enterprises to collaborate in many processes such as new product and services development in order to shorten the lifecycle, development and commercialization. Therefore, the competence has drifted from an individual focus to a supply chain management one and, from some years, to a collaborative enterprises network approach. It is common to find frameworks for measuring/managing the performance within extended enterprises, supply chains, virtual enterprises, etc. However, few authors deal with a higher level: the collaborative networks one. This concept of enterprises management set up bigger difficulties regarding not only from a conceptual and structural point of view but also considering both the design and posterior development of systems capable of managing the performance achieved in this type of organizations. This work describes both the main difficulties and barriers when trying to apply performance management concepts to collaborative networks. In this sense, it is highlighted the weaknesses of the existing intra-organizational frameworks that cannot be projected, as they are conceived, to manage performance within collaborative networks.Alfaro Saiz, JJ.; Rodríguez Rodríguez, R.; Verdecho Sáez, MJ. (2011). Performance management in collaborative networks: difficulties and barriers. IFIP Advances in Information and Communication Technology. 362:133-139. doi:10.1007/978-3-642-23330-2_15S133139362Hausman, W.H.: Supply chain performance metrics. The practice of supply chain management: Where theory and application converge. Kluwer Academic Publishers, Dordrecht (2003)Coughlan, P., Coughlan, D.: Action research: action research for operations management. International Journal of Operation and Productions Management 22(2), 220–240 (2002)Kaplan, R.S., Norton, D.P.: The balanced scorecard. Measures that drive performance. Harvard Business Review, 71–79 (January/February 1992)Bourne, M.: Designing and implementing a balanced performance measurement system. Control - Official Journal of the Institute of Operations Management, 21–24 (July/August 1999)Neely, A., Adams, C.: Perspectives on Performance. The Performance Prism’ Web Site of Neely A (2001), www.som.cranfield.ac.uk/som/cbp/adn.htmHronec, S.M.: Vital Signs. Amacom, New York (1993)Bititci, U.S., Mendibil, K., Martinez, V., Albores, P.: Measuring and managing performance in extended enterprises. International Journal of Operations & Production Management 25(4), 333–353 (2005)Folan, P., Browne, J.: Development of an extended enterprise performance measurement system”. Production Planning & Control 16(6), 531–544 (2005)Gaiardelli, P., Saccani, N., Songini, L.: Performance measurement systems in the after-sales service: an integrated framework. International Journal of Business Performance Management 9(2), 145–171 (2007)Alfaro, J.J., Ortiz, A., Rodríguez, R.: Performance measurement system for Enterprise Networks. International Journal of Productivity and Performance Management 56(4), 305–334 (2007)Romero, D., Galeano, N., Molina, A.: A conceptual Model for Virtual Breeding Environments Value System. In: Camarinha-Matos, L., Afsarmanesh, H., Novais, P., Analide, C. (eds.) Establishing the Foundation of Collaborative Networks. Springer, Heidelberg (2007)Msanjila, S.S., Afsarmanesh, H.: Trust analysis and assessment in virtual organization breeding environments. International Journal of Production Research 46(5), 1253–1295 (2008)Bititci, U., Turner, T., Mackay, D., Kearney, D., Parung, J., Walters, D.: Managing synergy in collaborative enterprises. Production Planning & Control 18(6), 454–465 (2007)Chalmeta, R., Grangel, R.: Performance Measurement Systems for Virtual Enterprise Integration. International Journal of Computer Integrated Manufacturing 18(1), 73–84 (2005)Francisco, R.D., Azevedo, A.: Dynamic Performance Management In Business Networks Environment. In: Digital Enterprise Technology. Springer, US (2007)Busi, M., Bititci, U.S.: Collaborative performance management: Present gaps and future research. International Journal of Productivity and Performance Management 55(1), 7–25 (2006)Rodriguez, R., Ortiz, A., Alfaro, J.: Fostering collaborative meta-value chain practices. International Journal of Computer Integrated Manufacturing 22(5), 385–394 (2009)Rodriguez, R.R., Gomez, P., Franco, D., Ortiz, A.: Establishing and keeping inter-organisational collaboration: Some lessons learned. International Federation for Information Processing 1, 214–222 (2007)Leseure, M., Shaw, N., Chapman, G.: Performance measurement in organisational networks: an exploratory case study. International Journal of Business Performance Management 3(1), 30–46 (2001
Recommended from our members
Implementation of virtual manufacturing by a technology licensing company
NoThe paper considers the implementation of a virtual manufacturing system as an alternative to outward technology licensing in a high technology industrial sector. Brief theoretical definition and description of the two strategy options is provided to give background and context. This is followed by empirical material from a longitudinal case study of a company that has developed a virtual manufacturing system in addition to its pre-existing outward technology licensing business stream. A summary account of the company history and development is followed by description of the virtual manufacturing proposal. Analysis of this identified a number of competencies that would be required in order to succeed. The final part of the paper describes the company's response to this analysis and discusses early implementation of the virtual system. It is shown that implementation of the proposal has represented a positive response to the business challenges facing the company
SMEs: ERP or virtual collaboration teams
Small firms are indeed the engines of global economic growth. Small and Medium Enterprises (SMEs) play an important role to promote economic development. SMEs in the beginning of implementing new technologies always face capital shortage and need technological assistance. Available ERP systems do not fulfil the specific requirements of Small firms. SMEs has scarce resources and manpower therefore many SMEs don?t have the possessions to buy and operate an ERP System. On the other hand competition and competitiveness of SMEs have to be strengthened. This paper briefly reviews the existing perspectives on virtual teams and their effect on SMEs management. It also discusses the main characteristics of virtual teams and clarifies the differences aspects of virtual team application in SMEs. After outlining some of the main advantages and pitfall of such teams, it concentrates on comparing of ERP and virtual collaborative teams in SMEs. Finally, it provides evidence for the need of ?Software as a Service (SaaS)? where an application is hosted as a service provided to customers across the web for SMEs as an alternative of ERP. It has been widely argued that ERP disadvantage in SMEs such as administrative expenditure and cost, isolated structure, severe lack of software flexibility, insufficient support of SMEs business and high operating cost, lead SMEs to use virtual collaborative team which is net work base solution
Improving supply chain management in construction: what can be learned from the aerospace industry?
In order to provide for controllable delivery, reliable lead times and efficient customer response, lean manufacturing and platform assembly practices play an important role in supply chains in the aerospace industry. The adoption of lean manufacturing practices ensures an efficient delivery of products to the market. Benefits from the development of platform strategies are a more reliable materials supply and an improved logistics control. The aerospace industry is characterized by a small number of major global players and many small ones. A major part of the design and production has been contracted out to suppliers. In this paper the basic similarities and differences between the construction and aerospace industry and supply chains are analysed. A comparative study of aerospace and construction supply chains is presented to indicate and discuss the applicability of supply chain management concepts to construction, and the improvement potential of these concepts regarding supply chain management in construction. It is concluded that in particular the practice of platform assembly is a fruitful concept to be applied in the construction industry
A distributed multi-agent framework for shared resources scheduling
Nowadays, manufacturers have to share some of their resources with partners due to the competitive economic environment. The management of the availability periods of shared resources causes a problem because it is achieved by the scheduling systems which assume a local environment where all resources are on the same site. Therefore, distributed scheduling with shared resources is an important research topic in recent years. In this communication, we introduce the architecture and behavior of DSCEP framework (distributed, supervisor, customer, environment, and producer) under shared resources situation with disturbances. We are using a simple example of manufacturing system to illustrate the ability of DSCEP framework to solve the shared resources scheduling problem in complex systems
Designing an Open Virtual Factory of Small and Medium-sized Enterprises for Industrial Engineering Education
Curriculum of Industrial Engineering program must accomplish
the requirement that graduates have the ability to design,
develop, implement, and improve integrated system that include
people, materials, equipment and energy. However, it is not easy
to implement a curriculum that fosters such competencies. One of
the strategies to achieve that is using an innovative learning
media, so that the problem-based learning (PBL) can be
accustomed. In this paper, we design a web-based enterprise
resources planning. It is aimed to capture the real problem of
small and medium-sized enterprises (SMEs) in bottled drinking
water industries. The integrated system can be illustrated as ERP
application that designed by using free open source software
(FOSS). This research aimed to utilize the application to improve
teaching methods in IE education. The result of the research can
be used to improve the competencies of IE students, especially the
abilities to identify, formulate, and solve the activities of the
business process improvement in SMEs.
Keywords
Industrial engineering education, FOSS, innovative learning
media, problem-based learnin
- …